Search NASA⌕ Search

SEARCH · Search NASA

Results for “private”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 91 records · Page 5
All sourcesNASA NTRSDOE OSTI
NASA NTRS1996

Digital Camera with Apparatus for Authentication of Images Produced from an Image File

A digital camera equipped with a processor for authentication of images produced from an image file taken by the digital camera is provided. The digital camera processor has embedded therein a private key unique to it, and the camera housing has a public key that is so uniquely related to the private key that digital data encrypted with the private key may be decrypted using the public key. The digital camera processor comprises means for calculating a hash of the image file using a predetermined algorithm, and second means for encrypting the image hash with the private key, thereby producing a digital signature. The image file and the digital signature are stored in suitable recording means so they will be available together. Apparatus for authenticating the image file as being free of any alteration uses the public key for decrypting the digital signature, thereby deriving a secure image hash identical to the image hash produced by the digital camera and used to produce the digital signature. The authenticating apparatus calculates from the image file an image hash using the same algorithm as before. By comparing this last image hash with the secure image hash, authenticity of the image file is determined if they match. Other techniques to address time-honored methods of deception, such as attaching false captions or inducing forced perspectives, are included.

Friedman, Gary L.↗
NASA NTRS2000

Optimal Reward Functions in Distributed Reinforcement Learning

We consider the design of multi-agent systems so as to optimize an overall world utility function when (1) those systems lack centralized communication and control, and (2) each agents runs a distinct Reinforcement Learning (RL) algorithm. A crucial issue in such design problems is to initialize/update each agent's private utility function, so as to induce best possible world utility. Traditional 'team game' solutions to this problem sidestep this issue and simply assign to each agent the world utility as its private utility function. In previous work we used the 'Collective Intelligence' framework to derive a better choice of private utility functions, one that results in world utility performance up to orders of magnitude superior to that ensuing from use of the team game utility. In this paper we extend these results. We derive the general class of private utility functions that both are easy for the individual agents to learn and that, if learned well, result in high world utility. We demonstrate experimentally that using these new utility functions can result in significantly improved performance over that of our previously proposed utility, over and above that previous utility's superiority to the conventional team game utility.

Wolpert, David H.↗
NASA NTRS2002

NASA's Commercial Space Centers: Bringing Together Government and Industry for "Out of this World" Benefits

The National Aeronautics and Space Administration (NASA) is making significant effort to accommodate commercial research in the utilization plans of the International Space Station (ISS)[1]. NASA is providing 30% of the research accommodations in the ISS laboratory modules to support commercial endeavors. However, the availability of resources alone does not necessarily translate into significant private sector participation in NASA's ISS utilization plans. Due to the efforts of NASA's Commercial Space Centers (CSC's), NASA has developed a very robust plan for involving the private sector in ISS utilization activities. Obtaining participation from the private sector requires a demonstrated capability for obtaining commercially significant research results. Since 1985, NASA CSC's have conducted over 200 commercial research activities aboard parabolic aircraft, sounding rockets, the Space Shuttle, and the ISS. The success of these activities has developed substantial investment from private sector companies in commercial space research.

Robinson, R. Keith↗
NASA NTRS2007

General Mission Analysis Tool (GMAT) Acceptance Test Plan [Draft]

The information presented in this Acceptance Test Plan document shows the current status of the General Mission Analysis Tool (GMAT). GMAT is a software system developed by NASA Goddard Space Flight Center (GSFC) in collaboration with the private sector. The GMAT development team continuously performs acceptance tests in order to verify that the software continues to operate properly after updates are made. The GMAT Development team consists of NASA/GSFC Code 583 software developers, NASA/GSFC Code 595 analysts, and contractors of varying professions. GMAT was developed to provide a development approach that maintains involvement from the private sector and academia, encourages collaborative funding from multiple government agencies and the private sector, and promotes the transfer of technology from government funded research to the private sector. GMAT contains many capabilities, such as integrated formation flying modeling and MATLAB compatibility. The propagation capabilities in GMAT allow for fully coupled dynamics modeling of multiple spacecraft, in any flight regime. Other capabilities in GMAT inclucle: user definable coordinate systems, 3-D graphics in any coordinate system GMAT can calculate, 2-D plots, branch commands, solvers, optimizers, GMAT functions, planetary ephemeris sources including DE405, DE200, SLP and analytic models, script events, impulsive and finite maneuver models, and many more. GMAT runs on Windows, Mac, and Linux platforms. Both the Graphical User Interface (GUI) and the GMAT engine were built and tested on all of the mentioned platforms. GMAT was designed for intuitive use from both the GUI and with an importable script language similar to that of MATLAB.

Dove, Edwin↗
NASA NTRS2010

COTS/CRS: KSC Evolving Host Initiatives with Commercial Space Partners

NASA's Commercial Crew and Cargo Program Office (C3PO) leads the agency's commercial efforts to stimulate United States private companies as the shuttle program comes to a close. Through the Commercial Orbital Transportation Services (COTS) program, two companies, SpaceX and Orbital, were selected to demonstrate their ability to perform flights to the International Space Station. The Commercial Resupply Services (CRS) Project leverages off the COTS experience, and awarded these two private companies contracts to resupply the International Space Station after shuttle fly out. As a 2010 summer intern, I supported the COTS/CRS team in their team meetings, attended and contributed to project discussions and planning, and assisted in developing visual representations for the variety of processes and organizational endeavors required for the program to run smoothly. One aspect of the COTS/CRS program gives the involved private companies the opportunity to request available services from Kennedy Space Center (KSC); one of my projects included assisting in the development of a related Task Order Request (TOR) process. In addition, an integral part of the project was to maintain and enhance the team database for processing the variety of TORS. My experience in the project gave me great insight into the growing field of commercial space activities. The development of the TOR process involved coordinating representatives from a variety of backgrounds at KSC. A clear and concise visual representation of the TOR process in the form of a flow chart was necessary to successfully implement a task order request from one of NASA's commercial partners. The goals of the process charts were to communicate the team's ideas and foster a common thought process while at the same time allow the process to grow and evolve. It was critical that the requests from the private companies were addressed quickly and thoroughly as the process developed this summer is expected to have extensive future use.

Yohpe, Megan↗
NASA NTRS2017

NASA Human Spaceflight Scenarios - Do All Our Models Still Say No?

Historically, NASA human spaceflight planning has included healthy doses of life cycle cost analysis. Planners put projects and their cost estimates in a budget context. Estimated costs became expected budgets. Regardless, real budgets rarely matched expectations. So plans would come and go as NASA canceled projects. New projects would arise and the cycle would begin again. Repeatedly, NASA schedule and performance ambitions come up against costs growing at double-digit rates while budgets barely rise a couple of percent a year. Significant skepticism greets proposed NASA programs at birth, as cost estimates for new projects are traditionally very high, and worse, far off the mark for those carried forward. In this environment the current "capability driven framework" for NASA human spaceflight evolved, where long term life cycle cost analysis are even viewed as possibly counter-productive. Here, a space exploration project, for example the Space Launch System, focuses on immediate goals. A life cycle is that of a project, not a program, and for only that span of time to a near term milestone like a first test launch. Unfortunately, attempting to avoid some pitfalls in long-term life cycle cost analysis breeds others. Government audits have noted that limiting the scope of cost analysis "does not provide the transparency necessary to assess long-term affordability" making it difficult to understand if NASA "is progressing in a cost-effective and affordable manner." Even in this short-term framework, NASA realizes the importance of long-term considerations, that it must "maximize the efficiency and sustainability of the Exploration Systems development programs", that this is "critical to free resources for re-investment...such as other required deep space exploration capabilities." Assuming the value of long-term life cycle cost analysis, where due diligence meets reconnaissance, and accepting past shortcomings, the work here approaches life cycle cost analysis for human spaceflight differently. 1) If costs have traditionally been so high that adding them up is discouraging, are there any new facts on the ground offering paths to significantly lower costs? 2) If NASA's spaceflight budget and process is an over-arching constraint, with its planning limitations favoring short-term outlooks, is there a way to step outside the budget box? 3) If life cycle answers have historically been too uncertain to be useful, is there a process where stakeholders gain valuable insights merely from emphasizing a common understanding around questions? We analyze the potential life cycle cost of assorted NASA human spaceflight architectures - an architecture as a sum of individual systems, working together. With the prior questions of high costs, limited budgets and uncertainties in mind, public private partnerships are central in these architectures. The cost data for current commercial public private partnerships is encouraging, as are cost estimates for future partnership approaches beyond low Earth orbit. Private capital, directly or indirectly, an ingredient of public private partnerships, may be a significant factor in finding a path around the limits of the NASA spaceflight budget. Also, understanding and reviewing the pros, cons and uncertainties of assorted architectures can assist in developing a common understanding around key questions as important if not more so than the numbers and answers. Lastly, a scenario planning technique is briefly explored that can mature a common understanding about the agencies situation at hand and how diverse stakeholders can go forward together. Scenario planning, rather than focusing on answers, places emphasis on stakeholders developing a common understanding about the future. Putting aside costs, this is especially true of questions about sustainability and growth, results, benefits and expectations. While efficiency exercises or analysis look to reduce resources in one place to apply them elsewhere, moving around slices in a pie, scenario planning can get at the heart of the matter, growing the pie, transforming it, and making the pieces relevant. Especially important is the question of sustainability for different scenarios in the broad sense of the word - not just the narrow ability to survive or continue, but also the ability to adapt, prosper and grow.

space systems life cycle costs↗
NASA NTRS2017

Evaluating Process Effectiveness to Reduce Risk

It is well documented that government agencies do not have the same incentive as the private sector to focus on process effectiveness and continual improvement of those processes. It is also well documented whenever government agencies fail to deliver efficient, effective, consistent, and fair services to the citizens. In spite of the various "reinventing government" and "effectiveness initiatives" of the past decades, and in spite of the efforts on the part of many agencies to improve, government in general still lags behind industry in creating a culture of effective processes and systems. While the tragic events that unfolded recently in Flint, Michigan, teach us that running government "like a business" does not always take the needs of the citizenry into account, there are many lessons and techniques from the private sector that government agencies can use to improve. The incentive to improve, while mandated by various administrations1, needs to come from within the workforce, in order to effectively take root. The best, most effective incentive is to reduce, control or eliminate risk. Government agencies face some of the same risks as the private sector, while some are unique. While ISO 310002 has been around since 2009, risk has taken on increased visibility within the private sector with the advent of the emphasis on risk-based thinking in ISO 9001:20153. The relationship between risk-based thinking and effective processes is simple and direct. Those processes that are well thought out and standardized (i.e. Plan-Do-Check-Act), will have taken into account the applicable policy, statutory, regulatory, safety, quality and technical parameters, which may not occur to someone performing the process with minimal experience or training; and thus protect the employees, the public and the agency from statutory and regulatory violations; delay in providing services; non-delivery of services; harm to public or employee safety and health; cost overruns; breaches in security; loss of confidence in government; failure of publicly funded projects; damage to the environment; ethics violations, and the list goes on; with local, national and even international consequences. The Plan-Do-Check-Act process, also known as the "process approach" can be used at any time to establish and standardize a process, and it can also be used to check periodically for "process creep" (i.e., informal, unauthorized changes that have occurred over time), any necessary updates and improvements. While ISO 9001 compliance is not mandated for all government agencies, if interpreted correctly, it can be useful in establishing a framework and implementing effective management systems and processes.4 Another method that can be used to evaluate effectiveness is the scorecard definitions in Mallory's Process Management Standard5 as a basis for evaluating work on the process level on effective, and continuously improved and improving processes. With processes on the lower end of the scale, agencies are vulnerable to a great many risks, with employees and managers making up many of the rules as they go, leading to the above listed negative results. Without clear guidance for nominal operations, off-nominal situations can, and do, increase the likelihood of chaos. In an increasingly technical environment, with inter-agency communication and collaboration becoming the norm, agencies need to come to grips with the fact that processes can become rapidly outdated, and that the technical community should take on an increased role in the maturation of the agency's processes. Industry has long known that effective processes are also efficient, and process improvement methods such as Kaizen, Lean, Six Sigma, 5S, and mistake proofing lead to increased productivity, improved quality, and decreased cost. Again, government agencies have different concerns, but inefficiencies and mistakes can have dire and wide reaching consequences for the public that they serve. While no one goes to work planning to cause harm, it is up to agencies to establish upper level systems, which make establishment and compliance with processes possible. Again, Mallory provides us with a Systems Management Standard6, similar to the Process Management Standard, with a scale of 0-5 for systems effectiveness and maturity. Deming determined that "eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individual employees to do better." 7 It is not just the working level employees who need effective processes, but the mid-and upper level managers as well. A disciplined management culture sets the tone for the employees, aids both routine and off-nominal decision-making, and incorporates risk -based thinking into the systems and processes as a matter of normal activity. Figure 1, illustrates the relationship between ineffective and effective processes and risk, through the use of the "stoplight" colors that are commonly used to show serious situations (red), situations which may be improving or deteriorating depending on trends (yellow), and situations that are under control and continuously improved (green).

Shepherd, Christena C.↗
NASA NTRSDate not supplied

Internal Architecture of the Common Habitat

The core stage liquid oxygen tank of the Space Launch System can be manufactured as a habitat instead of as a propellant tank, with a common design such that it is equally suitable for use in 0g, 1/6g, 3/8g, 1g, or variable artificial gravity. This Common Habitat can be the central element of a human spaceflight architecture that encompasses the Moon, Mars, and other destinations within the inner solar system. The Common Habitat is specifically used within an alternative architecture study (that is not part of the current NASA baseline) as the core habitation element within a Lunar Basecamp, Mars Basecamp, and the Deep Space Exploration Vehicle. The Common Habitat internal architecture applies a design philosophy to separate crew functions according to deck. The lower deck is reserved for private functions. It includes eight private crew quarters and four waste and hygiene clusters – each with a private waste management compartment, private full body hygiene compartment, and foyer/clothes changing area. The mid deck is primarily allocated to mission-related working functions. It includes an exercise facility, fabrication / maintenance / repair facility, physical science laboratory (physics, geology, and astronomy), and life science laboratory (biology and human research). The mid deck also has four external hatches, clocked one every 90 degrees, centered on the vehicle vertical centerline. Each hatch has a 60-inch tall by 40-inch wide opening with the mid deck floor 16 inches below the bottom lip of the hatch opening. The upper deck is primarily allocated to group or social functions. It includes a large galley, wardroom with projector and display screen, plant growth chambers, bulk stowage, command and control station, medical facility, hygiene compartment, and vehicle subsystems. A Vertical Translation System, based in part on results from a GrabCAD public challenge, enables crew and equipment traverse between habitat decks in 0g, 1/6g, 3/8g, and 1g. A 40-inch by 60-inch vertical translation corridor ensures that anything that can fit through the external hatches can also be moved from deck to deck. The system includes three component systems: a deploying floor to safety barrier system that folds down to become a traversable floor when vertical translation is not in use and deploys to become a safety barrier during vertical translations; a folding ladder that stows in the ceiling when not in use; and an elevator platform that can attach to the ladder for cargo or incapacitated crew member transport. This system is complemented by a Horizontal Translation System, also based in part on the same GrabCAD challenge, provides for horizontal crew translation in microgravity but requires no vehicle reconfiguration for fractional or whole gravity operation. It relies primarily on gecko-inspired grippers, originally developed at Stanford and NASA JPL, attached to footwear to enable crew to emulate walking. Some handrails are also strategically placed throughout the Common Habitat to aid translation in both gravity and microgravity environments.

Common Habitat↗
NASA NTRS1979

The requirements and feasibility of business planning in the office of space and terrestrial applications

The feasibility of applying strategic business planning techniques which are developed and used in the private sector to the planning of certain projects within the NASA Office of Space and Terrestrial Applications was assessed. The methods of strategic business planning that are currently in use in the private sector are examined. The typical contents of a private sector strategic business plan and the techniques commonly used to develop the contents of the plan are described, along with modifications needed to apply these concepts to public sector projects. The current long-range planning process in the Office of Space and Terrestrial Applications is reviewed and program initiatives that might be candidates for the use of strategic business planning techniques are identified. In order to more fully illustrate the information requirements of a strategic business plan for a NASA program, a sample business plan is prepared for a hypothetical Operational Earth Resources Satellite program.

Greenberg, J. S.↗
NASA NTRS1984

Legal considerations and cooperative opportunities for space commercial activities

It is a national policy to make the capabilities of the Space Transportation System available to a wide range of potential users. This includes its availability as a space manufacturing facility for commercial activities, which may be carried out on a reimbursable basis or as a joint endeavor with NASA, but with substantial private investment. In any high risk, long lead-time research and development activity directed towards commercialization, the protection afforded the results of the research and development under the laws relating to intellectual property rights may provide an important incentive for private investment. The policies and practices of NASA directed towards the protection of privately-established intellectual property rights involved in STS use are reviewed with particular emphasis on reimbursable launch agreements and joint endeavor agreements.

Hosenball, S. N.↗
NASA NTRS1984

Space America's commercial space program

Space America prepared a private sector land observing space system which includes a sensor system with eight spectral channels configured for stereoscopic data acquisition of four stereo pairs, a spacecraft bus with active three-axis stabilization, a ground station for data acquisition, preprocessing and retransmission. The land observing system is a component of Space America's end-to-end system for Earth resources management, monitoring and exploration. In the context of the Federal Government's program of commercialization of the US land remote sensing program, Space America's space system is characteristic of US industry's use of advanced technology and of commercial, entrepreneurial management. Well before the issuance of the Request for Proposals for Transfer of the United States Land Remote Sensing Program to the Private Sector by the US Department of Commerce, Space Services, Inc., the managing venturer of Space America, used private funds to develop and manage its sub-orbital launch of its Conestoga launch vehicle.

Macleod, N. H.↗
NASA NTRS1988

Development of a commercial expendable launch vehicle industry

The privatization and commercialization of the expendable launch vehicle (ELV) industry is examined. The government policy to terminate ELV service with the development of the Shuttle is discussed. NASA support to commercial ELVs and privatization and commercialization ELV agreements executed by NASA are considered. The services offered by several companies producing and operating ELVs, and plans for NASA to procure launch services competitively from the private sector are presented.

Stone, Barbara A.↗
NASA NTRS1988

Economic benefits of commercial space activities

This paper discusses the current and potential impact on the economy of selected private sector space activities including materials processing in space and satellite communications. Spacehab, a commercially developed and manufactured pressurized metal cylinder which fits in the Shuttle payload bay and connects to the crew compartment is examined along with potential uses of the Shuttle external tank. Private sector upper stage development, the privatization of expendable launch vehicles, and the transfer of NASA technology are discussed.

Stone, Barbara A.↗
NASA NTRS1988

Report of the In Situ Resources Utilization Workshop

The results of a workshop of 50 representatives from the public and private sector which investigated the potential joint development of the key technologies and mechanisms that will enable the permanent habitation of space are presented. The workshop is an initial step to develop a joint public/private assessment of new technology requirements of future space options, to share knowledge on required technologies that may exist in the private sector, and to investigate potential joint technology development opportunities. The majority of the material was produced in 5 working groups: (1) Construction, Assembly, Automation and Robotics; (2) Prospecting, Mining, and Surface Transportation; (3) Biosystems and Life Support; (4) Materials Processing; and (5) Innovative Ventures. In addition to the results of the working groups, preliminary technology development recommendations to assist in near-term development priority decisions are presented. Finally, steps are outlined for potential new future activities and relationships among the public, private, and academic sectors.

Fairchild, Kyle↗
NASA NTRS1990

NASA's commercial space program - Initiatives for the future

NASA's commercial development of the space program aimed at the stimulation and assistance of expanded private sector involvement and investment in civil space activities is discussed, focusing on major new program initiatives and their implementation. NASA's Centers for the Commercial Development of Space (CCDS) program, composed of competitively selected consortia of universities, industries, and government involved in early research and testing phases of potentially commercially viable technologies is described. The 16 centers concentrate on seven different technical areas such as automation and robotics; remote sensing; life sciences; and space power, propulsion, and structures. Private sector participation, CCDS technology development, government and commercially supplied access to space in support of CCDS programs, CCDS hardware development, and CCDS spinoffs are discussed together with various cooperative and reimbursable agreements between NASA and the private sector.

Rose, James T.↗
NASA NTRS1990

Solar power

This paper describes categories of solar technologies and identifies those that are economic. It compares the private costs of power from solar, wind, nuclear, coal, oil, and gas generators. In the southern United States, the private costs of building and generating electricity from new solar and wind power plants are less than the private cost of electricity from a new nuclear power plant. Solar power is more valuable than nuclear power since all solar power is available during peak and midpeak periods. Half of the power from nuclear generators is off-peak power and therefore is less valuable. Reliability is important in determining the value of wind and nuclear power. Damage from air pollution, when factored into the cost of power from fossil fuels, alters the cost comparison in favor of solar and wind power. Some policies are more effective at encouraging alternative energy technologies that pollute less and improve national security.

Walton, A. L.↗
NASA NTRS1991

Commercial infrastructure participation in the Space Station Freedom program

The contribution of the private sector in developing the infrastructure for the Space Station Freedom (SSF) is analyzed, and approaches are proposed for initiating commercial infrastructural input. The opportunities for commercial infrastructure in the SSF program include power, transportation, and communication services that are ground-based and on-orbit. SSF commercial activities reduce NASA's up-front expenditures, expands the support base for the SSF, and creates new markets and technological possibilities for the private sector. NASA can identify opportunities for the SSF commercial infrastructure by: (1) receiving unsolicited proposals; (2) soliciting proposals for commercial development; and (3) soliciting proposals for commercial operation. Contributions to the SSF program from the private sector can enhance both the efficiency of the program itself and of the emerging space industry.

Watkins, Alison↗
NASA NTRS1995

Dynamics and pattern of a managed coniferous forest landscape in Oregon

We examined the process of fragmentation in a managed forest landscape by comparing rates and patterns of disturbance (primarily clear-cutting) and regrowth between 1972 and 1988 using Landsat imagery. A 2589-km(exp 2) managed forest landscape in western Oregon was classified into two forest types, closed-canopy conifer forest (CF) (typically, greater than 60% conifer cover) and other forest and nonforest types (OT) (typically, less than 40 yr old or deciduous forest). The percentage of CF declined from 71 to 58% between 1972 and 1988. Declines were greatest on private land, least in wilderness, and intermediate in public nonwilderness. High elevations (greater than 914 m) maintained a greater percentage of CF than lower elevations (less than 914 m). The percentage of the area at the edge of the two cover types increased on all ownerships and in both elevational zones, whereas the amount of interior habitat (defined as CF at least 100 m from OT) decreased on all ownerships and elevational zones. By 1988 public lands contained approximately 45% interior habitat while private lands had 12% interior habitat. Mean interior patch area declined from 160 to 62 ha. The annual rate of disturbance (primarily clear-cutting) for the entire area including the wilderness was 1.19%, which corresponds to a cutting rotation of 84 yr. The forest landscape was not in a steady state or regulated condition which is not projected to occur for at least 40 yr under current forest plans. Variability in cutting rates within ownerships was higher on private land than on nonreserve public land. However, despite the use of dispersed cutting patterns on public land, spatial patterns of cutting and remnant forest patches were nonuniform across the entire public ownership. Large remaining patches (less than 5000 ha) of contiguous interior forest were restricted to public lands designated for uses other than timber production such as wilderness areas and research natural areas.

Spies, Thomas A.↗