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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 109 records · Page 6
All sourcesNASA NTRSDOE OSTI
NASA NTRS1987

Marshall Space Flight Center's role in EASE/ACCESS mission management

The Marshall Space Flight Center (MSFC) Spacelab Payload Project Office was responsible for the mission management and development of several successful payloads. Two recent space construction experiments, the Experimental Assembly of Structures in Extravehicular Activity (EASE) and the Assembly Concept for Construction of Erectable Space Structures (ACCESS), were combined into a payload managed by the center. The Ease/ACCESS was flown aboard the Space Shuttle Mission 61-B. The EASE/ACCESS experiments were the first structures assembled in space, and the method used to manage this successful effort will be useful for future space construction missions. The MSFC mission management responsibilities for the EASE/ACCESS mission are addressed and how the lessons learned from the mission can be applied to future space construction projects are discussed.

Hawkins, Gerald W.↗
NASA NTRS1990

Knowledge structure representation and automated updates in intelligent information management systems

A continuing effort to apply rapid prototyping and Artificial Intelligence techniques to problems associated with projected Space Station-era information management systems is examined. In particular, timely updating of the various databases and knowledge structures within the proposed intelligent information management system (IIMS) is critical to support decision making processes. Because of the significantly large amounts of data entering the IIMS on a daily basis, information updates will need to be automatically performed with some systems requiring that data be incorporated and made available to users within a few hours. Meeting these demands depends first, on the design and implementation of information structures that are easily modified and expanded, and second, on the incorporation of intelligent automated update techniques that will allow meaningful information relationships to be established. Potential techniques are studied for developing such an automated update capability and IIMS update requirements are examined in light of results obtained from the IIMS prototyping effort.

Corey, Stephen↗
NASA NTRS1981

Management of optics

American Science and Engineering, Inc., designed the large X-ray optic for the HEAO-2 X-ray Telescope. The key element in this project was the High Resolution Mirror Assembly (HRMA), subcontracting the fabrication of the optical surfaces and their assembly and alignment. The roles and organization of the key participants in the creation of HRMA are defined, and the degree of interaction between the groups is described. Management of this effort was extremely complex because of the intricate weaving of responsibilities, and AS&E, as HEAO-2 Program managers, needed to be well versed in the scientific objectives, the technical requirements, the program requirements, and the subcontract management. Understanding these factors was essential for implementing both technical and management controls, such as schedule and budget constraints, in-process control, residence requirements, and scientist review and feedback. Despite unforeseen technical problems and interaction differences, the HEAO-2 was built on schedule and to specification.

Kirchner, T. E.↗
NASA NTRSDate not supplied

Field Geology Boot Camp for NASA Engineers and Managers

Introduction: With planning efforts for Artemis missions to the Moon in full swing, including plans for operations and EVAs (extra-vehicular activities or space walks) focused on planetary surface exploration, a team of geologists from NASA, the USGS, and academia have been working together to provide training to the NASA engineering and management community.

Field geology↗
NASA NTRS2008

NASA Remote Sensing Applications for Archaeology and Cultural Resources Management

NASA's Earth Science Mission Directorate recently completed the deployment of the Earth Observation System (EOS) which is a coordinated series of polar-orbiting and low inclination satellites for long-term global observations of the land surface, biosphere, solid Earth, atmosphere, and oceans. One of the many applications derived from EOS is the advancement of archaeological research and applications. Using satellites, manned and unmanned airborne platform, NASA scientists and their partners have conducted archaeological research using both active and passive sensors. The NASA Stennis Space Center (SSC) located in south Mississippi, near New Orleans, has been a leader in space archaeology since the mid-1970s. Remote sensing is useful in a wide range of archaeological research applications from landscape classification and predictive modeling to site discovery and mapping. Remote sensing technology and image analysis are currently undergoing a profound shift in emphasis from broad classification to detection, identification and condition of specific materials, both organic and inorganic. In the last few years, remote sensing platforms have grown increasingly capable and sophisticated. Sensors currently in use, including commercial instruments, offer significantly improved spatial and spectral resolutions. Paired with new techniques of image analysis, this technology provides for the direct detection of archaeological sites. As in all archaeological research, the application of remote sensing to archaeology requires a priori development of specific research designs and objectives. Initially targeted at broad archaeological issues, NASA space archaeology has progressed toward developing practical applications for cultural resources management (CRM). These efforts culminated with the Biloxi Workshop held by NASA and the University of Mississippi in 2002. The workshop and resulting publication specifically address the requirements of cultural resource managers through the use of remote sensing. In 2007, NASA awarded six competitively chosen projects in Space Archaeology through an open solicitation whose purpose, among several, was to addresses the potential benefits to modern society that can be derived through a better understanding of how past cultures succeeded or failed to adapt to local, regional, and global change. A further objective of NASA's space archaeology is the protection and preservation of cultural heritage sites while planning for the sustainable development of cultural resources. NASA s archaeological approach through remote sensing builds on traditional methods of aerial archaeology (i.e. crop marks) and utilizes advanced technologies for collecting and analyzing archaeological data from digital imagery. NASA s archaeological research and application projects using remote sensing have been conducted throughout the world. In North America, NASA has imaged prehistoric mound sites in Mississippi; prehistoric shell middens in Louisiana, Puebloan sites in New Mexico and more recently the sites associated with the Lewis and Clark Corps of Discovery Expedition (1804-1806). In Central America, NASA archaeologists have researched Mayan sites throughout the region, including the Yucatan and Costa Rica, as well as Olmec localities in Veracruz. Other data has been collected over Angkor, Cambodia, Giza in Egypt, the lost city of Ubar on the Arabian Peninsula.

Giardino, Marco J.↗
NASA NTRSDate not supplied

Analysis of Input from Wildfire Incident Experts to Identify Key Risks and Hazards in Wildfire Emergency Response

The United States Department of Agriculture (USDA) describes wildland fires as, “a force of nature that can be nearly as impossible to prevent, and as difficult to control, as hurricanes, tornadoes and floods.” Existing challenges in managing wildland fires often put first responders’ lives at risk. The emergence of drones and their capabilities to supplement human efforts could alleviate some, if not all, of those risks that first responders face during wildfire management efforts. However, the process of adding drones to wildfire response has come with its own challenges as well. NASA’s System-Wide Safety Project is working towards overcoming these challenges to enable routine transfer of risk from responders to aviation assets. The concept of operations and model-based systems engineering (MBSE) effort for this shift is underway. To inform and to validate the MBSE effort, we delivered a questionnaire to wildland firefighting experts on the hazards they currently face. This questionnaire has given us insight and a better understanding of the challenges related to the use of drones from a first responder’s point of view. We are using this information to better address responders’ concerns, develop a safety management system, and eliminate the roadblocks that prevent the use of drones in wildfire management.

Wildfire↗
NASA NTRS2009

The Integrated Hazard Analysis Integrator

Hazard analysis addresses hazards that arise in the design, development, manufacturing, construction, facilities, transportation, operations and disposal activities associated with hardware, software, maintenance, operations and environments. An integrated hazard is an event or condition that is caused by or controlled by multiple systems, elements, or subsystems. Integrated hazard analysis (IHA) is especially daunting and ambitious for large, complex systems such as NASA s Constellation program which incorporates program, systems and element components that impact others (International Space Station, public, International Partners, etc.). An appropriate IHA should identify all hazards, causes, controls and verifications used to mitigate the risk of catastrophic loss of crew, vehicle and/or mission. Unfortunately, in the current age of increased technology dependence, there is the tendency to sometimes overlook the necessary and sufficient qualifications of the integrator, that is, the person/team that identifies the parts, analyzes the architectural structure, aligns the analysis with the program plan and then communicates/coordinates with large and small components, each contributing necessary hardware, software and/or information to prevent catastrophic loss. As viewed from both Challenger and Columbia accidents, lack of appropriate communication, management errors and lack of resources dedicated to safety were cited as major contributors to these fatalities. From the accident reports, it would appear that the organizational impact of managers, integrators and safety personnel contributes more significantly to mission success and mission failure than purely technological components. If this is so, then organizations who sincerely desire mission success must put as much effort in selecting managers and integrators as they do when designing the hardware, writing the software code and analyzing competitive proposals. This paper will discuss the necessary and sufficient requirements of one of the significant contributors to mission success, the IHA integrator. Discussions will be provided to describe both the mindset required as well as deleterious assumptions/behaviors to avoid when integrating within a large scale system.

Morris, A. Terry↗
NASA NTRS2014

The SMAP Dictionary Management System

The Soil Moisture Active Passive (SMAP) Dictionary Management System is a web-based tool to develop and store a mission dictionary. A mission dictionary defines the interface between a ground system and a spacecraft. In recent years, mission dictionaries have grown in size and scope, making it difficult for engineers across multiple disciplines to coordinate the dictionary development effort. The Dictionary Management Systemaddresses these issues by placing all dictionary information in one place, taking advantage of the efficiencies inherent in co-locating what were once disparate dictionary development efforts.

systems engineering↗
NASA NTRS2007

Lessons Learned from Deploying an Analytical Task Management Database

Defining requirements, missions, technologies, and concepts for space exploration involves multiple levels of organizations, teams of people with complementary skills, and analytical models and simulations. Analytical activities range from filling a To-Be-Determined (TBD) in a requirement to creating animations and simulations of exploration missions. In a program as large as returning to the Moon, there are hundreds of simultaneous analysis activities. A way to manage and integrate efforts of this magnitude is to deploy a centralized database that provides the capability to define tasks, identify resources, describe products, schedule deliveries, and generate a variety of reports. This paper describes a web-accessible task management system and explains the lessons learned during the development and deployment of the database. Through the database, managers and team leaders can define tasks, establish review schedules, assign teams, link tasks to specific requirements, identify products, and link the task data records to external repositories that contain the products. Data filters and spreadsheet export utilities provide a powerful capability to create custom reports. Import utilities provide a means to populate the database from previously filled form files. Within a four month period, a small team analyzed requirements, developed a prototype, conducted multiple system demonstrations, and deployed a working system supporting hundreds of users across the aeros pace community. Open-source technologies and agile software development techniques, applied by a skilled team enabled this impressive achievement. Topics in the paper cover the web application technologies, agile software development, an overview of the system's functions and features, dealing with increasing scope, and deploying new versions of the system.

O'Neil, Daniel A.↗
NASA NTRS1993

Spacecraft systems engineering: An introduction to the process at GSFC

The main objective in systems engineering is to devise a coherent total system design capable of achieving the stated requirements. Requirements should be rigid. However, they should be continuously challenged, rechallenged and/or validated. The systems engineer must specify every requirement in order to design, document, implement and conduct the mission. Each and every requirement must be logically considered, traceable and evaluated through various analysis and trade studies in a total systems design. Margins must be determined to be realistic as well as adequate. The systems engineer must also continuously close the loop and verify system performance against the requirements. The fundamental role of the systems engineer, however, is to engineer, not manage. Yet, in large, complex missions, where more than one systems engineer is required, someone needs to manage the systems engineers, and we call them 'systems managers.' Systems engineering management is an overview function which plans, guides, monitors and controls the technical execution of a project as implemented by the systems engineers. As the project moves on through Phases A and B into Phase C/D, the systems engineering tasks become a small portion of the total effort. The systems management role increases since discipline subsystem engineers are conducting analyses and reviewing test data for final review and acceptance by the systems managers.

Fragomeni, Tony↗
NASA NTRSDate not supplied

Optimizing Urban Air Mobility Research Through Bi-Directional Integration Processes for Effective Verification and Validation

Urban Air Mobility (UAM), a subset of Advanced Air Mobility (AAM), aims to revolutionize metropolitan transportation. This paper explores an engineering process framework within National Aeronautics and Space Administration (NASA)’s Air Mobility Pathfinders (AMP) project, which is focused on the safe scaling and seamless integration of UAM operations within the National Airspace System (NAS). Progressing through three phases — Initial, Midterm, and Mature — the Federal Aviation Administration (FAA)’s UAM Concept of Operations (ConOps) describes a proposed path for the evolution of UAM operations, presenting multifaceted challenges in technology, regulation, and stakeholder engagement. With this ConOps as a basis, the AMP project is executing research, development, test, and evaluation activities aimed at delivering validated reference architectures for the Midterm phase. This paper illuminates the pivotal role of the systems engineering process in managing these technical efforts. Robust verification and validation methods, along with systematic bi-directional integration process, enhance the ability to conduct research into the design and evolution of safe, efficient, and reliable UAM systems. In this paper a systematic framework will be presented and shown to facilitate interactions between UAM stakeholders and to effectively manage the complex architecture of UAM operations in the NAS.

National Airspace System↗
NASA NTRS1970

Space Transportation System Technology Symposium: Operations, Maintenance, and Safety (Including Cryogenic Systems) - Volume 5

The prospect of undertaking a reusable launch vehicle development led the NASA Office of Manned Space Flight (OMSF) to request the Office of Advanced Research and Technology (OART) to organize and direct a program to develop the technology that would aid in selecting the best system alternatives and that would support the ultimate development of an earth-to-orbit shuttle. Such a Space Transportation System Technology Program has been initiated. OART, OMSF, and NASA Flight and Research Centers with the considerable inputs of Department of Defense personnel have generated the program through the efforts of several Technology Working Groups and a Technology Steering Group. Funding and management of the recommended efforts is being accomplished through the normal OART and OMSF line management channels. The work is being done in government laboratories and under contract with industry and universities. Foreign nations have been invited to participate in this work as well. Substantial funding, from both OART and OMSF, was applied during the second half of fiscal year 1970. The Space Transportation System Technology Symposium held at the NASA Lewis Research Center, Cleveland, Ohio, July 15-17, 1970, was the first public report on that program. The Symposium goals were to consider the technology problems, their status, and the prospective program outlook for the benefit of the industry, government, university, and foreign participants considered to be contributors to the program. In addition, it offered an opportunity to identify the responsible individuals already engaged in the program. The Symposium sessions were intended to confront each presenter with his technical peers as listeners, and this, I believe, was substantially accomplished. Because of the high interest in the material presented, and also because the people who could edit the output are already deeply involved in other important tasks, we have elected to publish the material essentially as it was presented, utilizing mainly the illustrations used by the presenters along with brief words of explanation. Those who heard the presentations, and those who are technically astute in specialty areas, can probably put this story together again. We hope that more will be gained by compiling the information in this form now than by spending the time and effort to publish a more finished compendium later.

Source record↗
NASA NTRS1970

Space Transportation System Technology Symposium: Biotechnology - Volume 7

The prospect of undertaking a reusable launch vehicle development led the NASA Office of Manned Space Flight (OMSF) to request the Office of Advanced Research and Technology (OART) to organize and direct a program to develop the technology that would aid in selecting the best system alternatives and that would support the ultimate development of an earth-to-orbit shuttle. Such a Space Transportation System Technology Program has been initiated. OART, OMSF, and NASA Flight and Research Centers with the considerable inputs of Department of Defense personnel have generated the program through the efforts of several Technology Working Groups and a Technology Steering Group. Funding and management of the recommended efforts is being accomplished through the normal OART and OMSF line management channels. The work is being done in government laboratories and under contract with industry and universities. Foreign nations have been invited to participate in this work as well. Substantial funding, from both OART and OMSF, was applied during the second half of fiscal year 1970. The Space Transportation System Technology Symposium held at the NASA Lewis Research Center, Cleveland, Ohio, July 15-17, 1970, was the first public report on that program. The Symposium goals were to consider the technology problems, their status, and the prospective program outlook for the benefit of the industry, government, university, and foreign participants considered to be contributors to the program. In addition, it offered an opportunity to identify the responsible individuals already engaged in the program. The Symposium sessions were intended to confront each presenter with his technical peers as listeners, and this, I believe, was substantially accomplished. Because of the high interest in the material presented, and also because the people who could edit the output are already deeply involved in other important tasks, we have elected to publish the material essentially as it was presented, utilizing mainly the illustrations used by the presenters along with brief words of explanation. Those who heard the presentations, and those who are technically astute in specialty areas, can probably put this story together again. We hope that more will be gained by compiling the information in this form now than by spending the time and effort to publish a more finished compendium later.

Source record↗
NASA NTRS1970

Space Transportation System Technology Symposium: Propulsion - Volume 4

The prospect of undertaking a reusable launch vehicle development led the NASA Office of Manned Space Flight (OMSF) to request the Office of Advanced Research and Technology (OART) to organize and direct a program to develop the technology that would aid in selecting the best system alternatives and that would support the ultimate development of an earth-to-orbit shuttle. Such a Space Transportation System Technology Program has been initiated. OART, OMSF, and NASA Flight and Research Centers with the considerable inputs of Department of Defense personnel have generated the program through the efforts of several Technology Working Groups and a Technology Steering Group. Funding and management of the recommended efforts is being accomplished through the normal OAR T and OMSF line management channels. The work is being done in government laboratories and under contract with industry and universities. Foreign nations have been invited to participate in this work as well. Substantial funding, from both OART and OMSF, was applied during the second half of fiscal year 1970. The Space Transportation System Technology Symposium held at the NASA Lewis Research Center, Cleveland, Ohio, July 15-17, 1970, was the first public report on that program. The Symposium goals were to consider the technology problems, their status, and the prospective program outlook for the benefit of the industry, government, university, and foreign participants considered to be contributors to the program. In addition, it offered an opportunity to identify the responsible individuals already engaged in the program. The Symposium sessions were intended to confront each presenter with his technical peers as listeners, and this, I believe, was substantially accomplished. Because of the high interest in the material presented, and also because the people who could edit the output are already deeply involved in other important tasks, we have elected to publish the material essentially as it was presented, utilizing mainly the illustrations used by the presenters along with brief words of explanation. Those who heard the presentations, and those who are technically astute in specialty areas, can probably put this story together again. We hope that more will be gained by compiling the information in this form now than by spending the time and effort to publish a more finished compendium later.

Source record↗
NASA NTRS2011

Shooting the Moon

This story is about an unlikely NASA mission to the Moon. It was unlikely because it was started with far too little time and too-little money to complete. It was unlikely because it was able to take chances to accept risk of failure. It was unlikely because it was searching for the unthinkable: water-ice on the moon... Figure 1-1: LCROSS Mission. The mission of the Lunar CRater Observation and Sensing Satellite (LCROSS) was to investigate the possibility of water ice in craters on the Moon s poles. This is certainly an interesting scientific topic in itself, but I intend to focus on the compelling experience of managing the LCROSS Project in the context of this storied Agency. Perhaps most interesting are the implications this story has for managing any development effort, lunar or not, and working a balance to achieve success. NASA is by design a risk-taking agency within the US Government. It could be argued that NASA s purpose in the aerospace community is to take on the really big challenges that either the corporate world can t afford, are not yet profitable endeavors, or are just too risky for private corporations to entertain. However, expectations of the Agency have evolved. A combination of grim human tragedies and some very public cost and schedule overruns have challenged the public s and Congress s tolerance for risk-taking within the Agency. NASA, which is supposed to be in the business of taking risks to do bold, difficult things, has become less and less able to do so within its cost framework. Yet effectively replacing prudent risk management with attempts to "risk-eliminate" is completely unaffordable. So where does risk-taking fit within the Agency, or within private/corporate organizations for that matter? Where astronauts play there is clearly concern about risk. When an organization puts humans in harm s way, it is understandably going to take extra effort to assure nobody gets hurt. Doing so, of course, costs money - a lot of money to pay for labor and hardware which is attempting to assure nothing will go wrong. Sophisticated designs, with doubly- or triply-redundant systems, extensive testing to verify those systems, and numerous engineering test units built to learn and evolve a hardware design, all drive the cost and time required to implement. Human spaceflight is an expensive business because of the exceptional system complexity and levels of assurance required for human space travel. What about missions that do not involve human spaceflight? What about missions whose potential failure will not take a human life, whose costs are small and whose urgency and importance are limited by design? A portfolio consisting of this type of mission can be designed to be risk tolerant, not requiring large expenditures to guarantee against failure. With the money saved, the number of missions that can be executed within the portfolio grows, or the total cost of the portfolio can be reduced. The NASA LCROSS mission is a pathfinder example of a low-cost, quick turn-around mission which struck a balance on mission risk, while accomplishing big objectives, like defining how we understand the Moon.

Andrews, Daniel R.↗
NASA NTRS1975

Space science

A fact sheet on the NASA space science program is presented. Some of the subjects considered include the following: (1) the Orbiting Astronomical Observatory, (2) the Orbiting Solar Observatory, (3) the Small Astronomy Satellite, (4) lunar programs, (5) planetary programs using the Mariner, Pioneer 10, and Viking space probes, and (6) the Scout, Thor-Delta, and Atlas-Centaur launch vehicles. For each program there is a description of the effort, the schedule, management, program officials, and funding aspects in outline form.

Source record↗