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NASA NTRS2009

Stellar Imager - Observing the Universe in High Definition

Stellar Imager (SI) is a space-based, UV Optical Interferometer (UVOI) with over 200x the resolution of HST. It will enable 0.1 milli-arcsec spectral imaging of stellar surfaces and the Universe in general and open an enormous new 'discovery space' for Astrophysics with its combination of high angular resolution, dynamic imaging, and spectral energy resolution. SI's goal is to study the role of magnetism in the Universe and revolutionize our understanding of: 1) Solar/Stellar Magnetic Activity and their impact on Space Weather, Planetary Climates. and Life, 2) Magnetic and Accretion Processes and their roles in the Origin and Evolution of Structure and in the Transport of Matter throughout the Universe, 3) the close-in structure of Active Galactic Nuclei and their winds, and 4) Exo-Solar Planet Transits and Disks. The SI mission is targeted for the mid 2020's - thus significant technology development in the upcoming decade is critical to enabling it and future spacebased sparse aperture telescope and distributed spacecraft missions. The key technology needs include: 1) precision formation flying of many spacecraft, 2) precision metrology over km-scales, 3) closed-loop control of many-element, sparse optical arrays, 4) staged-control systems with very high dynamic ranges (nm to km-scale). It is critical that the importance of timely development of these capabilities is called out in the upcoming Astrophysics and Heliophysics Decadal Surveys, to enable the flight of such missions in the following decade. S1 is a 'Landmark/Discovery Mission' in 2005 Heliophysics Roadmap and a candidate UVOI in the 2006 Astrophysics Strategic Plan. It is a NASA Vision Mission ('NASA Space Science Vision Missions' (2008), ed. M. Allen) and has also been recommended for further study in the 2008 NRC interim report on missions potentially enabled enhanced by an Ares V' launch, although a incrementally-deployed version could be launched using smaller rockets.

Carpenter, Kenneth↗

NASA NTRS2006

2006 NASA Strategic Plan

On January 14, 2004, President George W. Bush announced A Renewed Spirit of Discovery: The President's Vision for U.S. Space Exploration, a new directive for the Nation's space program. The fundamental goal of this directive is "to advance U.S. scientific, security, and economic interests through a robust space exploration program." In issuing it, the President committed the Nation to a journey of exploring the solar system and beyond: returning to the Moon in the next decade, then venturing further into the solar system, ultimately sending humans to Mars and beyond. He challenged NASA to establish new and innovative programs to enhance understanding of the planets, to ask new questions, and to answer questions that are as old as humankind. NASA enthusiastically embraced the challenge of extending a human presence throughout the solar system as the Agency's Vision, and in the NASA Authorization Act of 2005, Congress endorsed the Vision for Space Exploration and provided additional guidance for implementation. NASA is committed to achieving this Vision and to making all changes necessary to ensure success and a smooth transition. These changes will include increasing internal collaboration, leveraging personnel and facilities, developing strong, healthy NASA Centers,a nd fostering a safe environment of respect and open communication for employees at all levels. NASA also will ensure clear accountability and solid program management and reporting practices. Over the next 10 years, NASA will focus on six Strategic Goals to move forward in achieving the Vision for Space Exploration. Each of the six Strategic Goals is clearly defined and supported by multi-year outcomes that will enhance NASA's ability to measure and report Agency accomplishments in this quest.

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NASA NTRS2005

Research Opportunities Supporting the Vision for Space Exploration from the Transformation of the Former Microgravity Materials Science Program

The Microgravity Materials Science Program established a strong research capability through partnerships between NASA and the scientific research community. With the announcement of the vision for space exploration, additional emphasis in strategic materials science areas was necessary. The President's Commission recognized that achieving its exploration objectives would require significant technical innovation, research, and development in focal areas defined as "enabling technologies." Among the 17 enabling technologies identified for initial focus were: advanced structures, advanced power and propulsion; closed-loop life support and habitability; extravehicular activity systems; autonomous systems and robotics; scientific data collection and analysis, biomedical risk mitigation; and planetary in situ resource utilization. Mission success may depend upon use of local resources to fabricate a replacement part to repair a critical system. Future propulsion systems will require materials with a wide range of mechanical, thermophysical, and thermochemical properties, many of them well beyond capabilities of today's materials systems. Materials challenges have also been identified by experts working to develop advanced life support systems. In responding to the vision for space exploration, the Microgravity Materials Science Program aggressively transformed its research portfolio and focused materials science areas of emphasis to include space radiation shielding; in situ fabrication and repair for life support systems; in situ resource utilization for life support consumables; and advanced materials for exploration, including materials science for space propulsion systems and for life support systems. The purpose of this paper is to inform the scientific community of these new research directions and opportunities to utilize their materials science expertise and capabilities to support the vision for space exploration.

Clinton, R. G., Jr.↗

NASA NTRS1990

Coordinating Council. Third Meeting: STI Strategic Plans

The NASA Scientific and Technical Information Program Coordinating Council conducts meetings after which both modified transcripts of presentations and interactive discussions are published. The theme for the November 1990 meeting was 'STI Strategic Plans'. This theme was the focus of recorded discussions by members of the council. The last section of the report presents visuals on strategic goals for the STI Information Division. NASA's vision is to be at the forefront of advancements in aeronautics, space science, and exploration. More specific NASA goals are listed followed by the STI Division mission statement. The Strategic Goals for the STI Division are outlined as follows: Implement effective management strategies, Accomplish rapid deployment of the NASA STI Network, Seek out and develop cooperative partnerships, Establish the STI Program as an integral part of the NASA R&D effort, Enhance the quality of our products and services through a focus on the customer, Build an attitude of quality throughout the enterprise, Expand the existing participant community, Assert a NASA leadership role for STI policy, and Develop a program for information science R&D. The STI division mission statement appears on the document cover as follows 'The mission of the NASA STI Program is to advance aerospace knowledge, contribute to U.S. competitiveness, and become an integral partner in NASA R&D programs to support NASA goals.'

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NASA NTRS1992

NASA's strategic plan for education. A strategy for change, 1993-1998

NASA's education vision is to promote excellence in America's education system through enhancing and expanding scientific and technological competence. In doing so, NASA strives to be recognized by the education community as the premier mission agency in support of the National Education Goals and in the development and implementation of education standards. To realize this vision, NASA has clearly defined and developed three specific goals to promote excellence in education. Specific objectives and milestones are defined for each goal in the body of this strategic plan.

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NASA NTRS1994

NASA strategic plan

The NASA Strategic Plan is a living document. It provides far-reaching goals and objectives to create stability for NASA's efforts. The Plan presents NASA's top-level strategy: it articulates what NASA does and for whom; it differentiates between ends and means; it states where NASA is going and what NASA intends to do to get there. This Plan is not a budget document, nor does it present priorities for current or future programs. Rather, it establishes a framework for shaping NASA's activities and developing a balanced set of priorities across the Agency. Such priorities will then be reflected in the NASA budget. The document includes vision, mission, and goals; external environment; conceptual framework; strategic enterprises (Mission to Planet Earth, aeronautics, human exploration and development of space, scientific research, space technology, and synergy); strategic functions (transportation to space, space communications, human resources, and physical resources); values and operating principles; implementing strategy; and senior management team concurrence.

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NASA NTRSDate not supplied

NASA Envisioned Future Priorities for In Situ Resource Utilization

A major objective of the United States National Aeronautics and Space Administration’s Artemis program is to create a sustainable human lunar exploration program through the establishment of lunar infrastructure and commercial space operations. A key aspect in achieving this objective is characterizing the resources that exist on the Moon and Mars, and learning how to utilize them to create products for crew, power, transportation, and infrastructure growth. Commonly known as In Situ Resource Utilization (ISRU), the ability to make products from local materials instead of bringing everything from Earth has the potential to significantly reduce mission costs, mass, risks, and dependency on Earth. To achieve this vision, NASA’s Space Technology Mission Directorate (STMD) established a strategic framework, called the Strategic Technology Architecture Roundtable (STAR) process, to coordinate development of critical capabilities around four major Thrusts (Go, Land, Live, and Explore). To guide and drive the development of critical mission capabilities, the STAR process involves establishing a ‘grand vision’ known as an Envisioned Future for each of these capabilities. For ISRU, the Envisioned Future is “Scalable ISRU production/utilization capabilities including sustainable commodities on the lunar and Mars Surface”. This paper will discuss the STAR process, and the strategic plan and near-term priorities for achieving the ISRU Envisioned Future.

In Situ Resources Utilization↗

NASA NTRS2004

The Vision for Space Exploration

With last year's budget, NASA released a new Strategic Plan outlining a new approach to space exploration using a 'building block' strategy to explore scientifically valuable destinations across our solar system. At the same time that we released the Strategic Plan, our Nation and the NASA family also suffered the loss of the seven brave astronauts aboard the Space Shuttle Columbia. The report of the Columbia Accident Investigation Board emphasized the need for a clearer direction from which to drive NASA's human exploration agenda. On January 14, 2004, the President articulated a new vision for space exploration. You hold in your hands a new, bolder framework for exploring our solar system that builds upon the policy that was announced by the President after months of careful deliberations within the Administration. This plan does not undertake exploration merely for the sake of adventure, however exciting that may be, but seeks answers to profound scientific and philosophical questions, responds to recent discoveries, will put in place revolutionary technologies and capabilities for the future, and will genuinely inspire our Nation, the world, and the next generation. Our aim is to explore in a sustainable, affordable, and flexible manner. We believe the principles and roadmap set down in this document will stand the test of time. Its details will be subject to revision and expansion as new discoveries are made, new technologies are applied, and new challenges are met and overcome. This plan is guided by the Administration's new space exploration policy, 'A Renewed Spirit of Discovery: The President's Vision for U.S. Space Exploration,' a copy of which is provided on the following pages. NASA is releasing this plan simultaneously with NASA's FY 2005 Budget Justification. This plan is fiscally responsible, consistent with the Administration s goal of cutting the budget deficit in half within the next five years. I cannot overstate how much NASA will change in the coming years as this plan is implemented. I also cannot overstate how profound the rewards will be on this new course. With the support of Congress, the science community, the NASA civil and contractor workforce, and most importantly, the American public, we will embark on this very exciting future. When Christopher Columbus made his voyages across the Atlantic in the 15th and 16th centuries, his ships carried the inscription 'Following the light of the sun, we left the Old World.' I look forward to joining you as we follow the light of the planets and the stars into the new worlds of the 21st century.

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NASA NTRS2022

Sky for All: Ushering in a New Era of Aviation

Today’s aviation system will be unable to keep pace with increasing market demand for new operations that capitalize on advancements in autonomy and other emerging technologies. Paradigm shifts are necessary to maintain U.S. leadership in the global aviation market, enhance the sustainability of operations, increase mobility, and provide publicly beneficial services. The Sky for All Vision provides an R&D framework that will support national strategic planning for a holistic airspace ecosystem to usher in a new era of aviation. NASA is in a unique position to tackle the most difficult R&D challenges and to convene the aerospace community towards a common vision.

Jeanne Yu↗

DOE OSTI2023

Integrated Research Infrastructure Architecture Blueprint Activity (Final Report 2023)

The complexity of scientific pursuits is increasing rapidly with aspects that require dynamic integration of experiment, observation, theory, modeling, simulation, visualization, machine learning (ML), artificial intelligence (AI), and analysis. Research projects across the Department of Energy (DOE) are increasingly data and compute intensive. Innovative research teams are accelerating the pace of discovery by using high-performance computational and data tools in their research workflows and leveraging multiple research infrastructures. Additionally, several recent high-level U.S. government reports underscore the necessity of a new advanced computing ecosystem for international competitiveness and national security. International competitors are moving forward with major research infrastructure integration efforts that seek to capture a competitive advantage in the global innovation race. Owing to its unparalleled constellation of world-class experimental and observational facilities and high-performance and extreme-scale computational, data, and networking infrastructure, DOE is positioned to be a global leader in this new era of integrated science. However, this new integration paradigm will demand continuing evolution to ensure the U.S. remains a global leader in research and innovation. The DOE Office of Science (SC) has seized on the strategic importance of integration and has adopted a vision for Integrated Research Infrastructure (IRI): To empower researchers to meld DOE’s world-class research tools, infrastructure, and user facilities seamlessly and securely in novel ways to radically accelerate discovery and innovation. To respond to the evolving computational requirements of research and the competitive international innovation landscape, experimental facilities could be connected with high performance computing resources for near real-time analysis, and resources should be provided for merging enormous and diverse data for AI/ML techniques and analysis.

97 MATHEMATICS AND COMPUTING↗

NASA NTRS1999

Progress Toward National Aeronautics Goals

NASA has made definitive progress towards achieving several bold U.S. goals in aeronautics related to air breathing engines. The advanced technologies developed towards these goals span applications from general aviation to large subsonic and supersonic aircraft. The proof of successful technology development is demonstrated through successful technology transfer to U.S. industry and projected fleet impact. Specific examples of progress are discussed that quantifies the achievement towards these goals. In addition, a more detailed vision for NASA aeronautics is defined and key strategic issues are explored which invite international and national debate and involvement especially in reduced environmental impact for subsonic and supersonic aircraft, dramatic new capabilities in general aviation engines, and reduced development cycle time and costs.

Russo, Carlo J.↗

NASA NTRS2000

Future Directions in Rotorcraft Technology at Ames Research Center

Members of the NASA and Army rotorcraft research community at Ames Research Center have developed a vision for 'Vertical Flight 2025'. This paper describes the development of that vision and the steps being taken to implement it. In an effort to realize the vision, consistent with both NASA and Army Aviation strategic plans, two specific technology development projects have been identified: (1) one focused on a personal transportation system capable of vertical flight (the 'Roto-Mobile') and (2) the other on small autonomous rotorcraft (which is inclusive of vehicles which range in grams of gross weight for 'MicroRotorcraft' to thousands of kilograms for rotorcraft uninhabited aerial vehicles). The paper provides a status report on these projects as well as a summary of other revolutionary research thrusts being planned and executed at Ames Research Center.

Aiken, Edwin W.↗

NASA NTRS2004

Research and Development at NASA

The Vision for Space Exploration marks the next segment of NASA's continuing journey to find answers to compelling questions about the origins of the solar system, the existence of life beyond Earth, and the ability of humankind to live on other worlds. The success of the Vision relies upon the ongoing research and development activities conducted at each of NASA's 10 field centers. In an effort to promote synergy across NASA as it works to meet its long-term goals, the Agency restructured its Strategic Enterprises into four Mission Directorates that align with the Vision. Consisting of Exploration Systems, Space Operations, Science, and Aeronautics Research, these directorates provide NASA Headquarters and the field centers with a streamlined approach to continue exploration both in space and on Earth.

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NASA NTRS2007

Stellar Imager

The Stellar Imager (SI) is one of NASA's "Vision Missions" - concepts for future, space-based, strategic missions that could enormously increase our capabilities for observing the Cosmos. SI is designed as a UV/Optical Interferometer which will enable 0.1 milli-arcsecond (mas) spectral imaging of stellar surfaces and, via asteroseismology, stellar interiors and of the Universe in general. The ultra-sharp images of the Stellar Imager will revolutionize our view of many dynamic astrophysical processes by transforming point sources into extended sources, and snapshots into evolving views. SI, with a characteristic angular resolution of 0.1 milli-arcseconds at 2000 Angstroms, represents an advance in image detail of several hundred times over that provided by the Hubble Space Telescope. The Stellar Imager will zoom in on what today-with few exceptions - we only know as point sources, revealing processes never before seen, thus providing a tool as fundamental to astrophysics as the microscope is to the study of life on Earth. SI's science focuses on the role of magnetism in the Universe, particularly on magnetic activity on the surfaces of stars like the Sun. It's prime goal is to enable long-term forecasting of solar activity and the space weather that it drives, in support of the Living With a Star program in the Exploration Era. SI will also revolutionize our understanding of the formation of planetary systems, of the habitability and climatology of distant planets, and of many magneto-hydrodynamically controlled processes in the Universe. Stellar Imager is included as a "Flagship and Landmark Discovery Mission" in the 2005 Sun Solar System Connection (SSSC) Roadmap and as a candidate for a "Pathways to Life Observatory" in the Exploration of the Universe Division (EUD) Roadmap (May, 2005) and as such is a candidate mission for the 2025-2030 timeframe. An artist's drawing of the current "baseline" concept for SI is presented.

Carpenter, Kenneth↗

NASA NTRS2004

Office of Biological and Physical Research: Overview Transitioning to the Vision for Space Exploration

Viewgraphs on NASA's transition to its vision for space exploration is presented. The topics include: 1) Strategic Directives Guiding the Human Support Technology Program; 2) Progressive Capabilities; 3) A Journey to Inspire, Innovate, and Discover; 4) Risk Mitigation Status Technology Readiness Level (TRL) and Countermeasures Readiness Level (CRL); 5) Biological And Physical Research Enterprise Aligning With The Vision For U.S. Space Exploration; 6) Critical Path Roadmap Reference Missions; 7) Rating Risks; 8) Current Critical Path Roadmap (Draft) Rating Risks: Human Health; 9) Current Critical Path Roadmap (Draft) Rating Risks: System Performance/Efficiency; 10) Biological And Physical Research Enterprise Efforts to Align With Vision For U.S. Space Exploration; 11) Aligning with the Vision: Exploration Research Areas of Emphasis; 12) Code U Efforts To Align With The Vision For U.S. Space Exploration; 13) Types of Critical Path Roadmap Risks; and 14) ISS Human Support Systems Research, Development, and Demonstration. A summary discussing the vision for U.S. space exploration is also provided.

Crouch, Roger↗

NASA NTRS2010

An Overview of the NASA Aeronautics Test Program Strategic Plan

U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

Marshall, Timothy J.↗

NASA NTRS2008

Test and Verification Approach for the NASA Constellation Program

This viewgraph presentation is a test and verification approach for the NASA Constellation Program. The contents include: 1) The Vision for Space Exploration: Foundations for Exploration; 2) Constellation Program Fleet of Vehicles; 3) Exploration Roadmap; 4) Constellation Vehicle Approximate Size Comparison; 5) Ares I Elements; 6) Orion Elements; 7) Ares V Elements; 8) Lunar Lander; 9) Map of Constellation content across NASA; 10) CxP T&V Implementation; 11) Challenges in CxP T&V Program; 12) T&V Strategic Emphasis and Key Tenets; 13) CxP T&V Mission & Vision; 14) Constellation Program Organization; 15) Test and Evaluation Organization; 16) CxP Requirements Flowdown; 17) CxP Model Based Systems Engineering Approach; 18) CxP Verification Planning Documents; 19) Environmental Testing; 20) Scope of CxP Verification; 21) CxP Verification - General Process Flow; 22) Avionics and Software Integrated Testing Approach; 23) A-3 Test Stand; 24) Space Power Facility; 25) MEIT and FEIT; 26) Flight Element Integrated Test (FEIT); 27) Multi-Element Integrated Testing (MEIT); 28) Flight Test Driving Principles; and 29) Constellation s Integrated Flight Test Strategy Low Earth Orbit Servicing Capability.

Strong, Edward↗

NASA NTRS2021

Future Model-Based Systems Engineering Vision and Strategy Bridge for NASA

A vision for the future of model-based systems engineering (MBSE) at NASA in 2029 and a strategy bridge towards that future are presented. Strategic thinking and leading change concepts were used to analyze reports and presentations on global trends and visionary thinking about the future of systems and digital engineering. The context, strategic time horizon, stakeholders, strategic challenges, strategic advantages, driving forces, and opportunities were considered. The analysis resulted in a future vision of MBSE that shows what NASA systems engineers and digital machines will do to perform rapid, extraordinary, and unprecedented missions. The NASA systems engineer, in this future vision, works with a global project team in a virtual and collaborative environment, engineers the system, and uses digital approaches as the routine and default way of working. The digital machines provide data-driven and automated mission designs; have a backbone of program and project management, systems engineering, and product life-cycle management; and are a knowledge-sharing infrastructure. The NASA systems engineer and the systems engineering team are envisioned to use digital machines to plan and perform rapid exploration missions, develop a digital twin that lasts across the life cycle, and develop enduring and adaptable systems. NASA has an engineering enterprise and a life-cycle management framework that endure, adapt, and respond. A strategy bridge based on the Baldrige Criteria for Performance Excellence Framework and lessons learned from a recent MBSE initiative illuminates a way forward from today to this desired future. The bridge lays out a strategy for leaders and recommends investments of today for immediate benefits and for benefits in 2029.

model-based systems engineering, digital engineeri↗