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NASA NTRS2011

Lunabotics Mining Competition: Inspiration Through Accomplishment

NASA's Lunabotics Mining Competition is designed to promote the development of interest in space activities and STEM (Science, Technology, Engineering, and Mathematics) fields. The competition uses excavation, a necessary first step towards extracting resources from the regolith and building bases on the moon. The unique physical properties of lunar regolith and the reduced 1/6th gravity, vacuum environment make excavation a difficult technical challenge. Advances in lunar regolith mining have the potential to significantly contribute to our nation's space vision and NASA space exploration operations. The competition is conducted annually by NASA at the Kennedy Space Center Visitor Complex. The teams that can use telerobotic or autonomous operation to excavate a lunar regolith geotechnical simulant, herein after referred to as Black Point-1 (or BP-1) and score the most points (calculated as an average of two separate 10-minute timed competition attempts) will eam points towards the Joe Kosmo Award for Excellence and the scores will reflect ranking in the on-site mining category of the competition. The minimum excavation requirement is 10.0 kg during each competition attempt and the robotic excavator, referred to as the "Lunabot", must meet all specifications. This paper will review the achievements of the Lunabotics Mining Competition in 2010 and 2011, and present the new rules for 2012. By providing a framework for robotic design and fabrication, which culminates in a live competition event, university students have been able to produce sophisticated lunabots which are tele-operated. Multi-disciplinary teams are encouraged and the extreme sense of accomplishment provides a unique source of inspiration to the participating students, which has been shown to translate into increased interest in STEM careers. Our industrial sponsors (Caterpillar, Newmont Mining, Harris, Honeybee Robotics) have all stated that there is a strong need for skills in the workforce related to robotics and automated machines. In 2010, 22 United States (US) universities competed, and in May 2011 the competition was opened to international participation, with 46 Universities attending. There were 12 international teams and 34 US teams. This combined total directly inspired an estimated 544 university students. More students and the public were engaged via internet broadcasting and social networking media. This is expected to be of value for actual future space missions, as knowledge is gained from testing many innovative prototypes in simulated lunar regolith. More information is available at www.nasa.gov/lunabotics/.

Mueller, Robert P.↗
NASA NTRS2004

Johnson Space Center's Role in a Sustainable Future

NASA scientists and many others are contributing to the growing knowledge of our Earth and its ecosystems. Satellites measure sea level rise, and changes in vegetation and air pollutants that travel between countries and continents. The U.S. federal government seeks to be a leader in environmental sustainability efforts through various Executive Orders and policies that save energy, reduce waste, and encourage less reliance on oil as an energy source. NASA, as an agency that is by nature focused on the future, has much to contribute to these efforts. The NASA mission is 'To understand and protect our home planet, to explore the universe and search for life, to inspire the next generation of explorers as only NASA can.' Pollution prevention, affirmative procurement and sustainable design are all programs that are under way at NASA. But more can be done. By sharing ideas and learning from other organizations as well as from the talented workforce we are a part of, JSC can improve its sustainability performance and spread the benefits to our community.

Ewert, Michael K.↗
NASA NTRS2017

How Engineers Negotiate Domain Boundaries in a Complex, Interdisciplinary Engineering Project

Engineering educators have an essential role in preparing engineers to work in a complex, interdisciplinary workforce. While much engineering education focuses on teaching students to develop disciplinary expertise in specific engineering domains, there is a strong need to teach engineers about the knowledge that they develop or use in their work (Bucciarelli 1994, Allenby Sarewitz, 2011; Frodeman, 2013). The purpose of this research is to gain a better understanding of the knowledge systems of practicing engineers through observations of their practices such that the insights learned can guide future education efforts. Using an example from a complex and interdisciplinary engineering project, this paper presents a case study overviewing the types of epistemological (or knowledge-acquiring or using) complexities that engineers navigate. Specifically, we looked at a discussion of the thermal design of a CubeSat that occurred during an engineering review at NASA. We analyzed the review using a framework that we call 'peak events', or pointed discussions between reviewers, project engineers, and managers. We examined the dialog within peak events to identify the ways that knowledge was brought to bear, highlighting discussions of uncertainty and the boundaries of knowledge claims. We focus on one example discussion surrounding the thermal design of the CubeSat, which provides a particularly thorough example of a knowledge system since the engineers present explained, justified, negotiated, and defended knowledge within a social setting. Engineering students do not get much practice or instruction in explicitly negotiating knowledge systems and epistemic standards in this way. We highlight issues that should matter to engineering educators, such as the need to discuss what level of uncertainty is sufficient and the need to negotiate boundaries of system responsibility. Although this analysis is limited to a single discussion or 'peak event', our case shows that this type of discussion can occur in engineering and suggests that it could be important for future engineering education research.

ethnography↗
NASA NTRS1998

Research and Technology 1997

NASA Lewis Research Center is responsible for developing and transferring critical technologies that address national priorities in aeropropulsion and space applications in partnership with U.S. industries, universities, and Government institutions. As NASA s designated Lead Center for Aeropropulsion, our role is to develop, verify, and transfer aeropropulsion technologies to U.S. industry. As NASA s designated Center of Excellence in Turbomachinery, our role is to develop new and innovative turbomachinery technology to improve the reliability, performance, efficiency and affordability, capacity, and environmental compatibility of future aerospace vehicles. We also maintain a science and technology development role in aeropropulsion, communications, space power and onboard propulsion, and microgravity fluid physics and combustion. We are committed to enabling non-aerospace U.S. industries to benefit directly from the technologies developed through our programs to maximize the benefit to the Nation and the return on each taxpayer s investment. In addition, we are aggressively pursuing continuous improvement in our management and business practices and striving for diversity in our workforce as together we push the edge of technology in space and aeronautics. The Lewis Research Center is a unique facility located in an important geographical area, the southwest corner of Cleveland, Ohio. Situated on 350 acres of land adjacent to the Cleveland Hopkins International Airport, Lewis comprises more than 140 buildings that include 24 major facilities and over 500 specialized research and test facilities. Additional facilities are located at Plum Brook Station, which is about 50 miles west of Cleveland. Over 3700 people staff Lewis, including civil service employees and support service contractors. Over half of them are scientists and engineers, who plan, conduct or oversee, and report on our research tasks and projects. They are assisted by technical specialists, skilled workers, and an administrative staff. Our end product is knowledge. This report is designed to help us make this knowledge fully available to potential users the aircraft engine industry, the energy industry, the automotive industry, the aerospace industry, and others. It is organized so that a broad cross section of the community can readily use it. Each article begins with a short introductory paragraph that should prove to be a valuable tool for the layperson. These articles summarize the progress made during the year in various technical areas and portray the technical and administrative support associated with Lewis technology programs. We hope that the information is useful to all. If additional information is desired, readers are encouraged to contact the researchers identified in the articles and to visit Lewis on the World Wide Web (http://www.lerc.nasa.gov/). This document is available on the World Wide Web (http://www.lerc.nasa.gov/WWW/RT).

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NASA NTRS2000

Marshall Space Flight Center's Education Department

Marshall Space Flight Center's Education Department is a resource for Educator, Students and Lifelong Learners. This paper will highlight the Marshall Space Flight Center's Education Department with references to other NASA Education Departments nationwide. The principal focus will be on the responsibilities of the Pre-college Education Team which is responsible for supporting K- 12 teachers highlighting how many of the NASA Pre-college Offices engage teachers and their students in better understanding NASA's inspiring missions, unique facilities, and specialized workforce to carryout these many agency-wide tasks, goals and objectives. Attendee's will learn about the Marshall Educational Alliance Teams, as well, which is responsible for using NASA's unique assets to support all types of learning. All experience and knowledge levels, all grades K-12, and teachers in these specified groupings will gain a true appreciation of what is available for them, through Marshall Space Flight Center's Education Department. An agency-wide blue directory booklet will be distributed to all attendees, for future references and related points of contact.

Henderson, Arthur J., Jr.↗
NASA NTRS2024

Enterprise Digital Transformation: Transforming NASA's Workplace

NASA has a long history of serving the Nation and the world, by reaching for new heights and revealing the unknown for the benefit of all humankind. To ensure the agency will deliver on its mission in a hyper-connected, technology-enabled, globally-partnered, and rapidly-changing world, NASA launched a Digital Transformation initiative in late 2020 to modernize the way it works, the experience of its workforce and the agility of its workplace. At the core of its workplace transformation strategy, NASA is on a journey to leverage smart operational technologies, weaving together IoT, AI, intelligent automation, extended reality, and digital twins to build a network of reliable, adaptable and sustainable “Smart Centers” to execute its mission… on planet Earth and beyond. Come hear NASA’s digital strategy, the exciting progress being made, lessons learned from their journey, and how the AIMST community can enable NASA and its partners to serve humanity in a digital future.

Jill Marlowe↗
NASA NTRS1987

Asset - An application in mission automation for science planning

Recent advances in computer technology were used to great advantage in planning science observation sequences for the Voyager 2 encounter with Uranus in 1986. Despite a loss of experienced personnel, a challenging schedule, workforce limitations, and the complex nature of the Uranus encounter itself, the resultant science observation timelines were the most highly optimized of the five Voyager encounters with the outer planets. In part, this was due to the development of a microcomputer-based system, called ASSET (Automated Science Sequence Encounter Timelines generator), which was used to design those science observation timelines. This paper details the development of that system. ASSET demonstrates several features essential to the design of the first expert systems for science planning which will be applied for future missions.

Finnerty, D. F.↗
NASA NTRS2004

Spatial Information Technology Center at Fulton-Montgomery Community College

The Spatial Information Technology Center (SITC) at Fulton-Montgomery Community College (FMCC) continued to fulfill its mission and charter by successfully completing its third year of operations under Congressional funding and NASA sponsorship. Third year operations (01 Oct 02 - 30 Sep 03) have been funded and conducted utilizing two authorized Research Grants NAG 13-00043 (via a one-year no-cost extension expiring Sep 03) and NAG 13-02053 (one-year no-cost extension expiring Sep 04). Drawdowns and reporting of fiscal activities for SlTC operations continues to pass through the Institute for the Application of Geo-spatial Technology (IAGT) at Cayuga Community College in Auburn, New York. Fiscal activity of the Center is reported quarterly via SF 272 to IAGT, thus this report contains only a budgetary overview and forecast of future expenditures for the remaining funds of NAG 13 - 02053. Funds from NAG 13 - 00043 were exhausted during the fourth quarter of fiscal year FY02 - 03, which necessitated initial draw down of NAG 13 - 02053. The IAGT receives no compensation for administrative costs as authorized and approved by NASA in each award budget. This report also includes the necessary addendums for each NAG award, as required by federal guidelines, though no reportable activities took place within this report period. Attached are the signed Report of New Technology/lnventions and a Final Property Report identifying qualifying equipment purchased by the Center. As an academic, economic and workforce development oriented program, the Center has made significant strides in bringing the technology, knowledge and applications of the spatial information technology field to the region it serves. Through the mission of the Center, the region's educational, economic development and work force communities have become increasingly educated to the benefits of spatial (Geospatial) technology, particularly in the region's K-12 arena. SlTC continues to positively affect the region's education, employment and economic development, while expanding its services and operations designed to be customer driven, growing infrastructure and affecting systemic change.

Flinton, Michael E.↗
NASA NTRS2010

Unique Education and Workforce Development for NASA Engineers

NASA engineers are some of the world's best-educated graduates, responsible for technically complex, highly significant scientific programs. Even though these professionals are highly proficient in traditional analytical competencies, there is a unique opportunity to offer continuing education that further enhances their overall scientific minds. With a goal of maintaining the Agency's passionate, "best in class" engineering workforce, the NASA Academy of Program/Project & Engineering Leadership (APPEL) provides educational resources encouraging foundational learning, professional development, and knowledge sharing. NASA APPEL is currently partnering with the scientific community's most respected subject matter experts to expand its engineering curriculum beyond the analytics and specialized subsystems in the areas of: understanding NASA's overall vision and its fundamental basis, and the Agency initiatives supporting them; sharing NASA's vast reservoir of engineering experience, wisdom, and lessons learned; and innovatively designing hardware for manufacturability, assembly, and servicing. It takes collaboration and innovation to educate an organization that possesses such a rich and important history~and a future that is of great global interest. NASA APPEL strives to intellectually nurture the Agency's technical professionals, build its capacity for future performance, and exemplify its core values~alJ to better enable NASA to meet its strategic vision~and beyond.

Forsgren, Roger C.↗
NASA NTRS2002

Aerospace Safety Advisory Panel

This report presents the results of the Aerospace Safety Advisory Panel (ASAP) activities during 2002. The format of the report has been modified to capture a long-term perspective. Section II is new and highlights the Panel's view of NASA's safety progress during the year. Section III contains the pivotal safety issues facing NASA in the coming year. Section IV includes the program area findings and recommendations. The Panel has been asked by the Administrator to perform several special studies this year, and the resulting white papers appear in Appendix C. The year has been filled with significant achievements for NASA in both successful Space Shuttle operations and International Space Station (ISS) construction. Throughout the year, safety has been first and foremost in spite of many changes throughout the Agency. The relocation of the Orbiter Major Modifications (OMMs) from California to Kennedy Space Center (KSC) appears very successful. The transition of responsibilities for program management of the Space Shuttle and ISS programs from Johnson Space Center (JSC) to NASA Headquarters went smoothly. The decision to extend the life of the Space Shuttle as the primary NASA vehicle for access to space is viewed by the Panel as a prudent one. With the appropriate investments in safety improvements, in maintenance, in preserving appropriate inventories of spare parts, and in infrastructure, the Space Shuttle can provide safe and reliable support for the ISS for the foreseeable future. Indications of an aging Space Shuttle fleet occurred on more than one occasion this year. Several flaws went undetected in the early prelaunch tests and inspections. In all but one case, the problems were found prior to launch. These incidents were all handled properly and with safety as the guiding principle. Indeed, launches were postponed until the problems were fully understood and mitigating action could be taken. These incidents do, however, indicate the need to analyze the Space Shuttle certification criteria closely. Based on this analysis, NASA can determine the need to receritfy the vehicles and to incorporate more stringent inspections throughout the process to minimize launch schedule impact. A highly skilled and experience workforce will be increasingly important for safe and reliable operations as the Space Shuttle vehicles and infrastructure continue to age.

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NASA NTRS2018

Climate Lecture 20: The Educational Global Climate Model (EdGCM)

Climate change will profoundly impact Earth's environmental health as well as the world's economic and geopolitical landscape over the coming decades. The impacts of climate change are, in fact, already beginning to be experienced and have the potential to affect every living plant and animal on Earth within decades. Given this reality, every citizen of this planet should have the right to knowledge about the Earth's climate system and have the option to adapt to, or help mitigate the profound changes that are coming. In addition, a portion of the workforce needs to be capable of interpreting and analyzing climate information because, since the impacts of climate change will be widespread, pervasive, and continue to change over time, more professions will be interacting with climate data. We are already at, or past, the point where educators and their students require access to the scientific and technological resources - computer models, data, and visualization tools - that scientists use daily in the study of climate change. Although scientists use many methods to study Earth's climate system, global climate models (GCMs) have become the primary tools for exploring the complex interactions between components of the entire system: atmosphere, oceans, and land. GCMs are used to make projections of future climate change, to simulate climates of the past, and even to help scientists look for life on other planets. Like any model, a GCM can help people evaluate actions before they are taken. Like Business Intelligence software, they are Climate Intelligence tools. Unfortunately, GCMs are black boxes to most people. A previous chapter in this book by Gary Russell, entitled Building a Climate Model, is one example of the growing body of literature aimed at the general public describing the inner workings of global climate models. This literature goes a long way toward explaining climate model fundamentals. However, it will not be enough to alleviate their black-box nature unless people are afforded hands-on, authentic learning experiences as well.

Chandler, Mark A.↗
NASA NTRS2004

Resource Management in the Microgravity Science Division

In the Microgravity Science Division, the primary responsibilities of the Business Management Office are resource management and data collection. Resource management involves working with a budget to do a number of specific projects, while data collection involves collecting information such as the status of projects and workforce hours. This summer in the Business Management Office I assisted Margie Allen with resource planning and the implementation of specific microgravity projects. One of the main duties of a Project Control Specialists, such as my mentor, is to monitor and analyze project manager s financial plans. Project managers work from the bottom up to determine how much money their project will cost. They then set up a twelve month operating plan which shows when money will be spent. I assisted my mentor in checking for variances in her data against those of the project managers. In order to successfully check for those variances, we had to understand: where the project is including plans vs. actual performance, why it is in its present condition, and what the future impact will be based on known budgetary parameters. Our objective was to make sure that the plan, or estimated resources input, are a valid reflection of the actual cost. To help with my understanding of the process, over the course of my tenure I had to obtain skills in Microsoft Excel and Microsoft Access.

Casselle, Justine↗
NASA NTRS2016

Mechanical Prototyping and Manufacturing Internship

The internship was located at the Johnson Space Center (JSC) Innovation Design Center (IDC), which is a facility where the JSC workforce can meet and conduct hands-on innovative design, fabrication, evaluation, and testing of ideas and concepts relevant to NASA's mission. The tasks of the internship included mechanical prototyping design and manufacturing projects in service of research and development as well as assisting the users of the IDC in completing their manufacturing projects. The first project was to manufacture hatch mechanisms for a team in the Systems Engineering and Project Advancement Program (SETMAP) hexacopter competition. These mechanisms were intended to improve the performance of the servomotors and offer an access point that would also seal to prevent cross-contamination. I also assisted other teams as they were constructing and modifying their hexacopters. The success of this competition demonstrated a proof of concept for aerial reconnaissance and sample return to be potentially used in future NASA missions. I also worked with Dr. Kumar Krishen to prototype an improved thermos and a novel, portable solar array. Computer-aided design (CAD) software was used to model the parts for both of these projects. Then, 3D printing as well as conventional techniques were used to produce the parts. These prototypes were then subjected to trials to determine the success of the designs. The solar array is intended to work in a cluster that is easy to set up and take down and doesn't require powered servomechanisms. It could be used terrestrially in areas not serviced by power grids. Both projects improve planetary exploration capabilities to future astronauts. Other projects included manufacturing custom rail brackets for EG-2, assisting engineers working on underwater instrument and tool cases for the NEEMO project, and helping to create mock-up parts for Space Center Houston. The use of the IDC enabled efficient completion of these projects at significantly reduced cost. I acquired and improved manufacturing and prototyping skills during my tour including learning about a CAD (Computer-Aided Design) program called Creo (Creo Parametric; design software), gaining valuable conventional machining experience with lathes, CNC (Computer Numerical Control) milling machines and various other tools, and improving my engineering project communication and collaboration skills. The internship also allowed me to better understand operations at NASA. I plan to work in the aerospace industry or do academic research benefitting space science and exploration, and this internship experience will enable me to have insight into manufacturing processes for research and development.

Grenfell, Peter↗
NASA NTRS2009

NASA's Constellation Program

NASA has established 6 Themes for Exploration: 1) USE THE MOON: Reduce risks and cost and increase productivity of future missions by testing technologies, systems, and operations in a planetary environment other than the Earth. 2) PURSUE SCIENTIFIC: Engage in scientific investigations of the Moon (solar system processes), on the Moon (use the unique environment), and from the Moon (to study other celestial phenomena). 3) EXTEND PERMANENT HUMAN PRESENCE: Develop the capabilities and infrastructure required to expand the number of people, the duration, the self-sufficiency, and the degree of non-governmental activity. 4) EXPAND EARTH S ECONOMIC SPHERE: Create new markets based on lunar activity that will return economic, technological, and quality-of-life benefits. 5) ENHANCE GLOBAL SECURTIY: Provide a challenging, shared, and peaceful global vision that unites nations in pursuit of common objectives. 6) ENGAGE, INSPIRE: Excite the public about space, encourage students to pursue careers in high technology fields, ensure that individuals enter the workforce with the scientific and technical knowledge necessary to sustain exploration.

Baumeister, Joseph↗
NASA NTRS2004

An Introduction to Flight Software Development: FSW Today, FSW 2010

Experience and knowledge gained from ongoing maintenance of Space Shuttle Flight Software and new development projects including Cockpit Avionics Upgrade are applied to projected needs of the National Space Exploration Vision through Spiral 2. Lessons learned from these current activities are applied to create a sustainable, reliable model for development of critical software to support Project Constellation. This presentation introduces the technologies, methodologies, and infrastructure needed to produce and sustain high quality software. It will propose what is needed to support a Vision for Space Exploration that places demands on the innovation and productivity needed to support future space exploration. The technologies in use today within FSW development include tools that provide requirements tracking, integrated change management, modeling and simulation software. Specific challenges that have been met include the introduction and integration of Commercial Off the Shelf (COTS) Real Time Operating System for critical functions. Though technology prediction has proved to be imprecise, Project Constellation requirements will need continued integration of new technology with evolving methodologies and changing project infrastructure. Targets for continued technology investment are integrated health monitoring and management, self healing software, standard payload interfaces, autonomous operation, and improvements in training. Emulation of the target hardware will also allow significant streamlining of development and testing. The methodologies in use today for FSW development are object oriented UML design, iterative development using independent components, as well as rapid prototyping . In addition, Lean Six Sigma and CMMI play a critical role in the quality and efficiency of the workforce processes. Over the next six years, we expect these methodologies to merge with other improvements into a consolidated office culture with all processes being guided by automated office assistants. The infrastructure in use today includes strict software development and configuration management procedures, including strong control of resource management and critical skills coverage. This will evolve to a fully integrated staff organization with efficient and effective communication throughout all levels guided by a Mission-Systems Architecture framework with focus on risk management and attention toward inevitable product obsolescence. This infrastructure of computing equipment, software and processes will itself be subject to technological change and need for management of change and improvement,

Gouvela, John↗
NASA NTRS2024

Integrated (Physical and Digital) Collaborative Experimentation: Advancing Dialog and Leveraging by Aerospace Researchers and Developers

This paper 1) documents findings and observations from the American Institute of Aeronautics and Astronautics (AIAA) Ground Test Technical Committee (GTTC) Future of Ground Test Working Group and the Applied Aeronautics Technical Committee (APATC) Collaborative Experiments & Computation Discussion Group, and 2) develops a more focused approach for sharing and advancing integrated development and use of physical experimental and computational capabilities for aerospace research and development. The GTTC and APATC are engaging with the larger AIAA technical community by creating a Focus Group on this topical area that will support working together on common interests in the public domain. This paper summarizes the knowledge capture from the last ten+ years and proposes a structure and scope going forward for the new, combined Focus Group.

ground testing↗
NASA NTRS2010

Product Lifecycle Management and the Quest for Sustainable Space Exploration Solutions

Product Lifecycle Management (PLM) is an outcome of lean thinking to eliminate waste and increase productivity. PLM is inextricably tied to the systems engineering business philosophy, coupled with a methodology by which personnel, processes and practices, and information technology combine to form an architecture platform for product design, development, manufacturing, operations, and decommissioning. In this model, which is being implemented by the Engineering Directorate at the National Aeronautics and Space Administration's (NASA's) Marshall Space Flight Center, total lifecycle costs are important variables for critical decisionmaking. With the ultimate goal to deliver quality products that meet or exceed requirements on time and within budget, PLM is a powerful tool to shape everything from engineering trade studies and testing goals, to integrated vehicle operations and retirement scenarios. This paper will demonstrate how the Engineering Directorate is implementing PLM as part of an overall strategy to deliver safe, reliable, and affordable space exploration solutions. It has been 30 years since the United States fielded the Space Shuttle. The next generation space transportation system requires a paradigm shift such that digital tools and knowledge management, which are central elements of PLM, are used consistently to maximum effect. The outcome is a better use of scarce resources, along with more focus on stakeholder and customer requirements, as a new portfolio of enabling tools becomes second nature to the workforce. This paper will use the design and manufacturing processes, which have transitioned to digital-based activities, to show how PLM supports the comprehensive systems engineering and integration function. It also will go through a launch countdown scenario where an anomaly is detected to show how the virtual vehicle created from paperless processes will help solve technical challenges and improve the likelihood of launching on schedule, with less hands-on labor needed for processing and troubleshooting. Sustainable space exploration solutions demand that all lifecycle phases be optimized. Adopting PLM, which has been used by the automotive industry for many years, for aerospace applications provides a foundation for strong, disciplined systems engineering and accountable return on investment by making lifecycle considerations variables in an iterative decision-making process. This paper combines the perspectives of the founding father of PLM, along with the experience of Engineering leaders who are implementing these processes and practices real-time. As the nation moves from an industrial-based society to one where information is a valued commodity, future NASA programs and projects will benefit from the experience being gained today for the exploration missions of tomorrow.

Caruso, Pamela W.↗
NASA NTRS2014

NASA's Space Launch System Takes Shape: Progress Toward Safe, Affordable, Exploration

Development of NASA's Space Launch System (SLS) exploration-class heavy lift rocket has moved from the formulation phase to implementation in 3 years and will make significant progress this year toward its first launch, slated December 2017. SLS represents a safe, affordable, and evolutionary path to development of an unprecedented capability for future human and robotic exploration and use of space. For the United States current development is focused on a configuration with a 70 metric ton (t) payload to low Earth orbit (LEO), more than double any operational vehicle. This version will launch NASA's Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back, as well as the first crewed Orion flight. SLS is designed to evolve to a 130 t lift capability that can reduce mission costs, simplify payload design, reduce trip times, and lower overall risk. Each vehicle element completed its respective Preliminary Design Reviews, followed by the SLS Program. The Program also completed the Key Decision Point-C milestone to move from formulation to implementation in 2014. NASA hasthorized the program to proceed to Critical Design Review, scheduled for 2015. Accomplihments to date include: manufacture of core stage test hardware, as well as preparations for testing the world's most powerful solid rocket boosters and main engines that flew 135 successful Space Shuttle missions. The Program's success to date is due to prudent use of existing technology, infrastructure, and workforce; streamlined management approach; and judicious use of new technologies. This paper will discuss SLS Program successes over the past year and examine milestones and challenges ahead. The SLS Program and its elements are managed at NASA's Marshall Space Flight Center (MSFC).

Askins, Bruce R.↗