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NASA NTRS2000

Ames Research Center FY 2000 Implementation Plan: Leading Technology into the New Millennium

This document presents the implementation plan for Ames Research Center (ARC) within the overall framework of the NASA Strategic Plan. It describes how ARC intends to implement its Center of Excellence responsibilities, Agency assigned missions, Agency and Enterprise lead programs, and other roles in support of NASA's vision and mission. All Federal agencies are required by the 1993 Government Performance and Results Act to implement a long-term strategic planning process that includes measurable outcomes and strict accountability. At NASA, this planning process is shaped by the Space Act of 1958, annual appropriations, and other external mandates, as well as by customer requirements. The resulting Strategic Plan sets the overall architecture for what we do, identifies who our customers are, and directs where we are going and why. The Strategic Plan is the basis upon which decisions regarding program implementation and resource deployment are made. Whereas the strategic planning process examines the long-term direction of the organization and identifies a specific set of goals, the implementation planning process examines the detailed performance of the organization and allocates resources toward meeting these goals. It is the purpose of this implementation document to provide the connection between the NASA Strategic Plan and the specific programs and support functions that ARC employees perform. This connection flows from the NASA Strategic Plan, through the various Strategic Enterprise plans to the ARC Center of Excellence, primary missions, Lead Center programs, program support responsibilities, and ultimately, to the role of the individual ARC employee.

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NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measureable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These Outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Earle, Kevin D.↗
NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measurable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Kevin D Earle↗
NASA NTRS2003

Multiphase flow and phase change in microgravity: Fundamental research and strategic research for exploration of space

NASA is preparing to undertake science-driven exploration missions. The NASA Exploration Team's vision is a cascade of stepping stones. The stepping-stone will build the technical capabilities needed for each step with multi-use technologies and capabilities. An Agency-wide technology investment and development program is necessary to implement the vision. The NASA Exploration Team has identified a number of areas where significant advances are needed to overcome all engineering and medical barriers to the expansion of human space exploration beyond low-Earth orbit. Closed-loop life support systems and advanced propulsion and power technologies are among the areas requiring significant advances from the current state-of-the-art. Studies conducted by the National Academy of Science's National Research Council and Workshops organized by NASA have shown that multiphase flow and phase change play a crucial role in many of these advanced technology concepts. Lack of understanding of multiphase flow, phase change, and interfacial phenomena in the microgravity environment has been a major hurdle. An understanding of multiphase flow and phase change in microgravity is, therefore, critical to advancing many technologies needed. Recognizing this, the Office of Biological and Physical Research (OBPR) has initiated a strategic research thrust to augment the ongoing fundamental research in fluid physics and transport phenomena discipline with research especially aimed at understanding key multiphase flow related issues in propulsion, power, thermal control, and closed-loop advanced life support systems. A plan for integrated theoretical and experimental research that has the highest probability of providing data, predictive tools, and models needed by the systems developers to incorporate highly promising multiphase-based technologies is currently in preparation. This plan is being developed with inputs from scientific community, NASA mission planners and industry personnel. The fundamental research in multiphase flow and phase change in microgravity is aimed at developing better mechanistic understanding of pool boiling and ascertaining the effects of gravity on heat transfer and the critical heat flux. Space flight experiments conducted in space have shown that nucleate pool boiling can be sustained under certain conditions in the microgravity environment. New space flight experiments are being developed to provide more quantitative information on pool boiling in microgravity. Ground-based investigations are also being conducted to develop mechanistic models for flow and pool boiling. An overview of the research plan and roadmap for the strategic research in multiphase flow and phase change as well as research findings from the ongoing program will be presented.

Singh, Bhim S.↗
NASA NTRS2003

The Laboratory for Terrestrial Physics

The Laboratory for Terrestrial Physics is dedicated to the advancement of knowledge in Earth and planetary science, by conducting innovative research using space technology. The Laboratory's mission and activities support the work and new initiatives at NASA's Goddard Space Flight Center (GSFC). The Laboratory's success contributes to the Earth Science Directorate as a national resource for studies of Earth from Space. The Laboratory is part of the Earth Science Directorate based at the GSFC in Greenbelt, MD. The Directorate itself is comprised of the Global Change Data Center (GCDC), the Space Data and Computing Division (SDCD), and four science Laboratories, including Laboratory for Terrestrial Physics, Laboratory for Atmospheres, and Laboratory for Hydrospheric Processes all in Greenbelt, MD. The fourth research organization, Goddard Institute for Space Studies (GISS), is in New York, NY. Relevant to NASA's Strategic Plan, the Laboratory ensures that all work undertaken and completed is within the vision of GSFC. The philosophy of the Laboratory is to balance the completion of near term goals, while building on the Laboratory's achievements as a foundation for the scientific challenges in the future.

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NASA NTRS2018

2040 Vision: A Roadmap for Integrated, Multiscale Materials and System Modeling and Simulation

Over the last few decades, advances in high-performance computing, new materials characterization methods, and, more recently, an emphasis on integrated computational materials engineering (ICME) and additive manufacturing have been a catalyst for multiscale modeling and simulation-based design of materials and structures in the aerospace industry. While these advances have driven significant progress in the development of aerospace components and systems, that progress has been limited by persistent technology and infrastructure challenges that must be overcome to realize the full potential of integrated materials and systems design and simulation modeling throughout the supply chain. As a result, NASA's Transformational Tools and Technology (TTT) Project sponsored a study (performed by a team led by Pratt & Whitney) to define the potential 25-year future state required for integrated multiscale modeling of materials and systems (e.g., load-bearing structures) to accelerate the pace and reduce the expense of innovation in future aerospace and aeronautical systems. This talk will describe the findings of this 2040 Vision study (e.g., the 2040 vision state; the required interdependent core technical work areas, Key Element (KE); associated critical gaps and actions to close those gaps; and major recommendations). This roadmap is a community consensus document and is a result of over 450 professionals input obtain via: i) four society workshops (AIAA, NAFEMS, and two TMS), ii) community-wide survey, and iii) the establishment of 9 expert panels (one per key element) consisting on average 10 non-team members from academia, government and industry to review, update content, and prioritize gaps and actions. It is NASA's hope and desire that this roadmap provides the strategic guidance to both public and private research and development decision makers to make the proposed 2040 vision state a reality and thereby provide a significant advancement in the United States global competitiveness.

Multiscale Modeling↗
NASA NTRS2003

Fundamental Physics Changes in Response to Evolving NASA Needs

To continue growing as a discipline, we need to establish a new vision of where we are going that is consistent with today s physics, NASA s strategic plan, and the new OBPR direction. 1998 Roadmap focused exclusively on Physics, and did not worry about boundaries between OBPR and OSS. Updated Roadmap: Must incorporate some strategic research activities to be fully responsive to the current OBPR direction. Must capture the imagination of OBPR leadership, OMB, and Congress. Must delineate OBPR from the "beyond Einstein" program in OSS. Must address relevancy to Society explicitly. Status of the Roadmap development will be discussed after lunch today. Seeking community inputs and endorsement. Draft update targeted for June, final in August.

Israelsson, Ulf↗
NASA NTRS2006

Use of Virtual Mission Operations Center Technology to Achieve JPDO's Virtual Tower Vision

The Joint Program Development Office has proposed that the Next Generation Air Transportation System (NGATS) consolidate control centers. NGATS would be managed from a few strategically located facilities with virtual towers and TRACONS. This consolidation is about combining the delivery locations for these services not about decreasing service. By consolidating these locations, cost savings in the order of $500 million have been projected. Evolving to spaced-based communication, navigation, and surveillance offers the opportunity to reduce or eliminate much of the ground-based infrastructure cost. Dynamically adjusted airspace offers the opportunity to reduce the number of sectors and boundary inconsistencies; eliminate or reduce "handoffs;" and eliminate the distinction between Towers, TRACONS, and Enroute Centers. To realize a consolidation vision for air traffic management there must be investment in networking. One technology that holds great potential is the use of Virtual Mission Operations Centers to provide secure, automated, intelligent management of the NGATS. This paper provides a conceptual framework for incorporating VMOC into the NGATS.

Ivancic, William D.↗
NASA NTRSDate not supplied

Update on NASA’s ISRU Development and Mission Plans for the Artemis Program

In 2017, NASA initiated the Artemis program to send astronauts back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface. While much of NASA’s plans for the Artemis program currently focus on the Human Lunar Return and the ability for astronauts to explore the lunar surface for limited durations each year, the longer-term vision for the Artemis program is to enable sustained human exploration and commercial operations in cis-lunar space and the lunar surface. An important aspect of achieving this long-term vision, is to better understand and characterize the resources on the Moon and Mars and learn how to extract and use these resources. Known as In Situ Resource Utilization (ISRU), the identification, mapping, extraction, and processing of space resources has the potential to greatly reduce the cost and risk of human exploration. These are achieved by reducing what needs to be delivered from Earth and the dependency on these supplies, lowering costs through commercial operations, and expanding infrastructure for safer and more capable exploration and surface operations. To guide development of ISRU technologies and systems on the ground and demonstrate these capabilities on the Moon and Mars, the NASA Space Technology Mission Directorate (STMD) created and released the ISRU Envisioned Future Priorities (EFP) strategic plan in 2022 and updated it in 2023. While lunar ISRU technology development had already started, these publicly released strategic plans have been used to guide and prioritize technology development, and assess the progress in achieving the vision. Since the release of the ISRU EFP, there have been several significant activities/events that have occurred with respect to human lunar exploration, surface infrastructure, and ISRU. One was the release of the Artemis Architecture Definition Document Revision 1 that included ISRU as a sub-architecture. The second was the release of several STMD solicitations including the Announcement of Collaborative Opportunities (ACO) and Tipping Point (TP). The third was the release of a Request for Information for the Lunar Infrastructure Foundational Technology-1 (LIFT-1) mission with the primary objective of extracting oxygen from lunar regolith. The fourth was the release of STMD technology and capability Shortfalls, and the review, ranking by numerous stakeholders and individuals, and subsequent prioritization of the Shortfalls that will be utilized in future solicitation and development plans. This paper will provide an overview and status of on-going technology and system development activities, an update of ISRU into the Artemis campaign, an update on ISRU-related mission, and the impacts of the Shortfall prioritization.

NASA↗
NASA NTRSDate not supplied

Moon to Mars In Situ Resource Utilization (ISRU) Status Update

In 2017, NASA initiated the Artemis program to send astronauts back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface. While much of NASA’s plans for the Artemis program currently focus on the Human Lunar Return and the ability for astronauts to explore the lunar surface for limited durations each year, the longer-term vision for the Artemis program is to enable sustained human exploration and commercial operations in cis-lunar space and the lunar surface. An important aspect of achieving this long-term vision, is to better understand and characterize the resources on the Moon and Mars and learn how to extract and use these resources. Known as In Situ Resource Utilization (ISRU), the identification, mapping, extraction, and processing of space resources has the potential to greatly reduce the cost and risk of human exploration. These are achieved by reducing what needs to be delivered from Earth and the dependency on these supplies, lowering costs through commercial operations, and expanding infrastructure for safer and more capable exploration and surface operations. To guide development of ISRU technologies and systems on the ground and demonstrate these capabilities on the Moon and Mars, the NASA Space Technology Mission Directorate (STMD) created and released the ISRU Envisioned Future Priorities (EFP) strategic plan in 2022 and updated it in 2023. While lunar ISRU technology development had already started, these publicly released strategic plans have been used to guide and prioritize technology development, and assess the progress in achieving the vision. Since the release of the ISRU EFP, there have been several significant activities/events that have occurred with respect to human lunar exploration, surface infrastructure, and ISRU. This presentation will provide an overview and status of on-going technology and system development activities, an update of ISRU into the Artemis campaign, an update on ISRU-related activities.

NASA↗
NASA NTRS1994

Office of Space Science: Integrated technology strategy

This document outlines the strategy by which the Office of Space Science, in collaboration with the Office of Advanced Concepts and Technology and the Office of Space Communications, will meet the challenge of the national technology thrust. The document: highlights the legislative framework within which OSS must operate; evaluates the relationship between OSS and its principal stakeholders; outlines a vision of a successful OSS integrated technology strategy; establishes four goals in support of this vision; provides an assessment of how OSS is currently positioned to respond to the goals; formulates strategic objectives to meet the goals; introduces policies for implementing the strategy; and identifies metrics for measuring success. The OSS Integrated Technology Strategy establishes the framework through which OSS will satisfy stakeholder expectations by teaming with partners in NASA and industry to develop the critical technologies required to: enhance space exploration, expand our knowledge of the universe, and ensure continued national scientific, technical and economic leadership.

Huntress, Wesley T., Jr.↗
NASA NTRS2006

NASA Crew Launch Vehicle Overview

The US. Vision for Space Exploration, announced January 2004, outlines the National Aeronautics and Space Administration s (NASA) strategic goals and objectives. These include: 1) Flying the Shuttle as safely as possible until its retirement, not later than 2010. 2) Bringing a new Crew Exploration Vehicle (CEV) into service as soon as possible after Shuttle retirement. 3) Developing a balanced overall program of science, exploration, and aeronautics at NASA, consistent with the redirection of the human spaceflight program to focus on exploration. 4) Completing the International Space Station (ISS) in a manner consistent with international partner commitments and the needs of human exploration. 5) Encouraging the pursuit of appropriate partnerships with the emerging commercial space sector. 6) Establishing a lunar return program having the maximum possible utility for later missions to Mars and other destinations. Following the confirmation of the new NASA Administrator in April 2005, the Agency commissioned a team of aerospace subject matter experts from government and industry to perform the Exploration Systems Architecture Study (ESAS), which provided in-depth information for selecting the follow-on launch vehicle designs to enable these goals, The ESAS team analyzed a number of potential launch systems, with a focus on: (1) a human-rated launch vehicle for crew transport and (2) a heavy lift launch vehicle (HLLV) to carry cargo. After several months of intense study utilizing technical performance, budget, and schedule objectives, the results showed that the optimum architecture to meet the challenge of safe, reliable crew transport is a two-stage variant of the Space Shuttle propulsion system - utilizing the reusable Solid Rocket Booster (SRB) as the first stage, along with a new upper stage that uses a derivative of the RS-25 Space Shuttle Main Engine to deliver 25 metric tons to low-Earth orbit. The CEV that this new Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the Space Station and be capable of carrying crews back to lunar orbit and of supporting missions to Mars orbit. The HLLV system will utilize the Shuttle External Tank combined with SRBs. The focus of this paper is on the CLV system, giving an overview of plans and progress to date.

Dumbacher, Daniel L.↗
NASA NTRS2009

Stellar Imager (SI): Enhancements to the Mission Enabled by the Constellation Architecture (Ares I/Ares V)

Stellar Imager (SI) is a space-based, UV/Optical Interferometer (UVOI) with over 200x the resolution of HST. It will enable 0.1 milli-aresec 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 & 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. SI is a "Landmark-Discovery Mission" in 2005 Heliophysics Roadmap and a candidate UVOI in the 2006 Astrophysics Strategic Plan and is targeted for launch in the mid-2020's. It is a NASA Vision Mission and has been recommended for further study in a 2008 NRC report on missions potentially enabled/enhanced by an Ares V launch. In this paper, we discuss the science goals and required capabilities of SI, the baseline architecture of the mission assuming launch on one or more Delta rockets, and then the potential significant enhancements to the SI science and mission architecture that would be made possible by a launch in the larger volume Ares V payload fairing, and by servicing options under consideration in the Constellation program.

Carpenter, Kenneth G.↗
NASA NTRS2011

ISECG Mission Scenarios and Their Role in Informing Next Steps for Human Exploration Beyond Low Earth Orbit

The International Space Exploration Coordination Group (ISECG) was established in response to The Global Exploration Strategy (GES): The Framework for Coordination developed by fourteen space agencies* and released in May 2007. This GES Framework Document recognizes that preparing for human space exploration is a stepwise process, starting with basic knowledge and culminating in a sustained human presence in deep space. ISECG has developed several optional global exploration mission scenarios enabling the phased transition from human operations in Low Earth Orbit (LEO) and utilization of the International Space Station (ISS) to human missions beyond LEO leading ultimately to human missions to cis-lunar space, the Moon, Near Earth Asteroids, Mars and its environs. Mission scenarios provide the opportunity for judging various exploration approaches in a manner consistent with agreed international goals and strategies. Each ISECG notional mission scenario reflects a series of coordinated human and robotic exploration missions over a 25-year horizon. Mission scenarios are intended to provide insights into next steps for agency investments, following on the success of the ISS. They also provide a framework for advancing the definition of Design Reference Missions (DRMs) and the concepts for capabilities contained within. Each of the human missions contained in the scenarios has been characterized by a DRM which is a top level definition of mission sequence and the capabilities needed to execute that mission. While DRMs are generally destination focused, they will comprise capabilities which are reused or evolved from capabilities used at other destinations. In this way, an evolutionary approach to developing a robust set of capabilities to sustainably explore our solar system is defined. Agencies also recognize that jointly planning for our next steps, building on the accomplishments of ISS, is important to ensuring the robustness and sustainability of any human exploration plan. Developing a shared long-term vision is important, but agencies recognize this is an evolutionary process and requires consideration of many strategic factors. Strategic factors such as the implications of an emerging commercial space industry in LEO, the opportunity provided by extending ISS lifetime to at least 2020, and the importance of defining a plan which is sustainable in light of inevitable domestic policy shifts are timely for agency consideration.

Culbert, Christopher J.↗
NASA NTRS2019

Managing NASA Cybersecurity

Externally-focused, strategic presentation on how NASA's cybersecurity program aligns with NASA's overall mission and its vision for information technology. Presentation also touches on challenges to cybersecurity implementation, as well as noting publicly-reported improvements to NASA's cybersecurity program.

Cybersecurity↗
NASA NTRS2006

NASA Crew and Cargo Launch Vehicle Development Approach Builds on Lessons from Past and Present Missions

The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.

Dumbacher, Daniel L.↗
NASA NTRS2006

NASA Crew Launch Vehicle Approach Builds on Lessons from Past and Present Missions

The United States Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with a new human-rated system suitable for missions to the Moon and Mars. The Crew Exploration Vehicle (CEV) that the new Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station and be capable of carrying crews back to lunar orbit and of supporting missions to Mars orbit. NASA is using its extensive experience gained from past and ongoing launch vehicle programs to maximize the CLV system design approach, with the objective of reducing total lifecycle costs through operational efficiencies. To provide in-depth data for selecting this follow-on launch vehicle, the Exploration Systems Architecture Study was conducted during the summer of 2005, following the confirmation of the new NASA Administrator. A team of aerospace subject matter experts used technical, budget, and schedule objectives to analyze a number of potential launch systems, with a focus on human rating for exploration missions. The results showed that a variant of the Space Shuttle, utilizing the reusable Solid Rocket Booster as the first stage, along with a new upper stage that uses a derivative of the RS-25 Space Shuttle Main Engine to deliver 25 metric tons to low-Earth orbit, was the best choice to reduce the risks associated with fielding a new system in a timely manner. The CLV Project, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operation of this new human-rated system. The CLV Project works closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch system . leveraging a wealth of lessons learned from Shuttle operations. The CL V is being designed to reduce costs through a number of methods, ranging from validating requirements to conducting trades studies against the concept design. Innovations such as automated processing will build on lessons learned from the Shuttle, other launch systems, Department of Defense operations experience, and subscale flight tests such as the Delta Clipper-Experimental Advanced (DCXA) vehicle operations that utilized minimal touch labor, automated cryogen ic propellant loading , and an 8-hour turnaround for a cryogenic propulsion system. For the CLV, the results of hazard analyses are contributing to an integrated vehicle health monitoring system that will troubleshoot anomalies and determine which ones can be solved without human intervention. Such advances will help streamline the mission operations process for pilots and ground controllers alike. In fiscal year 2005, NASA invested approximately $4.5 billion of its $16 bill ion budget on the Space Shuttle. The ultimate goal of the CLV Project is to deliver a safe, reliable system designed to minimize lifecycle costs so that NASA's budget can be invested in missions of scientific discovery. Lessons learned from developing the CLV will be applied to the growth path for future systems, including a heavy lift launch vehicle.

Dumbacher, Daniel L.↗
NASA NTRS2014

Space Architecture: The Role, Work and Aptitude

Space architecture has been an emerging discipline for at least 40 years. Has it arrived? Is space architecture a legitimate vocation or an avocation? If it leads to a job, what do employers want? In 2002, NASA Headquarters created a management position for a space architect whose job was to "lead the development of strategic architectures and identify high level requirements for systems that will accomplish the Nation's space exploration vision." This is a good job description with responsibility at the right level in NASA, but unfortunately, the office was discontinued two years later. Even though there is no accredited academic program or professional licensing for space architecture, there is a community of practitioners. They are civil servants, contractors and academicians supporting International Space Station and space exploration programs. In various ways, space architects currently contribute to human spaceflight, but there is a way for the discipline to be more effective in developing solutions to large scale complex problems. This paper organizes contributions from engineers, architects and psychologists into recommendations on the role of space architects in the organization, the process of creating and selecting options, and intrinsic personality traits including why they must have a high tolerance for ambiguity.

Griffin, Brand↗