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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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At least 901 records · Page 50
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NASA NTRS2008

The 2006 Kennedy Space Center Range Reference Atmosphere Model Validation Study and Sensitivity Analysis to the Performance of the National Aeronautics and Space Administration's Space Shuttle Vehicle

The Kennedy Space Center (KSC) Range Reference Atmosphere (RRA) is a statistical model that summarizes wind and thermodynamic atmospheric variability from surface to 70 km. The National Aeronautics and Space Administration's (NASA) Space Shuttle program, which launches from KSC, utilizes the KSC RRA data to evaluate environmental constraints on various aspects of the vehicle during ascent. An update to the KSC RRA was recently completed. As part of the update, the Natural Environments Branch at NASA's Marshall Space Flight Center (MSFC) conducted a validation study and a comparison analysis to the existing KSC RRA database version 1983. Assessments to the Space Shuttle vehicle ascent profile characteristics were performed by JSC/Ascent Flight Design Division to determine impacts of the updated model to the vehicle performance. Details on the model updates and the vehicle sensitivity analyses with the update model are presented.

Burns, Lee↗
NASA NTRS1986

Space Shuttle development

The technical-planning and decision-making processes involved in the initiation of the NASA Space Shuttle program in 1970-1972 are briefly discussed, responding to the critical evaluation of Logsdon (1986). The complex nature of the interactions among White House, OMB, DOD, and NASA; the difficulty of making long-term commitments under the U.S. system; the positive technological achievements of the program; and the need for unemotional evaluation of the policy options available after the loss of the Challenger are stressed. In a reply by Logsdon, it is argued that the structuring of the policy process itself and the presentation of the Shuttle to Congress as a relatively inexpensive routine launch system for virtually all government needs were directly related to its failure to gain continuing full funding from Administrations and Congress. It is suggested that a strong proposal of bold scientific and exploratory objectives for the space program could be more successful in gaining such long-term support.

Fletcher, J. C.↗
NASA NTRS2003

Orbital Space Plane Program Status

The Orbital Space Plane Program is an integral part of NASA's Integrated Space Transportation Program (ISTP). The ISTP consists of three major programs: Space Shuttle, Orbital Space Plane, and Next Generation Launch Technology. The Orbital Space Plane (OSP) Program will develop a new Crew Transfer Vehicle (CTV) with multipurpose utility for the Agency. The CTV will complement and back up the Space Shuttle by taking crews to and from the International Space Station (ISS), as well as enable a transition path to future reusable launch vehicle systems. In the CTV development cycle, around 2010 it will be used as a Crew Return Vehicle (CRV). The OSP will be launched on an Evolved Expendable Launch Vehicle (EELV). NASA is in the process of establishing Level 1 Requirements and initiating concept studies. Ongoing flight demonstrators will continue, while new flight demonstrator projects will begin. The OSP Program contains two elements: (1) Technology and Demonstrations, and (2) Design, Development, and Production. The OSP Design, Development, and Production element will enter the Formulation Phase in FY03. Per NASA Procedures and Guidelines 7120.5B, the Formulation Phase will be utilized to establish the Program schedule and budget plans. Current budget planning is based on Phase A concept studies being conducted in FY03 and FY04, preliminary design activities conducted in FY04 and FY05, and a Preliminary Design Review in FY05. An OSP full-scale development decision will be made in FY05. At that point, a conclusion to proceed will result in the OSP Program transitioning from the Formulation Phase to the Development Phase.

Dumbacher, Daniel L.↗
NASA NTRS1986

Concepts for the evolution of the Space Station Program

An evaluation is made of innovative but pragmatic waste management, interior and exterior orbital module construction, Space Shuttle docking, orbital repair operation, and EVA techniques applicable to the NASA Space Station program over the course of its evolution. Accounts are given of the Space Shuttle's middeck extender module, an on-orbit module assembly technique employing 'Pringles' stack-transportable conformal panels, a flexible Shuttle/Space Station docking tunnel, an 'expandable dome' for transfer of objects into the Space Station, and a Space Station dual-hatch system. For EVA operations, pressurized bubbles with articulating manipulator arms and EVA hard suits incorporating maneuvering, life support and propulsion capabilities, as well as an EVA gas propulsion system, are proposed. A Space Station ultrasound cleaning system is also discussed.

Michaud, Roger B.↗
NASA NTRS2016

The Psychology of Cost Estimating

Cost estimation for large (and even not so large) government programs is a challenge. The number and magnitude of cost overruns associated with large Department of Defense (DoD) and National Aeronautics and Space Administration (NASA) programs highlight the difficulties in developing and promulgating accurate cost estimates. These overruns can be the result of inadequate technology readiness or requirements definition, the whims of politicians or government bureaucrats, or even as failures of the cost estimating profession itself. However, there may be another reason for cost overruns that is right in front of us, but only recently have we begun to grasp it: the fact that cost estimators and their customers are human. The last 70+ years of research into human psychology and behavioral economics have yielded amazing findings into how we humans process and use information to make judgments and decisions. What these scientists have uncovered is surprising: humans are often irrational and illogical beings, making decisions based on factors such as emotion and perception, rather than facts and data. These built-in biases to our thinking directly affect how we develop our cost estimates and how those cost estimates are used. We cost estimators can use this knowledge of biases to improve our cost estimates and also to improve how we communicate and work with our customers. By understanding how our customers think, and more importantly, why they think the way they do, we can have more productive relationships and greater influence. By using psychology to our advantage, we can more effectively help the decision maker and our organizations make fact-based decisions.

Price, Andy↗
NASA NTRS2010

Mission Operations Directorate - Success Legacy of the Space Shuttle Program

In support of the Space Shuttle Program, as well as NASA's other human space flight programs, the Mission Operations Directorate (MOD) at the Johnson Space Center has become the world leader in human spaceflight operations. From the earliest programs - Mercury, Gemini, Apollo - through Skylab, Shuttle, ISS, and our Exploration initiatives, MOD and its predecessors have pioneered ops concepts and emphasized a history of mission leadership which has added value, maximized mission success, and built on continual improvement of the capabilities to become more efficient and effective. MOD's focus on building and contributing value with diverse teams has been key to their successes both with the US space industry and the broader international community. Since their beginning, MOD has consistently demonstrated their ability to evolve and respond to an ever changing environment, effectively prepare for the expected and successfully respond to the unexpected, and develop leaders, expertise, and a culture that has led to mission and Program success.

Azbell, Jim↗
NASA NTRS2011

Mission Operations Directorate - Success Legacy of the Space Shuttle Program (Overview of the Evolution and Success Stories from MOD During the Space Shuttle program)

In support of the Space Shuttle Program, as well as NASA's other human space flight programs, the Mission Operations Directorate (MOD) at the Johnson Space Center has become the world leader in human spaceflight operations. From the earliest programs - Mercury, Gemini, Apollo - through Skylab, Shuttle, ISS, and our Exploration initiatives, MOD and its predecessors have pioneered ops concepts and emphasized a history of mission leadership which has added value, maximized mission success, and built on continual improvement of the capabilities to become more efficient and effective. This paper provides specific examples that illustrate how MOD's focus on building and contributing value with diverse teams has been key to their successes both with the US space industry and the broader international community. This paper will discuss specific examples for the Plan, Train, Fly, and Facilities aspects within MOD. This paper also provides a discussion of the joint civil servant/contractor environment and the relative badge-less society within MOD. Several Shuttle mission related examples have also been included that encompass all of the aforementioned MOD elements and attributes, and are used to show significant MOD successes within the Shuttle Program. These examples include the STS-49 Intelsat recovery and repair, the (post-Columbia accident) TPS inspection process and the associated R-Bar Pitch Maneuver for ISS missions, and the STS-400 rescue mission preparation efforts for the Hubble Space Telescope repair mission. Since their beginning, MOD has consistently demonstrated their ability to evolve and respond to an ever changing environment, effectively prepare for the expected and successfully respond to the unexpected, and develop leaders, expertise, and a culture that has led to mission and Program success.

Azbell, Jim A.↗
NASA NTRS2011

Mission Operations Directorate - Success Legacy of the Space Shuttle Program

In support of the Space Shuttle Program, as well as NASA s other human space flight programs, the Mission Operations Directorate (MOD) at the Johnson Space Center has become the world leader in human spaceflight operations. From the earliest programs - Mercury, Gemini, Apollo - through Skylab, Shuttle, ISS, and our Exploration initiatives, MOD and its predecessors have pioneered ops concepts and emphasized a history of mission leadership which has added value, maximized mission success, and built on continual improvement of the capabilities to become more efficient and effective. MOD s focus on building and contributing value with diverse teams has been key to their successes both with the US space industry and the broader international community. Since their beginning, MOD has consistently demonstrated their ability to evolve and respond to an ever changing environment, effectively prepare for the expected and successfully respond to the unexpected, and develop leaders, expertise, and a culture that has led to mission and Program success.

Azbell, James A.↗
NASA NTRS2015

Translational Cell & Animal Research in Space 1965-2011

Translational Cell and Animal Research (TCAR). For nearly 50 years, the NASA Space Biology Program has funded, and Ames Research Center (ARC) has managed, a robust program of fundamental research including studies using a wide range of animal cells, tissues and organisms. Much of this research was conducted on spacecraft in microgravity environments including diverse platforms such as: Gemini Spacecraft, US Biosatellites, Apollo Command Modules, Skylabs, Russian Biosatellites, NASA Space Shuttles, NASA/Mir, and most recently, the International Space Station (ISS). During the Space Shuttle Era (1981–2011), the science of space biology took an enormous step forward with 45 missions that afforded researchers with new opportunities to conduct systematic and complex experiments aimed at a deeper understanding of how life adapts to the space environment. Beginning in the 1990s, the products of these experiments, comprised of research summaries and rare, unused biospecimens, were collected and catalogued within the ARC Life Sciences Data Archiving Office, a branch of NASA’s Life Sciences Data Archive (LSDA) managed from the NASA Johnson Spaceflight Center.

Ronca, April E.↗
NASA NTRS1985

Motivational contracting in space programs - Government and industry prospectives

NASA's Marshall Space Flight Center has used incentive-free policies in contracting for Apollo's Saturn Launch vehicle hardware, as well as award-fee contracts for major development and early production programs in the case of the Space Shuttle Program. These programs have evolved to a point at which multiple incentive fees are useful in motivating cost reductions and assuring timely achievement of delivery requirements and flight mission goals. An examination is presently conducted of the relative success of these motivation-oriented techniques, drawing on the comments of both government and industry personnel.

Clough, D. R.↗
NASA NTRS1995

Review of spaceflight and hindlimb suspension unloading induced sarcomere damage and repair

Hindlimb suspension unloading (HSU) and spaceflight microgravity induce atrophy of the slow adductor longus muscle fibers which, following reloading, exhibit eccentric contraction (EC)-like lesions (abnormal widening of sarcomeres with A band disruption and excessively wavy, extracted Z lines). These lesions are similar morphologically to those produced in normal muscles after strenuous eccentric exercise. It appears that atrophic muscles exhibit increased susceptibility to eccentric damage because lesions are produced during nonstressful voluntary movements upon return to weightbearing. The EC-like lesions are absent in the unweighted conditions, but appear in HSU rats 15-60 minutes after reloading and in space-flown rates about 4 hrs after landing. By 12 hours, many EC-like lesioned sarcomeres are fully covered by longitudinal patches of Z line-like material which increases in density by 48 hours, producing the so-called "Z line streaming" morphology. In this case, Z line streaming is indicative of rapid repair of damaged sarcomeres rather than the onset of sarcomere breakdown. Immunoelectron microscopy is necessary to determine the composition of this dense material. By 9 days of reloading at 1 gravity, sarcomeres have regained normal structure, except for very rare persistence of faint Z patches. The morphological data indicate that Z patches serve at least two functions: 1) to permit contractile force to be transmitted across the damaged sarcomeres and 2) to provide a scaffold upon which sarcomeres are reconstructed in an active functional muscle.

NASA Discipline Number 00-00↗
NASA NTRS2015

NASA's Optical Communications Program for 2015 and Beyond

NASA's Space Communications and Navigation (SCaN) program at NASA headquarters is pursuing a vibrant and wide-ranging optical communications program for further planetary and near-Earth missions following the spectacular success of NASA's Lunar Laser Communication Demonstration (LLCD) from the Lunar Atmosphere and Dust Environment Explorer (LADEE) spacecraft orbiting the moon in 2013. This invited paper will discuss NASA's new laser communication missions, key scenarios and details, and the plans to infuse this new technology into NASA's existing communications networks.

Communications↗
NASA NTRS2005

Return to Flight Task Group

It has been 29 months since Columbia was lost over East Texas in February 2003. Seven months after the accident, the Columbia Accident Investigation Board (CAIB) released the first volume of its final report, citing a variety of technical, managerial, and cultural issues within NASA and the Space Shuttle Program. To their credit, NASA offered few excuses, embraced the report, and set about correcting the deficiencies noted by the accident board. Of the 29 recommendations issued by the CAIB, 15 were deemed critical enough that the accident board believed they should be implemented prior to returning the Space Shuttle to flight. Some of these recommendations were relatively easy, most were straightforward, a few bordered on the impossible, and others were largely overcome by events, particularly the decision by the President to retire the Space Shuttle by 2010. The Return to Flight Task Group (RTF TG, or simply, the Task Group) was chartered by the NASA Administrator in July 2003 to provide an independent assessment of the implementation of the 15 CAIB return-to-flight recommendations. An important observation must be stated up-front: neither the CAIB nor the RTF TG believes that all risk can be eliminated from Space Shuttle operations; nor do we believe that the Space Shuttle is inherently unsafe. What the CAIB and RTF TG do believe, however, is that NASA and the American public need to understand the risks associated with space travel, and that NASA must make every reasonable effort to minimize such risk. Since the release of the CAIB report, NASA and the Space Shuttle Program expended enormous effort and resources toward correcting the causes of the accident and preparing to fly again. Relative to the 15 specific recommendations that the CAIB indicated should be implemented prior to returning to flight, NASA has met or exceeded most of them the Task Group believes that NASA met the intent of the CAIB for 12 of these recommendations. The remaining three recommendations were so challenging that NASA could not comply completely with the intent of the CAIB.

Source record↗
NASA NTRS1987

Traction-drive telerobot for space manipulation

The National Aeronautics and Space Administration (NASA) Space Station Program marks the begining of a new era in space utilization and habitation. Extensive use of remote manipulation and robotics to reduce astronaut extra-vehicular activity is expected. Emphasis on teleoperator technology in early Space Station phases, followed by growth of autonomous robotics capabilities, is planned. A new telerobot concept has been developed at Oak Ridge National Laboratory (ORNL) under NASA Langley Research Center sponsorship, to address the technical needs of both teleoperations and telerobotics for these future NASA programs. The concept is based on traction drives, redundant kinematics, modular construction, and a state-of-the-art distributed, hierarchical control system.

Herndon, J. N.↗
NASA NTRS1983

Data systems - Optical bus will connect distributed system

The fiber optics buses currently under consideration for the NASA space station program will have data rates of at least 20 Mb/sec. The network interconnection scheme that will eventually be used is, however, uncertain. A NASA-Langley effort on graph networks includes adaptive, fault-tolerant and self-correcting operations. A breadboard program at NASA-Johnson includes evaluations of standard devices, called 'bus interface units', in an adaptive and fault-correcting chordal or concentric ring type of network. Fiber optics would allow an evolution to wavelength modulation techniques in such systems.

Swingle, W. L.↗