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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 127 records · Page 7
All sourcesNASA NTRSDOE OSTI
NASA NTRS2012

NASA Space Launch System Operations Strategy

The National Aeronautics and Space Administration s (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is charged with delivering a new capability for human and scientific exploration beyond Earth orbit (BEO). The SLS may also provide backup crew and cargo services to the International Space Station, where astronauts have been training for long-duration voyages to destinations such as asteroids and Mars. For context, the SLS will be larger than the Saturn V, providing 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The SLS Program knows that affordability is the key to sustainability. This paper will provide an overview of its operations strategy, which includes initiatives to reduce both development and fixed costs by using existing hardware and infrastructure assets to meet a first launch by 2017 within the projected budget. It also has a long-range plan to keep the budget flat using competitively selected advanced technologies that offer appropriate return on investment. To arrive at the launch vehicle concept, the SLS Program conducted internal engineering and business studies that have been externally validated by industry and reviewed by independent assessment panels. A series of design reference missions has informed the SLS operations concept, including launching the Orion Multi-Purpose Crew Vehicle (MPCV) on an autonomous demonstration mission in a lunar flyby scenario in 2017, and the first flight of a crew on Orion for a lunar flyby in 2021. Additional concepts address the processing of very large payloads, using a series of modular fairings and adapters to flexibly configure the rocket for the mission. This paper will describe how the SLS, Orion, and Ground Systems Development and Operations (GSDO) programs are working together to create streamlined, affordable operations for sustainable exploration for decades to come.

Singer, Joan A.↗
NASA NTRS2012

NASA Space Launch System Operations Strategy

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is charged with delivering a new capability for human and scientific exploration beyond Earth orbit. The SLS also will provide backup crew and cargo services to the International Space Station, where astronauts have been training for long-duration voyages to destinations such as asteroids and Mars. For context, the SLS will be larger than the Saturn V, providing 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130 t configuration. The SLS Program knows that affordability is the key to sustainability. This paper will provide an overview of its operations strategy, which includes initiatives to reduce both development and fixed costs by using existing hardware and infrastructure assets to meet a first launch by 2017 within the projected budget. It also has a long-range plan to keep the budget flat using competitively selected advanced technologies that offer appropriate return on investment. To arrive at the launch vehicle concept, the SLS Program conducted internal engineering and business studies that have been externally validated by industry and reviewed by independent assessment panels. A series of design reference missions has informed the SLS operations concept, including launching the Orion Multi-Purpose Crew Vehicle on an autonomous demonstration mission in a lunar flyby scenario in 2017, and the first flight of a crew on Orion for a lunar flyby in 2021. Additional concepts address the processing of very large payloads, using a series of modular fairings and adapters to flexibly configure the rocket for the mission. This paper will describe how the SLS, Orion, and 21st Century Ground Systems programs are working together to create streamlined, affordable operations for sustainable exploration.

Singer, Joan A.↗
NASA NTRS1971

Atlas/Centaur-26 Intelsat 4 (F3) operations summary

The design, development, and deployment of the Intelsat 4 satellite are discussed. Subjects considered are : (1) mission objective, (2) mission plan, (3) launch operations, (4) post launch operations, (5) communications equipment, and (6) test operations. Illustrations are provided to show the configuration of the satellite and launch vehicle and the operations intercommunication system network.

Source record↗
NASA NTRS2007

Space Technology 5 Launch and Operations

The three spacecraft that made up the Space Technology 5 (ST5) mission were successfully launched and deployed from their Pegasus launch vehicle on March 22, 2006. Final contact with the spacecraft occurred on June 30, 2006, with all Level 1 requirements met. By the end of the mission, all ST5 technologies had been validated, all on-board attitude control system (ACS) modes had been successfully demonstrated, and the desired constellation configurations had been achieved to demonstrate the ability of small spacecraft to take quality science measurements, However, during those 100 days (ST5 was planned to be a 90-day mission), there were a number of anomalies that made achieving the mission goals very challenging. This paper will discuss: the chronology of the ST5 launch and early operations, work performed to diagnose and work-around a sun sensor anomaly, spacecraft tests devised to demonstrate correct operation of all onboard ACS modes, the maneuver plan performed to achieve the desired constellation, investigations performed by members of the ST5 GN&C and Science teams of an anomalous spin down condition, and the end-of-life orbit and passivating operations performed on the three spacecraft.

O'Donnell, James R.↗
NASA NTRS2018

Numerical Challenges in Cassini Maneuver Operations

Launched in 1997 to observe Saturn and its system, Cassini successfully entered Saturn orbit in 2004 and impacted the planet on September 15, 2017 after 22 orbits each skimming over Saturn’s cloud tops. The Cassini mission represents the most complex gravity-assist trajectory ever flown. As such, the Flight Path Control team encountered many difficulties along the way, resulting in a continuously evolving maneuver process. In this paper, we focus on the challenges presented by the well-known singularities in the transfer problem and the unexpected numerical instabilities in state propagations through flybys, maneuver algorithm convergence issues, and orbital element targeting difficulties.

Hahn, Yungsun↗
NASA NTRS1996

GOES-8 and -9 mission launch and operations support overview

The new series of geosynchronous operational environmental satellite (GOES) missions, GOES-8 and GOES-9, provide greater instrument coverage flexibility and greater resolution than previous GOES spinners. This added flexibility and the three-axis stabilized operating mode results in control system of increased complexity: almost 5000 real-time commands are sent daily to the satellites compared to 200 commands per day for GOES-7. These advanced technologies present new challenges to the NASA operations support personnel. In order to prepare for launching, post-launch tests and in-orbit operations, a mission planning scheme was developed in order to assure the flight system command and the systems' health monitoring. The mission operations approaches are reviewed together with the associated philosophies and the operation tools developed to assist the personnel in performing complex routine and special operation tasks.

McCuistion, D.↗
NASA NTRS1985

Orbital transfer vehicle concept definition and system analysis study, 1985. Volume 2: OTV concept definition and evaluation. Book 4: Operations

The benefits of the reusable Space Shuttle and the advent of the new Space Station hold promise for increasingly effective utilization of space by the scientific and commercial as well as military communities. A high energy reusable oribital transfer vehicle (OTV) represents an additional capability which also exhibits potential for enhancing space access by allowing more ambitious missions and at the same time reducing launch costs when compared to existing upper stages. This section, Vol. 2: Book 4, covers launch operations and flight operations. The launch operations section covers analyses of ground based and space based vehicles, launch site facilities, logistics requirements, propellant loading, space based maintenance and aft cargo carrier access options. The flight operations sections contain summary descriptions of ground based and space based OTV missions, operations and support requirements, and a discussion of fleet implications.

Mitchell, Jack C.↗
NASA NTRS1988

Launch vehicle operations cost reduction through artificial intelligence techniques

NASA's Kennedy Space Center has attempted to develop AI methods in order to reduce the cost of launch vehicle ground operations as well as to improve the reliability and safety of such operations. Attention is presently given to cost savings estimates for systems involving launch vehicle firing-room software and hardware real-time diagnostics, as well as the nature of configuration control and the real-time autonomous diagnostics of launch-processing systems by these means. Intelligent launch decisions and intelligent weather forecasting are additional applications of AI being considered.

Davis, Tom C., Jr.↗
NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi- Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the lifecycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reach-back support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-of-the-art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗
NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi-Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the life-cycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reachback support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-ofthe- art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗
NASA NTRS2015

Launch COLA Operations: An Examination of Data Products, Procedures, and Thresholds

NASA GSFC and KSC, acting in response to headquarters NASA direction, performed a year-long study of launch collision avoidance (LCOLA) operations in order to determine and recommend best risk assessment and mitigation practices. The following condenses the findings and recommendations of the study into one short summary, a more expanded version of which appears as Section 10.

Launch COLA Operations: Revision A (12 JAN 2014)↗
NASA NTRS1971

NASA, John F. Kennedy Space Center environmental impact statement

The probable total impact of the John F. Kennedy Space Center (KSC) operations on the environment is discussed in terms of launch operations emissions and environmental quality. A schedule of planned launches through 1973 is included with a description of the systems for eliminating harmful emissions during launch operations. The effects of KSC on wild life and environmental quality are discussed along with the irreversible and irretrievable commitments of natural resources.

Source record↗
NASA NTRS1989

Orbit and attitude determination results during launch support operations for SBS-5

Presented are orbit and attitude determination results from the launch of Satellite Business Systems (SBS)-5 satellite on September 8, 1988 by Arianespace. SBS-5 is a (HS-376) spin stabilized spacecraft. The launch vehicle injected the spacecraft into a low inclination transfer orbit. Apogee motor firing (AMF) attitude was achieved with trim maneuvers. An apogee kick motor placed the spacecraft into drift orbit. Postburn, reorientation and spindown maneuvers were performed during the next 25 hours. The spacecraft was on-station 19 days later. The orbit and attitude were determined by both an extended Kalman filter and a weighted least squares batch processor. Although the orbit inclination was low and the launch was near equinox, post-AMF analysis indicated an attitude declination error of 0.034 deg., resulting in a saving of 8.5 pounds of fuel. The AMF velocity error was 0.4 percent below nominal. The post-AMF drift rate was determined with the filter only 2.5 hours after motor firing. The filter was used to monitor and retarget the reorientation to orbit normal in real time.

Hartman, K. R.↗
NASA NTRS1983

Designing for a new era of launch vehicle operational efficiency

It is pointed out that early recognition of operational requirements and assessment of their effects provides the best chance of designing an economically viable future space transportation system (FSTS). Operational factors which may influence configuration design include fleet size, operation mode, refurbishment, and the resource requirements. FTST has a simplified operational role compared to the Space Shuttle, which, in addition to transportation, must perform experiments, support payloads, and stay long on orbit. In the future a space station will perform many of these tasks. The FSTS comprises a two-stage fully reusable launch vehicle designed to carry 150,000 lb to a space station, off-load, and return. It would always be launched fully loaded, and its cargo would be processed and redistributed at the space station. Attention is given to ground servicing, flight operations, rendezvous-compatible orbits, launch windows, standard trajectories, entry windows, operational costs, the mission model, and resource requirements.

Talay, T. A.↗
NASA NTRS2006

The Road to Launch and Operations of the Spitzer Space Telescope

This paper describes how the project was able to overcome these stumbling blocks along with changes in philosophies, experiences, and lessons learned. It will describe how projects must invest early or else heavily later in the development phase to achieve a successful operations phase. The result for the Spitzer Space Telescope was a successful launch of the observatory followed by an extremely successful In Orbit Checkout/Science Verification phase and a subsequent successful operational phase.

Spitzer↗