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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 NTRS2016

NASA's Physics of the Cosmos and Cosmic Origins Technology Development Programs

The strategic astrophysics missions of the coming decades will help answer the questions "How did our universe begin and evolve?" and "How did galaxies, stars, and planets come to be?" Enabling these missions requires advances in key technologies far beyond the current state of the art. NASA's Physics of the Cosmos (PCOS) and Cosmic Origins (COR) Program Offices manage technology maturation projects funded through the Strategic Astrophysics Technology (SAT) program to accomplish such advances. The PCOS and COR Program Offices, residing at the NASA Goddard Space Flight Center (GSFC), were established in 2011, and serve as the implementation arm for the Astrophysics Division at NASA Headquarters. We present an overview of the Programs' technology development activities and the current technology investment portfolio of 23 technology advancements. We discuss the process for addressing community-provided technology gaps and Technology Management Board (TMB)-vetted prioritization and investment recommendations that inform the SAT program. The process improves the transparency and relevance of our technology investments, provides the community a voice in the process, and promotes targeted external technology investments by defining needs and identifying customers. The Programs' priorities are driven by strategic direction from the Astrophysics Division, which is informed by the National Research Council's (NRC) "New Worlds, New Horizons in Astronomy and Astrophysics" (NWNH) 2010 Decadal Survey report [1], the Astrophysics Implementation Plan (AIP) [2] as updated, and the Astrophysics Roadmap "Enduring Quests, Daring Visions" [3]. These priorities include technology development for missions to study dark energy, gravitational waves, X-ray and inflation probe science, and large far-infrared (IR) and ultraviolet (UV)/optical/IR telescopes to conduct imaging and spectroscopy studies. The SAT program is the Astrophysics Division's main investment method to mature technologies that will be identified by study teams set up to inform the 2020 Decadal Survey process on several large astrophysics mission concepts.

SPIE paper↗

NASA NTRS2010

International Space Station as a Platform for Exploration Beyond Low Earth Orbit

The International Space Station (ISS) has established a new model for the achievement of the most difficult engineering goals in space: international collaboration at the program level with competition at the level of technology. This strategic shift in management approach provides long term program stability while still allowing for the flexible evolution of technology needs and capabilities. Both commercial and government sponsored technology developments are well supported in this management model. ISS also provides a physical platform for development and demonstration of the systems needed for missions beyond low earth orbit. These new systems at the leading edge of technology require operational exercise in the unforgiving environment of space before they can be trusted for long duration missions. Systems and resources needed for expeditions can be aggregated and thoroughly tested at ISS before departure thus providing wide operational flexibility and the best assurance of mission success. We will describe representative mission profiles showing how ISS can support exploration missions to the Moon, Mars, asteroids and other potential destinations. Example missions would include humans to lunar surface and return, and humans to Mars orbit as well as Mars surface and return. ISS benefits include: international access from all major launch sites; an assembly location with crew and tools that could help prepare departing expeditions that involve more than one launch; a parking place for reusable vehicles; and the potential to add a propellant depot.

Raftery, Michael↗

NASA NTRS1988

Analyst-centered models for systems design, analysis, and development

Much has been written about the possible use of Expert Systems (ES) technology for strategic defense system applications, particularly for battle management algorithms and mission planning. It is proposed that ES (or more accurately, Knowledge Based System (KBS)) technology can be used in situations for which no human expert exists, namely to create design and analysis environments that allow an analyst to rapidly pose many different possible problem resolutions in game like fashion and to then work through the solution space in search of the optimal solution. Portions of such an environment exist for expensive AI hardware/software combinations such as the Xerox LOOPS and Intellicorp KEE systems. Efforts are discussed to build an analyst centered model (ACM) using an ES programming environment, ExperOPS5 for a simple missile system tradeoff study. By analyst centered, it is meant that the focus of learning is for the benefit of the analyst, not the model. The model's environment allows the analyst to pose a variety of what if questions without resorting to programming changes. Although not an ES per se, the ACM would allow for a design and analysis environment that is much superior to that of current technologies.

Bukley, A. P.↗

NASA NTRS2018

Space Technology Mission Directorate: Game Changing Development Program: Rapid Analysis and Manufacturing Propulsion Technology (RAMPT)

Technology Overview: The RAMPT (Rapid Analysis and Manufacturing Propulsion Technology) project will develop and advance large scale light-weight multi-metallic freeform manufacturing and composite overwrap techniques and analysis capabilities required to implement them to reduce design and fabrication cycles for regeneratively-cooled liquid rocket engine components; RAMPT will reduce design, fabrication, assembly schedules while allowing for reduced parts, increased reliability, significant weight reduction and a healthy American supply chain. Four technology areas developed: 1) Freeform Blown Powder Nozzle; 2) Composite overwrap structural jacket; 3) Bimetallic radial deposition for manifolds; 4) Modeling and analysis tools for Additive and Regen design. Exploration & Science Impact: Addresses longest lead, highest cost and heaviest component in engine; Applicable to Lunar Lander Engine, Booster Engines, Upper Stage Engines, and NTP (Nuclear Thermal Propulsion) Technology; Public-private partnerships with specialty industry vendors, government partners, Commercial Crew, and infusion into commercial space companies and manufacturers; SSTIP (NASA's Strategic Space Technology Investment Plan) Core Investment Area - Launch Propulsion Systems (TA01 (NASA Technology Area 01); Lightweight Space Structures and Materials (TA12); Manufacturing (TA12).

RAMPT↗

NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measureable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These Outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Earle, Kevin D.↗

NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measurable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Kevin D Earle↗

NASA NTRS2013

NASA Funding Opportunities for Optical Fabrication and Testing Technology Development

Technologies to fabricate and test optical components are required for NASA to accomplish its highest priority science missions. For example, the NRC ASTRO2010 Decadal Survey states that an advanced large-aperture UVOIR telescope is required to enable the next generation of compelling astrophysics and exo-planet science; and that present technology is not mature enough to affordably build and launch any potential UVOIR mission concept. The NRC 2012 NASA Space Technology Roadmaps and Priorities report states that the highest priority technology in which NASA should invest to 'Expand our understanding of Earth and the universe' is a new generation of astronomical telescopes. And, each of the Astrophysics division Program Office Annual Technology Reports (PATR), identifies specific technology needs. NASA has a variety of programs to fund enabling technology development: SBIR (Small Business Innovative Research); the ROSES APRA and SAT programs (Research Opportunities in Space and Earth Science; Astrophysics Research and Analysis program; Strategic Astrophysics Technology program); and several Office of the Chief Technologist (OCT) technology development programs.

Stahl, H. Philip↗

NASA NTRS2013

NASA Funding Opportunities for Optical Fabrication and Testing Technology Development

NASA requires technologies to fabricate and test optical components to accomplish its highest priority science missions. The NRC ASTRO2010 Decadal Survey states that an advanced large-aperture UVOIR telescope is required to enable the next generation of compelling astrophysics and exo-planet science; and, that present technology is not mature enough to affordably build and launch any potential UVOIR mission concept. The NRC 2012 NASA Space Technology Roadmaps and Priorities Report states that the highest priority technology in which NASA should invest to 'Expand our understanding of Earth and the universe' is next generation X-ray and UVOIR telescopes. Each of the Astrophysics division Program Office Annual Technology Reports (PATR) identifies specific technology needs. NASA has a variety of programs to fund enabling technology development: SBIR (Small Business Innovative Research); the ROSES APRA and SAT programs (Research Opportunities in Space and Earth Science; Astrophysics Research and Analysis program; Strategic Astrophysics Technology program); and several Office of the Chief Technologist (OCT) programs

Stahl, H. Philip↗

NASA NTRS1990

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

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NASA NTRS2006

Summary of NASA Advanced Telescope and Observatory Capability Roadmap

The NASA Advanced Telescope and Observatory (ATO) Capability Roadmap addresses technologies necessary for NASA to enable future space telescopes and observatories operating in all electromagnetic bands, from x-rays to millimeter waves, and including gravity-waves. It lists capability priorities derived from current and developing Space Missions Directorate (SMD) strategic roadmaps. Technology topics include optics; wavefront sensing and control and interferometry; distributed and advanced spacecraft systems; cryogenic and thermal control systems; large precision structure for observatories; and the infrastructure essential to future space telescopes and observatories.

Stahl, H. Phil↗

NASA NTRS2007

Summary of NASA Advanced Telescope and Observatory Capability Roadmap

Stahl, H. Philip↗

NASA NTRS1992

Vehicle health management technology needs

Background material on vehicle health management (VHM) and health monitoring/control is presented. VHM benefits are described and a list of VHM technology needs that should be pursued is presented. The NASA funding process as it impacts VHM technology funding is touched upon, and the VHM architecture guidelines for generic launch vehicles are described. An example of a good VHM architecture, design, and operational philosophy as it was conceptualized for the National Launch System program is presented. Consideration is given to the Strategic Avionics Technology Working Group's role in VHM, earth-to-orbit, and space vehicle avionics technology development considerations, and some actual examples of VHM benefits for checkout are given.

Hammond, Walter E.↗

NASA NTRS2016

X-ray Cryogenic Facility (XRCF) Handbook

The X-ray & Cryogenic Facility (XRCF) Handbook is a guide for planning operations at the facility. A summary of the capabilities, policies, and procedures is provided to enhance project coordination between the facility user and XRCF personnel. This handbook includes basic information that will enable the XRCF to effectively plan and support test activities. In addition, this handbook describes the facilities and systems available at the XRCF for supporting test operations. 1.2 General Facility Description The XRCF was built in 1989 to meet the stringent requirements associated with calibration of X-ray optics, instruments, and telescopes and was subsequently modified in 1999 & 2005 to perform the challenging cryogenic verification of Ultraviolet, Optical, and Infrared mirrors. These unique and premier specialty capabilities, coupled with its ability to meet multiple generic thermal vacuum test requirements for large payloads, make the XRCF the most versatile and adaptable space environmental test facility in the Agency. XRCF is also recognized as the newest, most cost effective, most highly utilized facility in the portfolio and as one of only five NASA facilities having unique capabilities. The XRCF is capable of supporting and has supported missions during all phases from technology development to flight verification. Programs/projects that have benefited from XRCF include Chandra, Solar X-ray Imager, Hinode, and James Webb Space Telescope. All test programs have been completed on-schedule and within budget and have experienced no delays due to facility readiness or failures. XRCF is currently supporting Strategic Astrophysics Technology Development for Cosmic Origins. Throughout the years, XRCF has partnered with and continues to maintain positive working relationships with organizations such as ATK, Ball Aerospace, Northrop Grumman Aerospace, Excelis (formerly Kodak/ITT), Smithsonian Astrophysical Observatory, Goddard Space Flight Center, University of Alabama Huntsville, and more.

XRCF↗

NASA NTRS2013

NASA's Space Launch System: Moving Toward the Launch Pad

The National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is making progress toward delivering a new capability for human space flight and scientific missions beyond Earth orbit. Designed with the goals of safety, affordability, and sustainability in mind, the SLS rocket will launch the Orion Multi-Purpose Crew Vehicle (MPCV), equipment, supplies, and major science missions for exploration and discovery. Supporting Orion's first autonomous flight to lunar orbit and back in 2017 and its first crewed flight in 2021, the SLS will evolve into the most powerful launch vehicle ever flown via an upgrade approach that will provide building blocks for future space exploration. NASA is working to deliver this new capability in an austere economic climate, a fact that has inspired the SLS team to find innovative solutions to the challenges of designing, developing, fielding, and operating the largest rocket in history. This paper will summarize the planned capabilities of the vehicle, the progress the SLS Program has made in the 2 years since the Agency formally announced its architecture in September 2011, the path it is following to reach the launch pad in 2017 and then to evolve the 70 metric ton (t) initial lift capability to 130-t lift capability after 2021. The paper will explain how, to meet the challenge of a flat funding curve, an architecture was chosen that combines the use and enhancement of legacy systems and technology with strategic new developments that will evolve the launch vehicle's capabilities. This approach reduces the time and cost of delivering the initial 70 t Block 1 vehicle, and reduces the number of parallel development investments required to deliver the evolved 130 t Block 2 vehicle. The paper will outline the milestones the program has already reached, from developmental milestones such as the manufacture of the first flight hardware, to life-cycle milestones such as the vehicle's Preliminary Design Review (PDR). The paper will also discuss the remaining challenges both in delivering the 70-t vehicle and in evolving its capabilities to the 130-t vehicle, and how NASA plans to accomplish these goals. As this paper will explain, SLS is making measurable progress toward becoming a global infrastructure asset for robotic and human scouts of all nations by harnessing business and technological innovations to deliver sustainable solutions for space exploration.

Creech, Stephen D.↗

NASA NTRS2013

NASA's Space Launch System: Moving Toward the Launch Pad

The National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is making progress toward delivering a new capability for human space flight and scientific missions beyond Earth orbit. Developed with the goals of safety, affordability, and sustainability in mind, the SLS rocket will launch the Orion Multi-Purpose Crew Vehicle (MPCV), equipment, supplies, and major science missions for exploration and discovery. Supporting Orion's first autonomous flight to lunar orbit and back in 2017 and its first crewed flight in 2021, the SLS will evolve into the most powerful launch vehicle ever flown, via an upgrade approach that will provide building blocks for future space exploration and development. NASA is working to develop this new capability in an austere economic climate, a fact which has inspired the SLS team to find innovative solutions to the challenges of designing, developing, fielding, and operating the largest rocket in history. This paper will summarize the planned capabilities of the vehicle, the progress the SLS program has made in the 2 years since the Agency formally announced its architecture in September 2011, and the path the program is following to reach the launch pad in 2017 and then to evolve the 70 metric ton (t) initial lift capability to 130-t lift capability. The paper will explain how, to meet the challenge of a flat funding curve, an architecture was chosen which combines the use and enhancement of legacy systems and technology with strategic new development projects that will evolve the capabilities of the launch vehicle. This approach reduces the time and cost of delivering the initial 70 t Block 1 vehicle, and reduces the number of parallel development investments required to deliver the evolved version of the vehicle. The paper will outline the milestones the program has already reached, from developmental milestones such as the manufacture of the first flight hardware and the record-breaking testing of the J-2X engine, to life-cycle milestones such as the vehicle's Preliminary Design Review. The paper will also discuss the remaining challenges in both delivering the 70 t vehicle and in evolving its capabilities to the 130 t vehicle, and how the program plans to accomplish these goals. As this paper will explain, SLS is making measurable progress toward becoming a global infrastructure asset for robotic and human scouts of all nations by harnessing business and technological innovations to deliver sustainable solutions for space exploration

Creech, Stephen D.↗

NASA NTRS1991

Avionic architecture requirements for Space Exploration Initiative systems

The authors discuss NASA's Strategic Avionics Technology Working Group (SATWG) and the results of the first study commissioned by the SATWG, the Space Avionics Requirements Study (SARS). The goal of the SARS task was to show that an open avionics architecture, using modular, standardized components, could be applied across the wide range of systems that comprise the Space Exploration Initiative. The study addressed systems ranging from expendable launch vehicles and the space station to surface systems such as Mars or lunar rovers and habitats. Top-level avionics requirements were derived from characterizations of each of the systems considered. Then a set of avionics subsystems were identified, along with estimates of the numbers and types of modules needed to meet the requirements. Applicability of these results across the infrastructure was then illustrated. In addition to these tasks, critical technologies were identified, characterized, and assessed in terms of their criticality and impact on the program. Design, development, test, and evaluation methods were addressed to identify potential areas of improvement.

Herbella, C. G.↗

NASA NTRS1992

Research and technology goals and objectives for Integrated Vehicle Health Management (IVHM)

Integrated Vehicle Health Management (IVHM) is defined herein as the capability to efficiently perform checkout, testing, and monitoring of space transportation vehicles, subsystems, and components before, during, and after operational This includes the ability to perform timely status determination, diagnostics, and prognostics. IVHM must support fault-tolerant response including system/subsystem reconfiguration to prevent catastrophic failures; and IVHM must support the planning and scheduling of post-operational maintenance. The purpose of this document is to establish the rationale for IVHM and IVHM research and technology planning, and to develop technical goals and objectives. This document is prepared to provide a broad overview of IVHM for technology and advanced development activities and, more specifically, to provide a planning reference from an avionics viewpoint under the OAST Transportation Technology Program Strategic Plan.

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