Planning and development of lunar bases.
Lunar bases planning and development, noting parallel with Antarctic exploration missions
LUNAR EXPLORATION↗
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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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Payload planning information development study
The results of the Payload Planning Information Sheets Development Study were summarized. The two payload planning questionnaires that were developed in this study are included.
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Turnaround operations analysis for OTV. Volume 2: Detailed technical report
The objectives and accomplishments were to adapt and apply the newly created database of Shuttle/Centaur ground operations. Previously defined turnaround operations analyses were to be updated for ground-based OTVs (GBOTVs) and space-based OTVs (SBOTVs), design requirements identified for both OTV and Space Station accommodations hardware, turnaround operations costs estimated, and a technology development plan generated to develop the required capabilities. Technical and programmatic data were provided for NASA pertinent to OTV round and space operations requirements, turnaround operations, task descriptions, timelines and manpower requirements, OTV modular design and booster and Space Station interface requirements. SBOTV accommodations development schedule, cost and turnaround operations requirements, and a technology development plan for ground and space operations and space-based accommodations facilities and support equipment. Significant conclusion are discussed.
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Center Planning and Development Student Engineer
This fall I was the Student Trainee (Engineering) Pathways Intern (co-op) at the Kennedy Space Center (KSC) in the Center Planning Development (CPD) Directorate. CPD works with commercial companies who are interested using KSCs unique capabilities in spaceflight, spacecraft processing, ground systems and Research Development (RD) projects that fall in line with NASAs mission and goals. CPD is divided into four (4) groups: (1) AD-A, which works on the Master Planning for center, (2) AD-B (where I am), which works on project management and integration, (3) AD-C, which works on partnership development, and (4) AD-T, which works on the RD aspects of partnerships. CPDs main goal is to one day make KSC the worlds largest spaceport and maintain the center as a leader in space exploration. CPD is a very diverse group with employees having a wide knowledge of not only the Space Shuttle, but also that of the Apollo era. Our director of CPD, Scott Colloredo, is on the advisory board for Commercial Space Operations (CSO) and has a degree at ERAU. I worked on a number of different tasks for AD-B, as well as CPD, that includes, but not limited to: reviewing and reissuing engineering drawings from the Apollo and Shuttle eras, to supporting NASA rocket launches (MAVEN), and working on actual agreementsproposals that will be used in the partnership process with multiple partners. Most of the work I have done is sensitive information and cannot be disclosed.
engineering↗
Center Planning and Development Student Engineer at KSC
This summer I was the Student Trainee (Engineering) Pathways Intern (co-op) at the Kennedy Space Center (KSC) in the Center Planning & Development (CPD) Directorate. CPD works with commercial companies who are interested in using KSC's unique capabilities for spaceflight, spacecraft processing, ground systems and Research & Development (R&D) projects that fall in line with NASA's Mission and Vision. CPD is divided into three (3) groups: (1) AD-A, which works on the Master Planning for the center, (2) AD-B (where I am), which works on project control, management and integration, and (3) AD-C, which works on partnership development. CPD's main goal is to make KSC the world's preeminent multi-user spaceport and maintain the center as a leader in space exploration. CPD is a very diverse group of employees having a wide knowledge of not only the Space Shuttle, but also Expendable Launch Vehicles (ELV). The director of CPD, Scott Colloredo, is on the advisory board for Commercial Space Operations (CSO) and has a degree from ERAU. I worked on a number of different tasks for AD-B, as well as CPD, that includes, but not limited to: reviewing and reissuing engineering documents, weekly notes for CPD and senior management, engineering familiarizations with facilities at KSC, leading a tour for the Embry-Riddle Aeronautical University Career Services office, and working on actual agreements/proposals that will be used in the partnership process with multiple partners, along with other projects. Most of the work I have done is sensitive information and cannot be disclosed.
Engineer↗
V/STOL propulsion control analysis: Phase 2, task 5-9
Typical V/STOL propulsion control requirements were derived for transition between vertical and horizontal flight using the General Electric RALS (Remote Augmented Lift System) concept. Steady-state operating requirements were defined for a typical Vertical-to-Horizontal transition and for a typical Horizontal-to-Vertical transition. Control mode requirements were established and multi-variable regulators developed for individual operating conditions. Proportional/Integral gain schedules were developed and were incorporated into a transition controller with capabilities for mode switching and manipulated variable reassignment. A non-linear component-level transient model of the engine was developed and utilized to provide a preliminary check-out of the controller logic. An inlet and nozzle effects model was developed for subsequent incorporation into the engine model and an aircraft model was developed for preliminary flight transition simulations. A condition monitoring development plan was developed and preliminary design requirements established. The Phase 1 long-range technology plan was refined and restructured toward the development of a real-time high fidelity transient model of a supersonic V/STOL propulsion system and controller for use in a piloted simulation program at NASA-Ames.
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Formulation of consumables management models. Volume 1: Mission planning
Development of an STS (Space Transportation System) interactive computer program MPP (Mission Planning Processor) working model was conducted. A summary of the computer program development and those supporting tasks conducted is presented. Development of the MPP Computer Program is discussed. This development was supported by several parallel tasks. These tasks either directly supported the program development, or provided information for future application and/or modification to the program in relation to the flight planning and flight operations of the STS and advanced spacecraft. The supporting tasks also included development of a Space Station MPP to demonstrate the applicability of the analytical methods developed under this RTOP to more advanced spacecraft than the STS.
Torian, J. G.↗
Program plan to develop airworthiness standards for STOL aircraft
A program plan to develop criteria for airworthiness standards for STOL transport aircraft is presented. Initially, three different STOL concepts are to be examined with a goal to arrive at a generalized set of standards. The Breguet 941 deflected-slipstream STOL has been initially evaluated on a piloted motion simulator and in flight. Confidence in establishing criteria for airworthiness standards for STOL transport aircraft has been obtained from these studies.
Cayot, J. E.↗
Servicers system demonstration plan and capability development
A plan for the demonstration of the exchange of Multi-Mission Modular Spacecraft (MMS) modules using the servicer mechanism Engineering Test Unit (ETU) was prepared and executed. The plan included: establishment of requirements, conceptual design, selection of MMS spacecraft mockup configuration, selection of MMS module mockup configuration, evaluation of adequacy of ETU load capability, and selection of a stowage rack arrangement. The MMS module exchange demonstration mockup equipment was designed, fabricated, checked out, shipped, installed, and demonstrated.
Bulboaca, M. A.↗
Post-test navigation data analysis techniques for the shuttle ALT
Postflight test analysis data processing techniques for shuttle approach and landing tests (ALT) navigation data are defined. Postfight test processor requirements are described along with operational and design requirements, data input requirements, and software test requirements. The postflight test data processing is described based on the natural test sequence: quick-look analysis, postflight navigation processing, and error isolation processing. Emphasis is placed on the tradeoffs that must remain open and subject to analysis until final definition is achieved in the shuttle data processing system and the overall ALT plan. A development plan for the implementation of the ALT postflight test navigation data processing system is presented. Conclusions are presented.
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The 1977 WARC on broadcasting satellites - Spectrum management aspects and implications
Broadcasting satellites are allocated as a primary service in the band 11.7-12.2 GHz (11.7-12.5 GHz in Europe, Africa, and the USSR), but the band is also allocated on a primary basis (equal sharing) to other services - fixed, mobile, broadcasting, and fixed satellite. Presented with these difficult sharing situations, delegates from over 100 countries met at an ITU World Administrative Radio Conference in 1977 to develop a plan for broadcasting satellites. Many nations wanted a plan that would assign to them now, reserved orbital locations and channel asignments for their future use. Other countries wanted a plan adopted now for future broadcasting satellites which assigned specific channels to specific areas on the ground so that they could use the remaining frequencies to provide terrestrial service right away. This paper describes the 'Plan' developed at the conference and points out how the principles of spectrum management were employed. It also discusses the implications for future international management of the spectrum growing out of this meeting.
Gould, R. G.↗
Turnaround operations analysis for OTV. Volume 1: Executive summary
Anaylses performed for ground processing, both expendable and reusable ground-based Orbital Transfer Vehicles (OTVs) launched on the Space Transportation System (STS), a reusable space-based OTV (SBOTV) launched on the STS, and a reusable ground-based OTV (GBOTV) launched on an unmanned cargo vehicle and recovered by the Orbiter are summarized. Also summarized are the analyses performed for space processing the reusable SBOTV at the Space Station in low Earth orbit (LEO) as well as the maintenance and servicing of the SBOTV accommodations at the Space Station. In addition, the candidate OTV concepts, design and interface requirements, and the Space Station design, support, and interface requirements are summarized. A development schedule and associated costs for the required SBOTV accommodations at the Space Station are presented. Finallly, the technology development plan to develop the capability to process both GBOTVs and SBOTVs are summarized.
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Flashline Mars Arctic Research Station (FMARS) 2009 Expedition Crew Perspectives
The Flashline Mars Arctic Research Station (FMARS), located on the rim of the Haughton Crater on Devon Island in the Canadian Arctic, is a simulated Mars habitat that provides operational constraints similar to those which will be faced by future human explorers on Mars. In July 2009, a six-member crew inhabited the isolated habitation module and conducted the twelfth FMARS mission. The crew members conducted frequent EVA operations wearing mock space suits to conduct field experiments under realistic Mars-like conditions. Their scientific campaign spanned a wide range of disciplines and included many firsts for Mars analog research. Among these are the first use of a Class IV medical laser during a Mars simulation, helping to relieve crew stress injuries during the mission. Also employed for the first time in a Mars simulation at FMARS, a UAV (Unmanned Aerial Vehicle) was used by the space-suited explorers, aiding them in their search for mineral resources. Sites identified by the UAV were then visited by geologists who conducted physical geologic sampling. For the first time, explorers in spacesuits deployed passive seismic equipment to monitor earthquake activity and characterize the planet's interior. They also conducted the first geophysical electromagnetic survey as analog Mars pioneers to search for water and characterize geological features under the surface. The crew collected hydrated minerals and attempted to produce drinkable water from the rocks. A variety of equipment was field tested as well, including new cameras that automatically geotag photos, data-recording GPS units, a tele-presence rover (operated from Florida), as well as MIT-developed mission planning software. As plans develop to return to the Moon and go on to Mars, analog facilities like FMARS can provide significant benefit to NASA and other organizations as they prepare for robust human space exploration. The authors will present preliminary results from these studies as well as their perspectives on topics including human factors, logistics, EVA operations, and the use of social media throughout the mission.
Cusack, Stacy↗
Commercial Aircraft Integrated Vehicle Health Management Study
Statistical data and literature from academia, industry, and other government agencies were reviewed and analyzed to establish requirements for fixture work in detection, diagnosis, prognosis, and mitigation for IVHM related hardware and software. Around 15 to 20 percent of commercial aircraft accidents between 1988 and 2003 involved inalftfnctions or failures of some aircraft system or component. Engine and landing gear failures/malfunctions dominate both accidents and incidents. The IVI vl Project research technologies were found to map to the Joint Planning and Development Office's National Research and Development Plan (RDP) as well as the Safety Working Group's National Aviation Safety Strategic. Plan (NASSP). Future directions in Aviation Technology as related to IVHlvl were identified by reviewing papers from three conferences across a five year time span. A total of twenty-one trend groups in propulsion, aeronautics and aircraft categories were compiled. Current and ftiture directions of IVHM related technologies were gathered and classified according to eight categories: measurement and inspection, sensors, sensor management, detection, component and subsystem monitoring, diagnosis, prognosis, and mitigation.
Reveley, Mary S.↗
Subsonic Ultra Green Aircraft Research Phase II: N+4 Advanced Concept Development
This final report documents the work of the Boeing Subsonic Ultra Green Aircraft Research (SUGAR) team on Task 1 of the Phase II effort. The team consisted of Boeing Research and Technology, Boeing Commercial Airplanes, General Electric, and Georgia Tech. Using a quantitative workshop process, the following technologies, appropriate to aircraft operational in the N+4 2040 timeframe, were identified: Liquefied Natural Gas (LNG), Hydrogen, fuel cell hybrids, battery electric hybrids, Low Energy Nuclear (LENR), boundary layer ingestion propulsion (BLI), unducted fans and advanced propellers, and combinations. Technology development plans were developed.
Bradley, Marty K.↗
Lessons Learned In Developing Multiple Distributed Planning Systems for the International Space Station
The planning processes for the International Space Station (ISS) Program are quite complex. Detailed mission planning for ISS on-orbit operations is a distributed function. Pieces of the on-orbit plan are developed by multiple planning organizations, located around the world, based on their respective expertise and responsibilities. The "pieces" are then integrated to yield the final detailed plan that will be executed onboard the ISS. Previous space programs have not distributed the planning and scheduling functions to this extent. Major ISS planning organizations are currently located in the United States (at both the NASA Johnson Space Center (JSC) and NASA Marshall Space Flight Center (MSFC)), in Russia, in Europe, and in Japan. Software systems have been developed by each of these planning organizations to support their assigned planning and scheduling functions. Although there is some cooperative development and sharing of key software components, each planning system has been tailored to meet the unique requirements and operational environment of the facility in which it operates. However, all the systems must operate in a coordinated fashion in order to effectively and efficiently produce a single integrated plan of ISS operations, in accordance with the established planning processes. This paper addresses lessons learned during the development of these multiple distributed planning systems, from the perspective of the developer of one of the software systems. The lessons focus on the coordination required to allow the multiple systems to operate together, rather than on the problems associated with the development of any particular system. Included in the paper is a discussion of typical problems faced during the development and coordination process, such as incompatible development schedules, difficulties in defining system interfaces, technical coordination and funding for shared tools, continually evolving planning concepts/requirements, programmatic and budget issues, and external influences. Techniques that mitigated some of these problems will also be addressed, along with recommendations for any future programs involving the development of multiple planning and scheduling systems. Many of these lessons learned are not unique to the area of planning and scheduling systems, so may be applied to other distributed ground systems that must operate in concert to successfully support space mission operations.
Maxwell, Theresa G.↗
Lessons Learned in Developing Multiple Distributed Planning Systems for the International Space Station
The planning processes for the International Space Station (ISS) Program are quite complex. Detailed mission planning for ISS on-orbit operations is a distributed function. Pieces of the on-orbit plan are developed by multiple planning organizations, located around the world, based on their respective expertise and responsibilities. The pieces are then integrated to yield the final detailed plan that will be executed onboard the ISS. Previous space programs have not distributed the planning and scheduling functions to this extent. Major ISS planning organizations are currently located in the United States (at both the NASA Johnson Space Center (JSC) and NASA Marshall Space Flight Center (MSFC)), in Russia, in Europe, and in Japan. Software systems have been developed by each of these planning organizations to support their assigned planning and scheduling functions. Although there is some cooperative development and sharing of key software components, each planning system has been tailored to meet the unique requirements and operational environment of the facility in which it operates. However, all the systems must operate in a coordinated fashion in order to effectively and efficiently produce a single integrated plan of ISS operations, in accordance with the established planning processes. This paper addresses lessons learned during the development of these multiple distributed planning systems, from the perspective of the developer of one of the software systems. The lessons focus on the coordination required to allow the multiple systems to operate together, rather than on the problems associated with the development of any particular system. Included in the paper is a discussion of typical problems faced during the development and coordination process, such as incompatible development schedules, difficulties in defining system interfaces, technical coordination and funding for shared tools, continually evolving planning concepts/requirements, programmatic and budget issues, and external influences. Techniques that mitigated some of these problems will also be addressed, along with recommendations for any future programs involving the development of multiple planning and scheduling systems. Many of these lessons learned are not unique to the area of planning and scheduling systems, so may be applied to other distributed ground systems that must operate in concert to successfully support space mission operations.
Maxwell, Theresa G.↗
Develop a plan for establishing global aerosol backscatter coefficient data base
A potential improvement on measuring atmospheric winds by using a coherent Doppler system has led to a need for detailed knowledge concerning the aerosol backscattering characteristics, especially at CO2 wavelengths. In order to meet this requirement, a plan of study has been developed to establish a global data base of atmospheric aerosol backscattering coefficients.
Chang, Ho-Pen↗