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NASA NTRS2008

Reaching for the APEX at Ames

The multidimensional design of the APEX program is the result of an extensive research and development effort dating back nearly a decade. "In the late 1990s and early 2000, we were pretty successful at getting new research and technology projects here at the center," Johnson says, "and we had a lack of critical mass of project managers. We were taking people who were primarily researchers and putting them in the position of managing projects." Smith and Johnson held a series of workshops across the center during 2000 and 2001 to gather feedback about how to address this issue. When they briefed the center's senior management on their findings, one of the top recommendations was to establish a project manager development program at Ames. At that point, they cast a wide net for ideas and information. "We did centerwide needs assessment, we did focus groups, we did surveys," Smith says. "We came up with a proposal for what a program would look like, tying in what we knew about the Academy of Program1 Project Leadership (now the Academy for Program/Project and Engineering Leadership, or APPEL), what we've seen at other centers, what other centers have tried. We were always checking to make sure our program mapped to APPEL. We also looked at the PMI [Project Management Institute] model, INCOSE [International Council on Systems Engineering], CMMI [Capability Maturity Model Integration], you name it." "We had a lot of conversations with the Jet Propulsion Lab and Goddard," Johnson adds. "We saw those centers as models for what Ames was aspiring to be in terms of a center for managing space flight missions." Their research confirmed what they already knew-that strong practitioner involvement would be critical to their program design process. 'XPEX is for the practitioner by the practitioner," Smith says. "They have to be a part of designing it. Otherwise there's no way we could design a program that meets their needs." At the same time that they worked at the grassroots level, they also solicited feedback from the center's senior management. "We recognized that in order for anything to succeed here, we needed to have a champion at the center management level," Johnson said. "You have to have champions, and you have to listen to what the senior managers are saying. They have their own ideas." In the case of APEX, one of those ideas fundamentally reshaped the program. "When we originally started, it was a project management development program," Johnson says, "but in our meeting with our center director, he said, 'Project management is important, but we also need to strengthen our systems engineering.' So we basically added that component to the program based on what he wanted."

Kohut, Matthew↗
NASA NTRS2008

NASA Aeronautics Research: An Assessment

The U.S. air transportation system is vital to the economic well-being and security of the United States. To support continued U.S. leadership in aviation, Congress and NASA requested that the National Research Council undertake a decadal survey of civil aeronautics research and technology (R&T) priorities that would help NASA fulfill its responsibility to preserve U.S. leadership in aeronautics technology. In 2006, the National Research Council published the Decadal Survey of Civil Aeronautics. That report presented a set of six strategic objectives for the next decade of aeronautics R&T, and it described 51 high-priority R&T challenges--characterized by five common themes--for both NASA and non-NASA researchers. The National Research Council produced the present report, which assesses NASA's Aeronautics Research Program, in response to the National Aeronautics and Space Administration Authorization Act of 2005 (Public Law 109-155). This report focuses on three sets of questions: 1. How well does NASA's research portfolio implement appropriate recommendations and address relevant high-priority research and technology challenges identified in the Decadal Survey of Civil Aeronautics? If gaps are found, what steps should be taken by the federal government to eliminate them? 2. How well does NASA's aeronautics research portfolio address the aeronautics research requirements of NASA, particularly for robotic and human space exploration? How well does NASA's aeronautics research portfolio address other federal government department/agency non-civil aeronautics research needs? If gaps are found, what steps should be taken by NASA and/or other parts of the federal government to eliminate them? 3. Will the nation have a skilled research workforce and research facilities commensurate with the requirements in (1) and (2) above? What critical improvements in workforce expertise and research facilities, if any, should NASA and the nation make to achieve the goals of NASA's research program? This report continues the good work begun by the Decadal Survey of Civil Aeronautics, and it expands that work to consider in more depth NASA aeronautics research issues related to the space program, non-civil applications, workforce, and facilities.

Source record↗
NASA NTRS2009

United States Human Access to Space, Exploration of the Moon and Preparation for Mars Exploration

In the past, men like Leonardo da Vinci and Jules Verne imagined the future and envisioned fantastic inventions such as winged flying machines, submarines, and parachutes, and posited human adventures like transoceanic flight and journeys to the Moon. Today, many of their ideas are reality and form the basis for our modern world. While individual visionaries like da Vinci and Verne are remembered for the accuracy of their predictions, today entire nations are involved in the process of envisioning and defining the future development of mankind, both on and beyond the Earth itself. Recently, Russian, European, and Chinese teams have all announced plans for developing their own next generation human space vehicles. The Chinese have announced their intention to conduct human lunar exploration, and have flown three crewed space missions since 2003, including a flight with three crew members to test their extravehicular (spacewalking) capabilities in September 2008. Very soon, the prestige, economic development, scientific discovery, and strategic security advantage historically associated with leadership in space exploration and exploitation may no longer be the undisputed province of the United States. Much like the sponsors of the seafaring explorers of da Vinci's age, we are motivated by the opportunity to obtain new knowledge and new resources for the growth and development of our own civilization. NASA's new Constellation Program, established in 2005, is tasked with maintaining the United States leadership in space, exploring the Moon, creating a sustained human lunar presence, and eventually extending human operations to Mars and beyond. Through 2008, the Constellation Program developed a full set of detailed program requirements and is now completing the preliminary design phase for the new Orion Crew Exploration Vehicle (CEV), the Ares I Crew Launch Vehicle, and the associated infrastructure necessary for humans to explore the Moon. Component testing is well underway, and integrated flight testing will begin in 2009. This white paper summarizes 3 years of Constellation Program progress and accomplishments, and it describes the foundation set for human lunar return in 2020.

Rhatigan, Jennifer L.↗
NASA NTRS2010

Information Technology Research Services: Powerful Tools to Keep Up with a Rapidly Moving Field

Marty firms offer Information Technology Research reports, analyst calls, conferences, seminars, tools, leadership development, etc. These entities include Gartner, Forrester Research, IDC, The Burton Group, Society for Information Management, 1nfoTech Research, The Corporate Executive Board, and so on. This talk will cover how a number of such services are being used at the Goddard Space Flight Center to improve our IT management practices, workforce skills, approach to innovation, and service delivery. These tools and services are used across the workforce, from the executive leadership to the IT worker. The presentation will cover the types of services each vendor provides and their primary engagement model. The use of these services at other NASA Centers and Headquarters will be included. In addition, I will explain how two of these services are available now to the entire NASA IT workforce through enterprise-wide subscriptions.

Hunter, Paul↗
NASA NTRS2010

Highlights from 10 Years of NASA/KNMI/FMI Collaboration on UV Remote Sensing from Space

The first joint meeting between NASA, KNMI and FMI scientists was held on 13 & 14 June, 2000, almost exactly 10 years ago. NASA had recently selected 14 US scientists to work on instrument calibration, science algorithms, and validation activities related to the Ozone Monitoring Instrument (OMI) that we being built by collaboration between the Netherlands and Finland for flight on NASA's EOS Aura satellite. The progress on this project had been remarkable for a space based instrument. Only two years before this meeting my colleague Ernest Hilsenrath and I had visited Netherlands at the invitation of Fokker Space to persuade KNMI management to collaborate with NASA on this mission. And only 4 years after the first science meeting was held OMI was lunched on the Aura spacecraft. Next month will be the 6 th anniversary of this launch and very successful operation of OMI. All this was possible because of the leadership from Dr. Hennie Kelder and KNMI management who in 1998 saw the opportunity for Netherlands in the mission and stepped up to the challenge by creating a young and talented team of scientists at KNMI under the leadership of Dr. Pieterenel Levelt. This vision has now put Netherlands as the leading country in the world in monitoring air quality from space. Recent selection of TROPOMI by ESA attests to the success of this vision. I will present some selected highlights of our very successful collaboration on this project over the past 10 years.

Bhartia, Pawan K.↗
NASA NTRS2005

Space Studies Board Annual Report, 2005

The National Academy of Sciences (NAS) was chartered by Congress, under the leadership of President Abraham Lincoln, to provide scientific and technical advice to the government of the United States. Over the years, the advisory program of the institution has expanded, leading to the establishment of the National Academy of Engineering (NAE) and the Institute of Medicine, and of the National Research Council (NRC), the operational arm of the National Academies. The original charter of the Space Science Board was established in June 1958, three months before NASA opened its doors. The Space Science Board and its successor, the Space Studies Board (SSB), have provided expert external and independent scientific and programmatic advice to NASA on a continuous basis from NASA's inception until the present. The Board has also provided such advice to other agencies, including the National Oceanic and Atmospheric Administration, the National Science Foundation, the U.S. Geological Survey, and the Department of Defense, and responds to requests from Congress. Early in 2005, the leadership of NASA changed, and with it new emphases emerged. Some of the early interpretations of the 2004 Vision for Space Exploration, in which only certain aspects of space science were encouraged, disappeared and a broader mandate for science emerged. But what also emerged was fiscal reality, which precluded many of the exciting activities that were planned for NASA's science programs. In this environment of change, there has been a continuing need to evaluate NASA's plans against the strategies for science that have been laid down in the various NRC decadal surveys, and to assist NASA in determining how best to proceed given the reduced level of resources it will have. Coupled with this has been a continuing need to provide Congress with the assessments of NASA's plans that it requests.

National Research Council (NRC)↗
NASA NTRS2010

VLBI2010: An Overview

The first concrete actions toward a next generation system for geodetic VLBI began in 2003 when the IVS initiated Working Group 3 to investigate requirements for a new system. The working group set out ambitious performance goals and sketched out initial recommendations for the system. Starting in 2006, developments continued under the leadership of the VLBI2010 Committee (V2C) in two main areas: Monte Carlo simulators were developed to evaluate proposed system changes according to their impact on IVS final products, and a proof-of-concept effort sponsored by NASA was initiated to develop next generation systems and verify the concepts behind VLBI2010. In 2009, the V2C produced a progress report that summarized the conclusions of the Monte Carlo work and outlined recommendations for the next generation system in terms of systems, analysis, operations, and network configuration. At the time of writing: two complete VLBI2010 signal paths have been completed and data is being produced; a number of VLBI2010 antenna projects are under way; and a VLBI2010 Project Executive Group (V2PEG) has been initiated to provide strategic leadership.

Petrachenko, Bill↗
NASA NTRS2012

Revitalization of the NASA Langley Research Center's Infrastructure

The NASA Langley Research Center (Langley) was founded in 1917 as the nation's first civilian aeronautical research facility and NASA's first field center. For nearly 100 years, Langley has made significant contributions to the Aeronautics, Space Exploration, and Earth Science missions through research, technology, and engineering core competencies in aerosciences, materials, structures, the characterization of earth and planetary atmospheres and, more recently, in technologies associated with entry, descent, and landing. An unfortunate but inevitable outcome of this rich history is an aging infrastructure where the longest serving building is close to 80 years old and the average building age is 44 years old. In the current environment, the continued operation and maintenance of this aging and often inefficient infrastructure presents a real challenge to Center leadership in the trade space of sustaining infrastructure versus not investing in future capabilities. To address this issue, the Center has developed a forward looking revitalization strategy that ties future core competencies and technical capabilities to the Center Master Facility Plan to maintain a viable Center well into the future. This paper documents Langley's revitalization strategy which integrates the Center's missions, the Langley 2050 vision, the Center Master Facility Plan, and the New Town repair-by-replacement program through the leadership of the Vibrant Transformation to Advance Langley (ViTAL) Team.

Weiser, Erik S.↗
NASA NTRS2012

NASA Space Technology Roadmaps and Priorities: Restoring NASA's Technological Edge and Paving the Way for a New Era in Space

Success in executing future NASA space missions will depend on advanced technology developments that should already be underway. It has been years since NASA has had a vigorous, broad-based program in advanced space technology development, and NASA's technology base is largely depleted. As noted in a recent National Research Council report on the U.S. civil space program: Future U.S. leadership in space requires a foundation of sustained technology advances that can enable the development of more capable, reliable, and lower-cost spacecraft and launch vehicles to achieve space program goals. A strong advanced technology development foundation is needed also to enhance technology readiness of new missions, mitigate their technological risks, improve the quality of cost estimates, and thereby contribute to better overall mission cost management. Yet financial support for this technology base has eroded over the years. The United States is now living on the innovation funded in the past and has an obligation to replenish this foundational element. NASA has developed a draft set of technology roadmaps to guide the development of space technologies under the leadership of the NASA Office of the Chief Technologist. The NRC appointed the Steering Committee for NASA Technology Roadmaps and six panels to evaluate the draft roadmaps, recommend improvements, and prioritize the technologies within each and among all of the technology areas as NASA finalizes the roadmaps. The steering committee is encouraged by the initiative NASA has taken through the Office of the Chief Technologist (OCT) to develop technology roadmaps and to seek input from the aerospace technical community with this study.

Source record↗
NASA NTRS2013

National Institute for Rocket Propulsion Systems 2012 Annual Report: A Year of Progress and Challenge

The National Institute for Rocket Propulsion Systems (NIRPS) maintains and advances U.S. leadership in all aspects of rocket propulsion for defense, civil, and commercial uses. The Institute's creation is in response to widely acknowledged concerns about the U.S. rocket propulsion base dating back more than a decade. U.S. leadership in rocket and missile propulsion is threatened by long-term industry downsizing, a shortage of new solid and liquid propulsion programs, limited ability to attract and retain fresh talent, and discretionary federal budget pressures. Numerous trade and independent studies cite erosion of this capability as a threat to national security and the U.S. economy resulting in a loss of global competitiveness for the U.S. propulsion industry. This report covers the period between May 2011 and December 2012, which includes the creation and transition to operations of NIRPS. All subsequent reports will be annual. The year 2012 has been an eventful one for NIRPS. In its first full year, the new team overcame many obstacles and explored opportunities to ensure the institute has a firm foundation for the future. NIRPS is now an active organization making contributions to the development, sustainment, and strategy of the rocket propulsion industry in the United States. This report describes the actions taken by the NIRPS team to determine the strategy, organizational structure, and goals of the Institute. It also highlights key accomplishments, collaborations with other organizations, and the strategic framework for the Institute.

Thomas, L. Dale↗
NASA NTRS2013

High Speed Mobility Through On-Demand Aviation

Game changing advances come about by the introduction of new technologies at a time when societal needs create the opportunity for new market solutions. A unique opportunity exists for NASA to bring about such a mobility revolution in General Aviation, extendable to other aviation markets, to maintain leadership in aviation by the United States. This report outlines the research carried out so far under NASA's leadership towards developing a new mobility choice, called Zip Aviation1,2,3. The feasibility, technology and system gaps that need to be addressed, and pathways for successful implementation have been investigated to guide future investment. The past decade indicates exciting trends in transportation technologies, which are quickly evolving. Automobiles are embracing automation to ease driver tasks as well as to completely control the vehicle with added safety (Figure 1). Electric propulsion is providing zero tail-pipe emission vehicles with dramatically lower energy and maintenance costs. These technologies have not yet been applied to aviation, yet offer compelling potential benefits across all aviation markets, and in particular to General Aviation (GA) as an early adopter market. The benefits of such an adoption are applicable in the following areas: 􀁸 Safety: The GA market experiences accident rates that are substantially higher than automobiles or commercial airlines, with 7.5 fatal accidents per 100 million vehicle miles compared to 1.3 for automobiles and.068 for airlines. Approximately 80% of these accidents are caused by some form of pilot error, with another 13% caused by single point propulsion system failure. 􀁸 Emissions: Environmental constraints are pushing for the elimination of 100Low Lead (LL) fuel used in most GA aircraft, with aviation fuel the #1 source of lead emissions into the environment. Aircraft also have no emission control systems (i.e. no catalytic converters etc.), so they are gross hydrocarbon polluters compared to automobiles. 􀁸 Community Noise: Hub and smaller GA airports are facing increasing noise restrictions, and while commercial airliners have dramatically decreased their community noise footprint over the past 30 years, GA aircraft noise has essentially remained same, and moreover, is located in closer proximity to neighborhoods and businesses. 􀁸 Operating Costs: GA operating costs have risen dramatically due to average fuel costs of over $6 per gallon, which has constrained the market over the past decade and resulted in more than 50% lower sales and 35% less yearly operations. Infusion of autonomy and electric propulsion technologies can accomplish not only a transformation of the GA market, but also provide a technology enablement bridge for both larger aircraft and the emerging civil Unmanned Aerial Systems (UAS) markets. The NASA Advanced General Aviation Transport Experiments (AGATE) project successfully used a similar approach to enable the introduction of primary composite structures and flat panel displays in the 1990s, establishing both the technology and certification standardization to permit quick adoption through partnerships with industry, academia, and the Federal Aviation Administration (FAA). Regional and airliner markets are experiencing constant pressure to achieve decreasing levels of community emissions and noise, while lowering operating costs and improving safety. But to what degree can these new technology frontiers impact aircraft safety, the environment, operations, cost, and performance? Are the benefits transformational enough to fundamentally alter aircraft competiveness and productivity to permit much greater aviation use for high speed and On-Demand Mobility (ODM)? These questions were asked in a Zip aviation system study named after the Zip Car, an emerging car-sharing business model. Zip Aviation investigates the potential to enable new emergent markets for aviation that offer "more flexibility than the existing transportation solutions." These studies indicate that autonomy and electric propulsion technology infusions offer a unique opportunity to provide breakthrough capabilities for new high speed, on-demand travel alternatives that can leapfrog the need for future expensive ground-based infrastructure investment. At the same time, such investments offer a method of laying the foundation for these technologies to be incubated for commercial aviation at lower cost, and with lower initial certification thresholds due to the relatively poor capabilities of GA aircraft to permit early adoption and private market capitalization by rapid technology accelerations, as depicted in Figure 2.

Moore, Mark D.↗
NASA NTRS2013

Mars Technologies Spawn Durable Wind Turbines

Sometimes referred to as regenerative life support systems, the concept includes an enclosed self-sufficient habitat that can independently support life for years on end. Such a system aims not only to produce its own food and water but to purify air and convert waste into useful byproducts. In the early 1990s, NASA was planning for an extended stay on Mars, and Bubenheim and his Ames colleagues were concentrating efforts on creating a complete ecological system to sustain human crewmembers during their time on the Red Planet. The main barrier to developing such a system, he says, is energy. Mars has no power plants, and a regenerative system requires equipment that runs on electricity to do everything from regulating humidity in the atmosphere to monitoring the quality of recycled water. The Ames group started looking at how to best make power on a planet that is millions of miles away from Earth and turned to a hybrid concept combining wind and solar power technologies. The reason was that Mars experiences frequent dust storms that can block nearly all sunlight. When theres a dust storm and the wind is blowing, the wind system could be the dominant power source. When the wind is not blowing and the sun is out, photovoltaics could be the dominant source, says Bubenheim.To develop and test the wind power technology, Ames turned to a remote, harsh environment here on Earth: the South Pole. The South Pole was a really good analog for Mars, says Bubenheim. The technology features for going to Mars were the same technology features needed to make something work at the South Pole.Around the same time that NASA started investigating energy technologies for the Red Planet, the National Science Foundation (NSF) was working on a redesign of their station at the South Pole. To power its operations, NSF used fuel that it flew to the remote location, but the Foundation recognized the benefits of also using onsite renewable energy technologies. In the winter they have small crews and their power requirements are less, says Bubenheim. In the summers, they bring in larger groups and photovoltaics could supply a lot of power. Using renewable energy technology could be a way of reducing the amount of fuel they have to fly in.Technology TransferTo advance wind turbine technology to meet the requirements of extremely harsh environments like that on Mars, Ames partnered with NSF and the Department of Energy. It was clear that a lot of the same features were also desirable for the cold regions of the Earth, says Bubenheim. NASA took the leadership on the team because we had the longest-term technology a Mars turbine. Years before, NSF had worked with a company called Northern Power Systems (NPS), based in Barre, Vermont, to deploy a 3-kilowatt wind turbine on Black Island off the coast of Antarctica.Sometimes referred to as regenerative life support systems, the concept includes an enclosed self-sufficient habitat that can independently support life for years on end. Such a system aims not only to produce its own food and water but to purify air and convert waste into useful byproducts. In the early 1990s, NASA was planning for an extended stay on Mars, and Bubenheim and his Ames colleagues were concentrating efforts on creating a complete ecological system to sustain human crewmembers during their time on the Red Planet. The main barrier to developing such a system, he says, is energy. Mars has no power plants, and a regenerative system requires equipment that runs on electricity to do everything from regulating humidity in the atmosphere to monitoring the quality of recycled water. The Ames group started looking at how to best make power on a planet that is millions of miles away from Earth and turned to a hybrid concept combining wind and solar power technologies. The reason was that Mars experiences frequent dust storms that can block nearly all sunlight. When there's a dust storm and the wind is blowing, the wind system could be the dominant power source. When the wind is not blowing and the sun is out, photovoltaics could be the dominant source, says Bubenheim.To develop and test the wind power technology, Ames turned to a remote, harsh environment here on Earth: the South Pole. The South Pole was a really good analog for Mars, says Bubenheim. The technology features for going to Mars were the same technology features needed to make something work at the South Pole.Around the same time that NASA started investigating energy technologies for the Red Planet, the National Science Foundation (NSF) was working on a redesign of their station at the South Pole. To power its operations, NSF used fuel that it flew to the remote location, but the Foundation recognized the benefits of also using onsite renewable energy technologies. In the winter they have small crews and their power requirements are less, says Bubenheim. In the summers, they bring in larger groups and photovoltaics could supply a lot of power. Using renewable energy technology could be a way of reducing the amount of fuel they have to fly in.Technology Transfer To advance wind turbine technology to meet the requirements of extremely harsh environments like that on Mars, Ames partnered with NSF and the Department of Energy. It was clear that a lot of the same features were also desirable for the cold regions of the Earth, says Bubenheim. NASA took the leadership on the team because we had the longest-term technology a Mars turbine.

Mars Technologies↗
NASA NTRS2012

Bringing Together Users and Developers of Forest Biomass Maps

Forests store carbon and thus represent important sinks for atmospheric carbon dioxide. Reducing uncertainty in current estimates of the amount of carbon in standing forests will improve precision of estimates of anthropogenic contributions to carbon dioxide in the atmosphere due to deforestation. Although satellite remote sensing has long been an important tool for mapping land cover, until recently aboveground forest biomass estimates have relied mostly on systematic ground sampling of forests. In alignment with fiscal year 2010 congressional direction, NASA has initiated work toward a carbon monitoring system (CMS) that includes both maps of forest biomass and total carbon flux estimates. A goal of the project is to ensure that the products are useful to a wide community of scientists, managers, and policy makers, as well as to carbon cycle scientists. Understanding the needs and requirements of these data users is helpful not just to the NASA CMS program but also to the entire community working on carbon-related activities. To that end, this meeting brought together a small group of natural resource managers and policy makers who use information on forests in their work with NASA scientists who are working to create aboveground forest biomass maps. These maps, derived from combining remote sensing and ground plots, aim to be more accurate than current inventory approaches when applied at local and regional scales. Meeting participants agreed that users of biomass information will look to the CMS effort not only to provide basic data for carbon or biomass measurements but also to provide data to help serve a broad range of goals, such as forest watershed management for water quality, habitat management for biodiversity and ecosystem services, and potential use for developing payments for ecosystem service projects. Participants also reminded the CMS group that potential users include not only public sector agencies and nongovernmental organizations but also the private sector because much forest acreage in the United States is privately held and needs data for forest management. Additional key outcomes identified by meeting participants include the following: (1) Priority should be given to building into the biomass product ease of use and low costs (including costs of hardware, software, and analysis requirements), (2) CMS products should also be relevant to other biomass measures for forest watershed management, habitat protection for biodiversity, and assessment of markets for ecosystem services, (3) CMS leadership should engage with the Subsidiary Body for Scientific and Technological Advice of the United Nations Framework Convention on Climate Change as they establish measuring, reporting, and verification standards, and (4) CMS leadership should continue to keep sister agencies and other organizations informed as CMS develops, particularly via the agencies active in the U.S. Global Change Research Program Carbon Cycle Interagency Working Group (U.S. Geological Survey, U.S. Department of Agriculture, and National Oceanic and Atmospheric Administration) and nongovernmental organizations.

Forest↗
NASA NTRS2014

NASA SCaN Overview and Ka-Band Actvities

The Ka- and Broadband Communications Conference is an international forum attended by worldwide experts in the area of Ka-Band Propagation and satellite communications. Since its inception, NASA has taken the initiative of organizing and leading technical sections on RF Propagation and satellite communications, solidifying its worldwide leadership in the aforementioned areas. Consequently, participation in this conference through the contributions described below will maintain NASA leadership in Ka- and above RF Propagation as it relates to enhancing current and future satellite communication systems supporting space exploration.

high rate communicaitons↗
NASA NTRS2015

Atmospheric Research 2014 Technical Highlights

Atmospheric research in the Earth Sciences Division (610) consists of research and technology development programs dedicated to advancing knowledge and understanding of the atmosphere and its interaction with the climate of Earth. The Division's goals are to improve understanding of the dynamics and physical properties of precipitation, clouds, and aerosols; atmospheric chemistry, including the role of natural and anthropogenic trace species on the ozone balance in the stratosphere and the troposphere; and radiative properties of Earth's atmosphere and the influence of solar variability on the Earth's climate. Major research activities are carried out in the Mesoscale Atmospheric Processes Laboratory, the Climate and Radiation Laboratory, the Atmospheric Chemistry and Dynamics Laboratory, and the Wallops Field Support Office. The overall scope of the research covers an end-to-end process, starting with the identification of scientific problems, leading to observation requirements for remote-sensing platforms, technology and retrieval algorithm development; followed by flight projects and satellite missions; and eventually, resulting in data processing, analyses of measurements, and dissemination from flight projects and missions. Instrument scientists conceive, design, develop, and implement ultraviolet, infrared, optical, radar, laser, and lidar technology to remotely sense the atmosphere. Members of the various Laboratories conduct field measurements for satellite sensor calibration and data validation, and carry out numerous modeling activities. These modeling activities include climate model simulations, modeling the chemistry and transport of trace species on regional-to-global scales, cloud resolving models, and developing the next-generation Earth system models. Satellite missions, field campaigns, peer-reviewed publications, and successful proposals are essential at every stage of the research process to meeting our goals and maintaining leadership of the Earth Sciences Division in atmospheric science research. Figure 1.1 shows the 20-year record of peer-reviewed publications and proposals among the various Laboratories. This data shows that the scientific work being conducted in the Laboratories is competitive with the work being done elsewhere in universities and other government agencies. The office of Deputy Director for Atmospheric Research will strive to maintain this record by rigorously monitoring and promoting quality while emphasizing coordination and integration among atmospheric disciplines. Also, an appropriate balance will be maintained between the scientists' responsibility for large collaborative projects and missions and their need to carry out active science research as a principal investigator. This balance allows members of the Laboratories to improve their scientific credentials, and develop leadership potentials. Interdisciplinary research is carried out in collaboration with other laboratories and research groups within the Earth Sciences Division, across the Sciences and Exploration Directorate, and with partners in universities and other government agencies. Members of the Laboratories interact with the general public to support a wide range of interests in the atmospheric sciences. Among other activities, the Laboratories raise the public's awareness of atmospheric science by presenting public lectures and demonstrations, by making scientific data available to wide audiences, by teaching, and by mentoring students and teachers. The Atmosphere Laboratories make substantial efforts to attract and recruit new scientists to the various areas of atmospheric research. We strongly encourage the establishment of partnerships with Federal and state agencies that have operational responsibilities to promote the societal application of our science products. This report describes our role in NASA's mission, provides highlights of our research scope and activities, and summarizes our scientists' major accomplishments during calendar year 2014. The composition of the organization is shown in Figure 1.2 for each code. This report is published in a printed version with an electronic version on our atmospheres Web site, http://atmospheres.gsfc.nasa.gov/.

Technical↗
NASA NTRS2016

Enhancing Systems Engineering Education Through Case Study Writing

Developing and refining methods for teaching systems engineering is part of Systems Engineering grand challenges and agenda for research in the SE research community. Retention of systems engineering knowledge is a growing concern in the United States as the baby boom generation continues to retire and the faster pace of technology development does not allow for younger generations to gain experiential knowledge through years of practice. Government agencies, including the National Aeronautics and Space Administration (NASA), develop their own curricula and SE leadership development programs to "grow their own" systems engineers. Marshall Space Flight Center (MSFC) conducts its own Center-focused Marshall Systems Engineering Leadership Development Program (MSELDP), a competitive program consisting of coursework, a guest lecture series, and a rotational assignment into an unfamiliar organization engaged in systems engineering. Independently, MSFC developed two courses to address knowledge retention and sharing concerns: Real World Marshall Mission Success course and its Case Study Writers Workshop and Writers Experience. Teaching case study writing and leading students through a hands-on experience at writing a case study on an SE topic can enhance SE training and has the potential to accelerate the transfer of experiential knowledge. This paper is an overview of the pilot experiences with teaching case study writing, its application in case study-based learning, and identifies potential areas of research and application for case study writing in systems engineering education.

Stevens, Jennifer Stenger↗
NASA NTRS2016

Solar System Exploration Research Virtual Institute: Year Three Annual Report 2016

NASA's Solar System Exploration Research Virtual Institute (SSERVI) is pleased to present the 2016 Annual Report. Each year brings new scientific discoveries, technological breakthroughs, and collaborations. The integration of basic research and development, industry and academic partnerships, plus the leveraging of existing technologies, has further opened a scientific window into human exploration. SSERVI sponsorship by the NASA Science Mission Directorate (SMD) and Human Exploration and Operations Mission Directorate (HEOMD) continues to enable the exchange of insights between the human exploration and space science communities, paving a clearer path for future space exploration. SSERVI provides a unique environment for scientists and engineers to interact within multidisciplinary research teams. As a virtual institute, the best teaming arrangements can be made irrespective of the geographical location of individuals or laboratory facilities. The interdisciplinary science that ensues from virtual and in-person interactions, both within the teams and across team lines, provides answers to questions that many times cannot be foreseen. Much of this research would not be accomplished except for the catalyzing, collaborative environment enabled by SSERVI. The SSERVI Central Office, located at NASA Ames Research Center in Silicon Valley, California, provides the leadership, guidance and technical support that steers the virtual institute. At the start of 2016, our institute had nine U.S. teams, each mid-way through their five-year funding cycle, plus nine international partnerships. However, by the end of the year we were well into the selection of four new domestic teams, selected through NASA's Cooperative Agreement Notice (CAN) process, and a new international partnership. Understanding that human and robotic exploration is most successful as an international endeavor, international partnerships collaborate with SSERVI domestic teams on a no-exchange of funds basis, but they bring a richness to the institute that is priceless. The international partner teams interact with the domestic teams in a number of ways, including sharing students, scientific insights, and access to facilities. We are proud to introduce our newest partnership with the Astrophysics and Planetology Research Institute (IRAP) in Toulouse, France. In 2016, Principal Investigator Dr. Patrick Pinet assembled a group of French researchers who will contribute scientific and technological expertise related to SSERVI research. SSERVI's domestic teams compete for five-year funding opportunities through proposals to a NASA CAN every few years. Having overlapping proposal selection cycles allows SSERVI to be more responsive to any change in direction NASA might experience, while providing operational continuity for the institute. Allowing new teams to blend with the more seasoned teams preserves corporate memory and expands the realm of collaborative possibilities. A key component of SSERVI's mission is to grow and maintain an integrated research community focused on questions related to the Moon, Near-Earth asteroids, and the moons of Mars. The strong community response to CAN-2 demonstrated the health of that effort. NASA Headquarters conducted the peer-review of 22 proposals early in 2017 and, based on recommendations from the SSERVI Central Office and NASA SSERVI program officers, the NASA selecting officials determined the new teams in the spring of 2017. We are pleased to welcome the CAN-2 teams into the institute, and look forward to the collaborations that will develop with the current teams. The new teams are: The Network for Exploration and Space Science (NESS) team (Principal Investigator (PI) Prof. Jack Burns/U. Colorado); the Exploration Science Pathfinder Research for Enhancing Solar System Observations (ESPRESSO) team (PI Dr. Alex Parker/Southwest Research Institute); the Toolbox for Research and Exploration (TREX) team (PI Dr. Amanda Hendrix/ Planetary Science Institute); and the Radiation Effects on Volatiles and Exploration of Asteroids & Lunar Surfaces (REVEALS) team (PI Prof. Thomas Orlando/ Georgia Institute of Technology). In this report, you will find an overview of the 2016 leadership activities of the SSERVI Central Office, reports prepared by the U.S. teams from CAN-1, and achievements from several of the SSERVI international partners. Reflecting on the past year's discoveries and advancements serves as a potent reminder that there is still a great deal to learn about NASA's target destinations. Innovation in the way we access, sample, measure, visualize, and assess our target destinations is needed for further discovery. At the same time, let us celebrate how far we have come, and strongly encourage a new generation that will make the most of future opportunities.

Pendleton, Yvonne↗
NASA NTRS2017

NASA Advanced Supercomputing Facility Expansion

The NASA Advanced Supercomputing (NAS) Division enables advances in high-end computing technologies and in modeling and simulation methods to tackle some of the toughest science and engineering challenges facing NASA today. The name "NAS" has long been associated with leadership and innovation throughout the high-end computing (HEC) community. We play a significant role in shaping HEC standards and paradigms, and provide leadership in the areas of large-scale InfiniBand fabrics, Lustre open-source filesystems, and hyperwall technologies. We provide an integrated high-end computing environment to accelerate NASA missions and make revolutionary advances in science. Pleiades, a petaflop-scale supercomputer, is used by scientists throughout the U.S. to support NASA missions, and is ranked among the most powerful systems in the world. One of our key focus areas is in modeling and simulation to support NASA's real-world engineering applications and make fundamental advances in modeling and simulation methods.

NASA↗