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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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NASA NTRS2012

NASA Advanced Concepts Office, Earth-To-Orbit Team Design Process and Tools

The Earth-to-Orbit Team (ETO) of the Advanced Concepts Office (ACO) at NASA Marshall Space Flight Center (MSFC) is considered the pre-eminent go-to group for pre-phase A and phase A concept definition. Over the past several years the ETO team has evaluated thousands of launch vehicle concept variations for a significant number of studies including agency-wide efforts such as the Exploration Systems Architecture Study (ESAS), Constellation, Heavy Lift Launch Vehicle (HLLV), Augustine Report, Heavy Lift Propulsion Technology (HLPT), Human Exploration Framework Team (HEFT), and Space Launch System (SLS). The ACO ETO Team is called upon to address many needs in NASA s design community; some of these are defining extremely large trade-spaces, evaluating advanced technology concepts which have not been addressed by a large majority of the aerospace community, and the rapid turn-around of highly time critical actions. It is the time critical actions, those often limited by schedule or little advanced warning, that have forced the five member ETO team to develop a design process robust enough to handle their current output level in order to meet their customer s needs. Based on the number of vehicle concepts evaluated over the past year this output level averages to four completed vehicle concepts per day. Each of these completed vehicle concepts includes a full mass breakdown of the vehicle to a tertiary level of subsystem components and a vehicle trajectory analysis to determine optimized payload delivery to specified orbital parameters, flight environments, and delta v capability. A structural analysis of the vehicle to determine flight loads based on the trajectory output, material properties, and geometry of the concept is also performed. Due to working in this fast-paced and sometimes rapidly changing environment, the ETO Team has developed a finely tuned process to maximize their delivery capabilities. The objective of this paper is to describe the interfaces between the three disciplines used in the design process: weights and sizing, trajectory, and structural analysis. The tools used to perform such analysis are INtegrated Rocket Sizing (INTROS), Program to Optimize Simulated Trajectories (POST), and Launch Vehicle Analysis (LVA) respectively. The methods each discipline uses to streamline their particular part of the design process will also be discussed.

Waters, Eric D.↗
NASA NTRS2012

Team LunaCY Outreach Paper

Iowa State University's Lunabotics Club, Team LunaCY, has worked hard to generate enthusiasm for robotics, engineering, and lunar activities. Team LunaCY participated in a variety of different outreach events making a strong impression on Iowa youth. These events led the chair of the mechanical engineering department, Dr. Ted Heindel, to refer to the club's outreach program as "the model that all other engineering clubs should follow." Team LunaCY's outreach activities totaled over 200 hours and captivated over 3000 students and adults throughout the course of this acaden1ic year, reaching out to people all over Iowa and to several special guests. These guests included Vice-President Joe Biden, during a visit to Iowa State University in March 2012, and astronaut Clayton Anderson, during a visit to Iowa State's campus in the fall 2011. Team LunaCY's outreach events created hands on learning opportunities for local youth ranging in age from elementary school children to high school students. The team strove to make a positive impression on Iowa youth and to encourage interest and involvement in scientific fields. The full list of events is shown in Table 1. Three of the major outreach events the team participated in were the FIRST LEGO League, Science Bound, and iExplore STEM Festival.

Heise, James↗
NASA NTRS2012

The Application of the NASA Advanced Concepts Office, Launch Vehicle Team Design Process and Tools for Modeling Small Responsive Launch Vehicles

The Advanced Concepts Office (ACO) Launch Vehicle Team at the NASA Marshall Space Flight Center (MSFC) is recognized throughout NASA for launch vehicle conceptual definition and pre-phase A concept design evaluation. The Launch Vehicle Team has been instrumental in defining the vehicle trade space for many of NASA s high level launch system studies from the Exploration Systems Architecture Study (ESAS) through the Augustine Report, Constellation, and now Space Launch System (SLS). The Launch Vehicle Team s approach to rapid turn-around and comparative analysis of multiple launch vehicle architectures has played a large role in narrowing the design options for future vehicle development. Recently the Launch Vehicle Team has been developing versions of their vetted tools used on large launch vehicles and repackaged the process and capability to apply to smaller more responsive launch vehicles. Along this development path the LV Team has evaluated trajectory tools and assumptions against sounding rocket trajectories and air launch systems, begun altering subsystem mass estimating relationships to handle smaller vehicle components, and as an additional development driver, have begun an in-house small launch vehicle study. With the recent interest in small responsive launch systems and the known capability and response time of the ACO LV Team, ACO s launch vehicle assessment capability can be utilized to rapidly evaluate the vast and opportune trade space that small launch vehicles currently encompass. This would provide a great benefit to the customer in order to reduce that large trade space to a select few alternatives that should best fit the customer s payload needs.

Threet, Grady E.↗
NASA NTRS2013

NASA Advanced Concepts Office, Earth-To-Orbit Team Design Process and Tools

The Earth-to-Orbit Team (ETO) of the Advanced Concepts Office (ACO) at NASA Marshall Space Flight Center (MSFC) is considered the pre-eminent "go-to" group for pre-phase A and phase A concept definition. Over the past several years the ETO team has evaluated thousands of launch vehicle concept variations for a significant number of studies including agency-wide efforts such as the Exploration Systems Architecture Study (ESAS), Constellation, Heavy Lift Launch Vehicle (HLLV), Augustine Report, Heavy Lift Propulsion Technology (HLPT), Human Exploration Framework Team (HEFT), and Space Launch System (SLS). The ACO ETO Team is called upon to address many needs in NASA's design community; some of these are defining extremely large trade-spaces, evaluating advanced technology concepts which have not been addressed by a large majority of the aerospace community, and the rapid turn-around of highly time critical actions. It is the time critical actions, those often limited by schedule or little advanced warning, that have forced the five member ETO team to develop a design process robust enough to handle their current output level in order to meet their customer's needs. Based on the number of vehicle concepts evaluated over the past year this output level averages to four completed vehicle concepts per day. Each of these completed vehicle concepts includes a full mass breakdown of the vehicle to a tertiary level of subsystem components and a vehicle trajectory analysis to determine optimized payload delivery to specified orbital parameters, flight environments, and delta v capability. A structural analysis of the vehicle to determine flight loads based on the trajectory output, material properties, and geometry of the concept is also performed. Due to working in this fast-paced and sometimes rapidly changing environment, the ETO Team has developed a finely tuned process to maximize their delivery capabilities. The objective of this paper is to describe the interfaces between the three disciplines used in the design process: weights and sizing, trajectory, and structural analysis. The tools used to perform such analysis are INtegrated Rocket Sizing (INTROS), Program to Optimize Simulated Trajectories (POST), and Launch Vehicle Analysis (LVA) respectively. The methods each discipline uses to streamline their particular part of the design process will also be discussed.

Waters, Eric D.↗
NASA NTRS2017

Science in a Team Environment (AKA, How to Play Nicely with Others)

So you want to do NASA funded research in a spaceflight analog? There are several things about participating in an HRP managed analog that may be different from the way you normally do work in your laboratory. The purpose of this presentation is to highlight those differences and explain some of the unique aspects of doing this research. Participation in an HRP funded analog study complement, even if initially selected for funding, is not automatic and involves numerous actions from ISSMP, HRP, and the PI. There are steps that have to be taken and processes to follow before approval and ISSMP-FA integration. After the proposal and acceptance process the Investigator works closely with the Flight Analog team to ensure full integration of their study requirements into a compliment. A complement is comprised of a group of studies requiring a common platform and/or scenario that are able to be integrated on a non-interference basis for implementation. Full integration into the analog platform can be broken down into three phases: integration, preparation, and implementation. These phases occur in order with some overlap in the integration and preparation phase. The ISSMP-FA team integrates, plans and implements analog study complements. Properly defining your research requirements and getting them documented is one of the most critical components to ensure successful integration and implementation of your study, but is also one of the most likely to be neglected by PIs. Requirements that are not documented, or that are documented poorly are unlikely to get done, no matter how much you push. The process to document requirements is two-fold, consisting of an initial individual requirements integration and then a compliment requirements integration. Understanding the requirements in detail and early ensures that the science is not compromised by outside influences. This step is vital to the integration, preparation, and implementation phases. The individual requirements integration is the first step in ensuring that the research fits into an available analog platform or allows for the Flight Analog team to provide information on structural study changes for participation in the analog. At this early point investigators need to understand exactly what their requirements are to produce relevant data and convey their must have needs to the Flight Analog team. The fluid nature of analog platforms allow for minor alterations to the operational structure. Participation in analog research requires flexibility from the investigator to ensure implementation of their research into a flight like analog platform. The compliment integration requires plasticity; investigators are asked to work closely with one another and the Flight Analog team to combine research studies into a single study plan. This study plan's ultimate goal is to facilitate multiple study participation with minimal scientific impact to each individual study. The Flight Analogs team works to find the best compromise for all parties while protecting the flight like atmosphere of a particular analog. Additional restrictions, limitations and constraints may be required by the analog in order to make all of the science work. Many studies need to be combined into each complement and there are a limited number of hours available for data collection. Through data/sample sharing, we can reduce the burden on the test subject, while usually avoiding significant science impacts. Restrictions on food, exercise, medications and sleep cycle are important to consider for your research.

Platts, S. H.↗
NASA NTRS2017

Exploring the Science Trade Space with the JPL Innovation Foundry A-Team

The Jet Propulsion Laboratory Innovation Foundry has established a new approach for exploring, developing, and evaluating early concepts with a group called the Architecture Team. The Architecture Team combines innovative collaborative methods and facilitated sessions with subject matter experts and analysis tools to help mature mission concepts. Science, implementation, and programmatic elements are all considered during an A-Team study. In these studies, Concept Maturity Levels are used to group methods. These levels include idea generation and capture (Concept Maturity Level 1), initial feasibility assessment (Concept Maturity Level 2), and trade space exploration (Concept Maturity Level 3). Methods used for exploring the science objectives, feasibility, and scope will be described including the use of a new technique for understanding the most compelling science, called a Science Return Diagram. In the process of developing the Science Return Diagram, gradients in the science trade space are uncovered along with their implications for implementation and mission architecture. Special attention is paid toward developing complete investigations, establishing a series of logical claims that lead to the natural selection of a measurement approach. Over 20 science-focused A-Team studies have used these techniques to help science teams refine their mission objectives, make implementation decisions, and reveal the mission concept's most compelling science. This article will describe the A-Team process for exploring the mission concept's science trade space and the Science Return Diagram technique.

science↗
NASA NTRS2019

Preparing Students to Work in Diverse Settings and Across Distance: Inter-University, Interdisciplinary Capstone Teams

NASA's Psyche Mission is engaged with a growing number of capstone teams pursuing topics relevant to the mission, including partnering with four universities to trial cross-university teaming. Creating interdisciplinary capstone teams with students from different universities provides an opportunity to prepare students to engage with a diversity of disciplines and collaborate in remote teams in the workplace. Additionally, through such capstones, universities may gain access to non-local, specialized technical mentors and to disciplines not offered at their institutions. An added benefit is providing greater fidelity to NASA space missions, which involve teams working together at a distance. We discuss early lessons learned from the first three inter-university, interdisciplinary capstone teams participating with the Psyche mission and discuss plans for improvement and future expansion.

Bowman, C. D. D.↗
NASA NTRSDate not supplied

Lessons Learned in Concurrent Mission and Systems Design at NASA Glenn Research Center: Almost Fifteen Years of the Compass Team

This paper is a retrospective of the lessons learned during the almost 15-year history of the Compass concurrent mission and systems design team at NASA’s Glenn Research Center (GRC). It examines the key factors in the team’s evolution from a temporary group gathered to perform a single study to the successful, sustainable team it is today. Compass is a matrixed team of experts with various technical backgrounds and personalities. They collaborate over a two-week period either physically in a dedicated meeting space, or virtually to design a space system (Spacecraft, stage, science package, etc). Over the years, because of the rapid nature of the design studies, the team leadership has iterated on the optimal team member personality makeup, facility elements and tools as well as NASA GRC management support necessary to lead to sustained success.

systems engineering↗
NASA NTRS2020

Supervised Autonomy for Communication-Degraded Subterranean Exploration by a Robot Team

The importance of autonomy in robotics is magnified when the robots need to be deployed and operated in areas that are too dangerous or not accessible for humans, ranging from disaster areas (to assist in emergency situations) to Mars exploration (to uncover the mystery of our neighboring planet). The DARPA Subterranean (SubT) Challenge presents a great opportunity and a formidable robotics challenge to foster such technological advancement for operations in extreme and underground environments. Robot teams are expected to rapidly map, navigate, and search underground environments including natural cave networks, tunnel systems, and urban underground infrastructure. Subterranean environments pose significant challenges for manned and unmanned operations due to limited situational awareness. In the first phase of the DARPA Subterranean Challenge (held in August 2019; targeting underground tunnels and mines), Team CoSTAR, led by NASA JPL, placed second among 11 teams across the world, accurately mapping several kilometers of two mine systems and localizing 17 target objects in the course of four one-hour missions. While the main goal of Team CoSTAR at the end of this threeyear challenge (August 2021) is a fully autonomous robotic solution, this paper describes Team CoSTAR’s results in the first phase of the challenge (August 2019), focusing on supervised autonomy of a multi-robot team under severe communication constraints. This paper also presents the design and initial results obtained from field test campaigns conducted in various tunnel-like environments, leading to the competition.

Otsu, Kyohei↗
NASA NTRSDate not supplied

Results from NASA Agile Teams Study

In order to meet the demands of the current global economy, a study of agile teams at NASA was conducted by the NASA Engineering and Safety Center (NESC) to explore how the Agency can become more adaptable and flexible due to several influences, including the maturity and availability of digital tools and NASA’s increased reliance on commercial providers. NESC Technical Discipline Teams (TDTs) perform annual studies to understand the needs of their stakeholders, establish a state of the discipline, and inform strategic planning efforts. As part of the 2022 interview series, the Systems Engineering TDT utilized the dissertation work of Dr. Jackelynne Silva-Martinez that focused on NASA agile teams. The Systems Engineering TDT partnered with the Software and Human Factors TDTs on the formulation of interview questions and subsequent solicitation of customer inputs, which helped attract diverse agile teams across the Agency. 34 participants were interviewed, including civil servants and contractors, with open-ended questions related to their teams’ adoption and transition to agile. Participants were also questioned about their perceptions of the implementation of agile approaches across the Agency. Results showed a consistent framing of agile as incremental knowledge growth, a way of showing progress, and as the incorporation of frequent customer feedback. However, participants emphasized a lack of a common understanding of agile across the Agency, which sometimes caused managers and engineers to be reluctant to accept and support them. Results also showed the most successful agile teams had formal training with over five years of agile experience, used retrospectives, and tailored their agile processes for their specific situation and needs. This paper provides details of the interview responses gathered in the study and suggests actions for NASA to become more agile.

NASA↗
DOE OSTI2024

Characterizing Interaction Uncertainty in Human-Machine Teams

With the increasing use and adoption of artificial intelligence (AI), the reliability of modern data systems will be driven by a tighter teaming between human experts and intelligent machine teammates. As in the case of human-human teams, the success of human-machine teams will also rely on clear communication about mutual goals and actions. In this paper, we combine related literature from cognitive psychology, human-machine teaming, uncertainty in data analysis, and multi-agent systems to propose a new form of uncertainty: interaction uncertainty for characterizing bidirectional communication in human-machine teams. We map the causes and effects of interaction uncertainty and outline potential ways to mitigate uncertainty for mutual trust in a high-consequence real-world scenario.

uncertainty, data analytics, interaction, trust, h↗
NASA NTRS1991

Total Quality Management: Analysis, Evaluation and Implementation Within ACRV Project Teams

Total quality management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The Assured Crew Return Vehicle (ACRV) Project Office was identified as an excellent project in which to demonstrate the applications and benefits of TQM processes. As the ACRV Program moves through its various stages of development, it is vital that effectiveness and efficiency be maintained in order to provide the Space Station Freedom (SSF) crew an affordable, on-time assured return to Earth. A critical factor for the success of the ACRV is attaining the maximum benefit from the resources applied to the program. Through a series of four tutorials on various quality improvement techniques, and numerous one-on-one sessions during the SSF's 10-week term in the project office, results were obtained which are aiding the ACRV Office in implementing a disciplined, ongoing process for generating fundamental decisions and actions that shape and guide the organization. Significant advances were made in improving the processes for two particular groups - the correspondence distribution team and the WATER Test team. Numerous people from across JSC were a part of the various team activities including engineering, man systems, and safety. The work also included significant interaction with the support contractor to the ACRV Project. The results of the improvement activities can be used as models for other organizations desiring to operate under a system of continuous improvement. In particular, they have advanced the ACRV Project Teams further down the path of continuous improvement, in support of a working philosophy of TQM.

Raiman, Laura B.↗
NASA NTRS1992

A status of the Turbine Technology Team activities

The recent activities of the Turbine Technology Team of the Consortium for Computational Fluid Dynamics (CFD) Application in Propulsion Technology is presented. The team consists of members from the government, industry, and universities. The goal of this team is to demonstrate the benefits to the turbine design process attainable through the application of CFD. This goal is to be achieved by enhancing and validating turbine design tools for improved loading and flowfield definition and loss prediction, and transferring the advanced technology to the turbine design process. In order to demonstrate the advantages of using CFD early in the design phase, the Space Transportation Main Engine (STME) turbines for the National Launch System (NLS) were chosen on which to focus the team's efforts. The Turbine Team activities run parallel to the STME design work.

Griffin, Lisa W.↗
NASA NTRS1993

Space shuttle solid rocket booster main parachute damage reduction team report

This report gives the findings of the space shuttle solid rocket booster main parachute damage reduction team. The purpose of the team was to investigate the causes of main parachute deployment damage and to recommend methods to eliminate or substantially reduce the damage. The team concluded that the two primary causes of significant damage during deployment are vent entanglement and contact of the parachutes with the main parachute support structure. As an inexpensive but effective step towards damage reduction, the team recommends modification of the parachute packing procedure to eliminate vent entanglement. As the most effective design change, the team recommends a pilot chute-deployed soft-pack system. Alternative concepts are also recommended that provide a major reduction in damage at a total cost lower than the pilot chute-deployed soft pack.

Watts, G.↗
NASA NTRS1996

NASA Science Institutes Plan. Report of the NASA Science Institutes Team: Final Publication (Incorporating Public Comments and Revisions)

This NASA Science Institute Plan has been produced in response to direction from the NASA Administrator for the benefit of NASA Senior Management, science enterprise leaders, and Center Directors. It is intended to provide a conceptual framework for organizing and planning the conduct of science in support of NASA's mission through the creation of a limited number of science Institutes. This plan is the product of the NASA Science Institute Planning Integration Team (see Figure A). The team worked intensively over a three-month period to review proposed Institutes and produce findings for NASA senior management. The team's activities included visits to current NASA Institutes and associated Centers, as well as approximately a dozen non-NASA research Institutes. In addition to producing this plan, the team published a "Benchmarks" report. The Benchmarks report provides a basis for comparing NASA's proposed activities with those sponsored by other national science agencies, and identifies best practices to be considered in the establishment of NASA Science Institutes. Throughout the team's activities, a Board of Advisors comprised of senior NASA officials (augmented as necessary with other government employees) provided overall advice and counsel.

Source record↗
NASA NTRS2006

STS-121: Discovery Mission Management Team Briefing

The briefing opened with Bruce Buckingham (NASA Public Affairs) introducing John Shannon (Chairman, Mission Management Team, JSC), John Chapman (External Tank Project Manager), Mike Leinbach (Shuttle Launch Director), and 1st Lt. Kaleb Nordgren (USAF 45th Weather Squadron). John Shannon reported that the team for hydrogen loading was proceeding well and the external tank detanking was completed. During detanking the inspection team cracked foam caused by condensation and ice formation as the tank expanded and contracted. Aerothermal analysis and analysis fro ice formation will be completed before launch. John Chapman explained the mechanics of the external tank design, the foam cracking, bracket design, etc. Mike Leinbach discussed the inspection teams and their inspection final inspection for ice formation before and after external tank filling. The inspection team of eight very experienced personnel also use telescopes with cameras to find any problems before launch. Kaleb Nordgren discussed weather and said there was a 40% chance of weather prohibiting launch. The floor was the opened for questions from the press.

Source record↗
NASA NTRS2002

The Role of a Multidimensional Concept of Trust in the Performance of Global Virtual Teams

This paper focuses on the concept of trust as an important ingredient of effective global virtual team performance. Definitions of trust and virtual teams are presented. The concept of trust is developed from its unilateral application (trust, absence of trust) to a multidimensional concept including cognitive and affective components. The special challenges of a virtual team are then discussed with particular emphasis on how a multidimensional concept of trust impacts these challenges. Propositions suggesting the multidimensional concept of trust moderates the negative impacts of distance, cross cultural and organizational differences, the effects of electronically mediated communication, reluctance to share information and a lack of hi story/future on the performance of virtual teams are stated. The paper concludes with recommendations and a set of techniques to build both cognitive and affective trust in virtual teams.

Bodensteiner, Nan Muir↗
NASA NTRS2005

Results from the NASA Capability Roadmap Team for In-Situ Resource Utilization (ISRU)

On January 14, 2004, the President of the United States unveiled a new vision for robotic and human exploration of space entitled, "A Renewed Spirit of Discovery". As stated by the President in the Vision for Space Exploration (VSE), NASA must "... implement a sustained and affordable human and robotic program to explore the solar system and beyond " and ".. .develop new technologies and harness the moon's abundant resources to allow manned exploration of more challenging environments." A key to fulfilling the goal of sustained and affordable human and robotic exploration will be the ability to use resources that are available at the site of exploration to "live off the land" instead of bringing everything from Earth, known as In-Situ Resource Utilization (ISRU). ISRU can significantly reduce the mass, cost, and risk of exploration through capabilities such as: mission consumable production (propellants, fuel cell reagents, life support consumables, and feedstock for manufacturing & construction); surface construction (radiation shields, landing pads, walls, habitats, etc.); manufacturing and repair with in-situ resources (spare parts, wires, trusses, integrated systems etc.); and space utilities and power from space resources. On January 27th, 2004 the President's Commission on Implementation of U.S. Space Exploration Policy (Aldridge Committee) was created and its final report was released in June 2004. One of the report's recommendations was to establish special project teams to evaluate enabling technologies, of which "Planetary in situ resource utilization" was one of them. Based on the VSE and the commission's final report, NASA established fifteen Capability Roadmap teams, of which ISRU was one of the teams established. From Oct. 2004 to May 2005 the ISRU Capability Roadmap team examined the capabilities, benefits, architecture and mission implementation strategy, critical decisions, current state-of-the-art (SOA), challenges, technology gaps, and risks of ISRU for future human Moon and Mars exploration. This presentation will provide an overview of the ISRU capability, architecture, and implementation strategy examined by the ISRU Capability Roadmap team, along with a top-level review of ISRU benefits, resources and products of interest, and the current SOA in ISRU processes and systems. The presentation will also highlight the challenges of incorporating ISRU into future missions and the gaps in technologies and capabilities that need to be filled to enable ISRU.

Sanders, Gerald B.↗