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NASA NTRS2006

Tools for Tomorrow's Science and Technology Workforce: MATE's 2006 ROV Competition Sets Students' Sights on Ocean Observing Systems

Teams participating in the 2006 ROV competition organized by the Marine Advanced Technology Education (MATE) Center and the Marine Technology Society's (MTS) ROV Committee experienced first-hand the scientific and technical challenges that many ocean scientists, technicians, and engineers face every day. The competition tasked more than 1,000 middle and high school, college, and university students from Newfoundland to Hong Kong with designing and building ROVs to support the next generation of ocean observing systems. Teaming up with the National Office for Integrated and Sustained Ocean Observations, Ocean. US, and the Ocean Research Interactive Observatory Networks (ORION) Program, the competition highlighted ocean observing systems and the careers, organizations, and technologies associated with ocean observatories. The student teams were challenged to develop vehicles that can deploy, install, and maintain networks of instruments as well as to explore the practical applications and the research questions made possible by observing systems.

OCEANOGRAPHERS↗

NASA NTRSDate not supplied

Artemis Geology Training Introduction to A3GT

Artemis Internal Science Training Team partners closely with the xEVA Trainers and Crew Training Office in FOD; together, all parties acknowledge the importance of integrated science and operations skill-building within training for surface operations.

Geology↗

NASA NTRSDate not supplied

Nasa's Advanced Information Systems Technology (AIST): Combining New Observing Strategies And Analytics Frameworks To Build Earth System

NASA's Advanced Information Systems Technology (AIST) Program is one of several Technology programs managed by the Earth Science Technology Office (ESTO) in the Earth Science Division (ESD). The AIST Program focuses on advanced information systems and novel computer science technologies that will be needed by NASA Earth Science in the next 5 to 10 years. The three main thrusts of the AIST Program deal with New Observing Strategies, Analytic Collaborative Frameworks and Earth System Digital Twins. This paper describes these three thrusts and how they work together to create future Earth Science information systems.

Jacqueline Le Moigne↗

NASA NTRS2007

The Next Giant Leap: NASA's Ares Launch Vehicles Overview

The National Aeronautics and Space Administration (NASA)'s Constellation Program is developing new launch vehicles (Ares) and spacecraft (Orion) to send astronauts to the Moon, Mars, and beyond. This paper presents plans, projections, and progress toward fielding the Ares I and Ares V vehicles, and the Ares I-X test flight in 2009. NASA is building on both new research and aeronautical capabilities, as well as lessons learned from almost 50 years of aerospace experience. The Ares Projects Office (APO) completed the Ares I System Requirements Review (SRR) in 2006 and the System Definition Review in autumn 2007; and will focus on the Preliminary Design Review in 2008. Ares I is currently being refined to meet safety, operability, reliability, and affordability goals. The Ares team is simultaneously testing Ares I elements and building hardware for Ares I-X, while the Ares V is in the early design stage, with the team validating requirements and ensuring commonality with Ares I. Ares I and V are key to opening the space frontier for peaceful endeavors.

Cook, Stephen A.↗

NASA NTRS1991

The NASA Science Internet: An integrated approach to networking

An integrated approach to building a networking infrastructure is an absolute necessity for meeting the multidisciplinary science networking requirements of the Office of Space Science and Applications (OSSA) science community. These networking requirements include communication connectivity between computational resources, databases, and library systems, as well as to other scientists and researchers around the world. A consolidated networking approach allows strategic use of the existing science networking within the Federal government, and it provides networking capability that takes into consideration national and international trends towards multivendor and multiprotocol service. It also offers a practical vehicle for optimizing costs and maximizing performance. Finally, and perhaps most important to the development of high speed computing is that an integrated network constitutes a focus for phasing to the National Research and Education Network (NREN). The NASA Science Internet (NSI) program, established in mid 1988, is structured to provide just such an integrated network. A description of the NSI is presented.

Rounds, Fred↗

NASA NTRSDate not supplied

NASA's Advanced Information Systems Technology (AIST): Combining New Observing Strategies and Analytics Frameworks to Build Earth System Digital Twins

Jacqueline Le Moigne↗

NASA NTRS2010

Using SCOR as a Supply Chain Management Framework for Government Agency Contract Requirements

This paper will present a model that uses the Supply-Chain Operations Reference (SCOR) model as a foundation for a framework to illustrate the information needed throughout a product lifecycle to support a healthy supply chain management function and the subsequent contract requirements to enable it. It will also show where in the supply chain the information must be extracted. The ongoing case study used to exemplify the model is NASA's (National Aeronautics and Space Administration) Ares I program for human spaceflight. Effective supply chain management and contract requirements are ongoing opportunities for continuous improvement within government agencies, specifically development of systems for human spaceflight operations. Multiple reports from the Government Accountability Office (GAO) reinforce this importance. The SCOR model is a framework for describing a supply chain with process building blocks and business activities. It provides a set of metrics for measuring supply chain performance and best practices for continuously improving. This paper expands the application of the SCOR to also provide the framework for defining information needed from different levels of the supply chain and at different phases of the lifecycle. These needs can be incorporated into contracts to enable more effective supply chain management. Depending on the phase of the lifecycle, effective supply chain management will require involvement from different levels of the organization and different levels of the supply chain.

Paxton, Joseph↗

NASA NTRS1992

Prefabricated foldable lunar base modular systems for habitats, offices, and laboratories

The first habitat and work station on the lunar surface undoubtedly has to be prefabricated, self-erecting, and self-contained. The building structure should be folded and compacted to the minimum size and made of materials of minimum weight. It must also be designed to provide maximum possible habitable and usable space on the Moon. For this purpose the concept of multistory, foldable structures was further developed. The idea is to contain foldable structural units in a cylinder or in a capsule adapted for launching. Upon landing on the lunar surface, the cylinder of the first proposal in this paper will open in two hinge-connected halves while the capsule of the second proposal will expand horizontally and vertically in all directions. In both proposals, the foldable structural units will self-erect providing a multistory building with several room enclosures. The solar radiation protection is maintained through regolith-filled pneumatic structures as in the first proposal, or two regolith-filled expandable capsule shells as in the second one, which provide the shielding while being supported by the erected internal skeletal structure.

Hijazi, Yousef↗

NASA NTRSDate not supplied

3GPP Telecommunications Technology on the Moon

Under NASA’s Artemis program, NASA is planning to send astronauts back to the Moon in the next couple of years. Near term missions will be analogous but much more sophisticated versions of the last couple of Apollo missions. However, unlike Apollo, this time NASA intends to put the infrastructure in place to support long term human presence and eventual industrialization of the Moon. To make this vision a reality, NASA plans to collaborate with commercial and international partners as much as possible as opposed to developing, building, and operating equipment on its own. Lunar infrastructure will eventually be built over time by many organizations, public and private, to support sustained human exploration, science, and industrial activities. Obviously, this vision for the future will be impossible without a robust lunar communications and navigation system that can support many users with varying degrees of services. On Earth, most people are very familiar with the 3rd Generation Partnership Project (3GPP) 5G mobile telecommunications technology. NASA’s Space Technology Mission Directorate and NASA’s Space Communications and Navigation office would like to see a lunar communications and navigation network with similar capabilities to the cellular communication networks most of us enjoy today. Building such a network will require participation by many organizations. This paper will provide an overview of NASA’s interest in using 5G and beyond on the lunar surface; it will also describe current work based on 3GPP standards within NASA or funded by NASA, such as Nokia’s upcoming Tipping Point demonstration of 4G / LTE on the lunar surface.

Bernard Edwards↗

NASA NTRS2011

Habitat Demonstration Unit Project Leadership and Management Strategies

This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and disciplines to enable a successful tiger team approach. Advocacy was established with key stakeholders and NASA Headquarters (HQ) by defining a strategic vision, mission, goals and objectives for the project and team. As a technology-pull testbed capability the HDU project was able to collaborate and leverage the Exploration Technology Development Program (ETDP) and individual NASA center investments which capitalized on their respective center core competencies and skills. This approach enable the leveraging of over $7.5m of value to create an operational habitat demonstration unit 2010 PEM configuration.

Kennedy, Kriss J.↗

NASA NTRS2011

Habitat Demonstration Unit Project: Leadership and Management Strategies for a Rapid Prototyping Project

This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies being used by the NASA HDU team for a rapid prototyping project. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team rapid prototyping approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and disciplines to enable a successful tiger team approach. Advocacy was established with key stakeholders and NASA Headquarters (HQ) by defining a strategic vision, mission, goals and objectives for the project and team. As a technology-pull testbed capability the HDU project was able to collaborate and leverage the Exploration Technology Development Program (ETDP) and individual NASA center investments which capitalized on their respective center core competencies and skills. This approach enable the leveraging of over $7.5m of value to create an operational habitat demonstration unit 2010 PEM configuration.

Kennedy, Kriss J.↗

NASA NTRS2005

Six Lessons We Learned Applying Six Sigma

As Chief Financial Officer of Kennedy Space Center (KSC), I'm not only responsible for financial planning and accounting but also for building strong partnerships with the CFO customers, who include Space Shuttle and International Space Station operations as well all who manage the KSC Spaceport. My never ending goal is to design, manage and continuously improve our core business processes so that they deliver world class products and services to the CFO's customers. I became interested in Six Sigma as Christa Casleton (KSC's first Six Sigma Black belt) applied Six Sigma tools and methods to our Plan and Account for Travel Costs Process. Her analysis was fresh, innovative and thorough but, even more impressive, was her approach to ensure ongoing, continuous process improvement. Encouraged by the results, I launched two more process improvement initiatives aimed at applying Six Sigma principles to CFO processes that not only touch most of my employees but also have direct customer impact. As many of you know, Six Sigma is a measurement scale that compares the output of a process with customer requirements. That's straight forward, but demands that you not only understand your processes but also know your products and the critical customer requirements. The objective is to isolate and eliminate the causes of process variation so that the customer sees consistently high quality.

Carroll, Napoleon↗

NASA NTRS2018

PA51C-0786 Informing NASA's Indigenous Peoples Capacity Building Pilot Project Through Collaborative Storytelling and Systems Mapping

NASA's Capacity Building Program (CBP) aims to empower communities to use NASA Earth Observations for environmental decision-making. A new project, the Indigenous Peoples Pilot Project, focuses on building relationships across NASA and indigenous communities through remote sensing training, community engagement, and research opportunities. A recent workshop, held on the lands of the Red Cliff Band of Lake Superior Chippewa in Wisconsin, focused on understanding indigenous knowledge systems and comparisons with western science, and more specifically, NASA Earth Science. In order to meet the workshop goals, North American tribal members and NASA managers participated in storytelling and systems mapping. The storytelling portion focused on personal narratives to understand the barriers, challenges, and pathways to incite change in the context of western scientists working with tribal nations. This was based on the traditional model of oral history and allowed participants to share their unique experiences of failures and successes. The systems mapping portion of the workshop focused on finding leverage points within the "NASA Ecosystem" for creating sustained instrumental change. This included (1) dedicating time and resources to explore how to recognize western science and indigenous knowledge as equal, (2) supporting innovation in communication and knowledge system frameworks, and (3) identifying new partners, allies, and champions for the western science/indigenous relationship. These leverage points were then used to generate recommendations for NASA which included (1) an awareness phase (for NASA and for indigenous communities) for NASA/Indigenous work, (2) creating a cultural immersion for NASA managers, (3) developing a protocol for working with indigenous groups, (4) creating a NASA tribal liaison office, (5) acknowledging and accepting indigenous knowledge systems in funding solicitations and proposals, and (6) incorporation of indigenous knowledge into capacity building activities.

Mccullum, Amber Jean Kuss↗

NASA NTRS2004

Security Management and Safeguards Office

The Security Management and Safeguards Office at NASA is here to keep the people working in a safe environment. They also are here to protect the buildings and documents from sabotage, espionage, and theft. During the summer of 2004, I worked with Richard Soppet in Physical Security. While I was working here I helped out with updating the map that we currently use at NASA Glenn Research Center, attended meetings for homeland security, worked with the security guards and the locksmith. The meetings that I attended for homeland security talked about how to protect ourselves before something happened, they told us to always be on the guard and look for anything suspicious, and the different ways that terrorist groups operate. When I was with the security guards I was taught how to check someone into the base, showed how to use a radar gun, observed a security guard make a traffic stop for training and was with them while they patrolled NASA Glenn Research Center to make sure things were running smooth and no one was in danger. When I was with the lock smith I was taught how to make keys and locks for the employees here at NASA. The lock smith also showed me that he had inventory cabinets of files that show how many keys were out to people and who currently has access to the rooms that they keys were made for. I also helped out the open house at NASA Glenn Research Center. I helped out by showing the Army Reserves, and Brook Park's SWAT team where all the main events were going to take place a week before the open house was going to begin. Then during the open house I helped out by making sure people had there IDS, checked through there bags, and handed out a map to them that showed where the different activities were going to take place. So the main job here at NASA Glenn Research Center for the Security Management and Safeguards Office is to make sure that nothing is stolen, sabotaged, and espionaged. Also most importantly make sure all the employees here at NASA are in a safe environment.

Bewley, Nathaniel M.↗

NASA NTRS2016

Memo on Speech Alarms: Replication and Validation of Results

Caution and warning (C&W) alarms help people to quickly and efficiently identify situations that are of immediate danger or would escalate to a safety critical level. Tones are highly salient and have been traditionally used for caution and warning alarms. However, research shows that tone alarms can have an unwanted startle effect that hinders operator decision making. Speech alarms are good alternatives to tone alarms because they require less training and are less startling. They have been in use for decades for caution and warning systems in commercial airplanes and in buildings. Speech alarms have been considered for space flight use by the National Aeronautics and Space Administration’s (NASA) Astronaut Office and by its Orion Program. To investigate whether performance with various types of speech alarms was similar to performance with the currently used tone alarms, a study was conducted in 2010. The results showed faster identification times of speech alarms as well as higher acceptance rates from participants. However, the presentation of the alarms had a variable onset time due to software. The current research project was funded to address this issue by collecting new data with alarms having nonvariable onset time and to validate the alarms in the Human Exploration Research Analog (HERA). This report describes the two studies: a laboratory experiment comparing tone and speech alarms, and an evaluation in the HERA facility.

warning signals↗

NASA NTRSDate not supplied

Addressing User Needs through the Stakeholder Engagement Program

Every two years, the Satellite Needs Working Group (SNWG), an initiative of the U.S. Group on Earth Observations (USGEO), surveys federal agencies to pinpoint their satellite Earth observation needs. For each expressed need, NASA-led assessment teams coordinate with the agencies to devise solutions. Solutions can include existing or modified data products as well as the construction of new data products and technologies, such as the Harmonized Landsat Sentinel-2 (HLS) product and the Catalog of Archived Sub-Orbital Earth Science Investigations (CASEI). To facilitate adoption of new data products and technologies, the SNWG Management Office’s Stakeholder Engagement Program (SEP) was established. The program’s primary goals are to respond to training and capacity building needs expressed by agencies and to encourage engagement from stakeholders as SNWG solutions are developed. To serve these needs, SEP has developed the following: an SNWG Solutions Earthdata webpage, an SEP Earthdata webpage, and an Earthdata Search Portal for SNWG products. These avenues provide assistance to users from all backgrounds and levels of expertise as well as publicize the ongoing efforts of SNWG solutions. In addition, the SEP is also collaborating with NASA’s Short-term Prediction Research and Transition (SPoRT) Center to develop user-driven applications for SNWG products leveraging stakeholder input. This presentation will provide an overview of the SEP, highlight the resources currently available to users, and describe ongoing efforts to address the needs of users, so SNWG products can be better implemented into scientific workflows.

Jenny Wood↗

NASA NTRS2005

Development of a Modeling Framework to Support Control Investigations of Sailcraft Missions A First Cut: ABLE Sailcraft Dynamics Model

Solar Sailcraft, the stuff of dreams of the H.G. Wells generation, is now a rapidly maturing reality. The promise of unlimited propulsive power by harnessing stellar radiation is close to realization. Currently, efforts are underway to build, prototype and test two configurations. These sails are designed to meet a 20m sail requirement, under guidance of the In-Space Propulsion (ISP) technology program office at MSFC. While these sails will not fly , they are the first steps in improving our understanding of the processes and phenomena at work. As part of the New Millennium Program (NMP) the ST9 technology validation mission hopes to launch and fly a solar sail by 2010 or sooner. Though the Solar Sail community has been studying and validating various concepts over two decades, it was not until recent breakthroughs in structural and material technology, has made possible to build sails that could be launched. With real sails that can be tested (albeit under earth conditions), the real task of engineering a viable spacecraft has finally commenced. Since it is not possible to accurately or practically recreate the actual operating conditions of the sailcraft (zero-G, vacuum and extremely low temperatures), much of the work has focused on developing accurate models that can be used to predict behavior in space, and for sails that are 6-10 times the size of currently existing sails. Since these models can be validated only with real test data under "earth" conditions, the process of modeling and the identification of uncertainty due to model assumptions and scope need to be closely considered. Sailcraft models that exist currently, are primarily focused on detailed physical representations at the component level, these are intended to support prototyping efforts. System level models that cut across different sail configurations and control concepts while maintaining a consistent approach are non-existent. Much effort has been focused on the areas of thrust performance, solar radiation prediction, and sail membrane behavior vis-a-vis their reflective geometry, such as wrinkling/folding/furling as it pertains to thrust prediction. A parallel effort has been conducted on developing usable models for developing attitude control systems (ACS), for different sail configurations in different regimes. There has been very little by way of a system wide exploration of the impact of the various control schemes, thrust prediction models for different sail configurations being considered.

Sarathy, Sriprakash↗

NASA NTRS2021

ICESat-2 Constraint Analysis and Monitoring System (CAMS)

The Ice, Cloud and land Elevation Satellite-2 was launched on 15 September 2018 with mission goals of collecting surface elevation data that can precisely measure ice sheet topography, cloud and aerosol heights, land topography, as well as vegetation height for ecosystems studies. The Constraint Analysis and Monitoring System (CAMS) was implemented as an ICESat-2 ground system element to perform Mission Planning and Spacecraft Safety Monitoring. Mission Planning requires CAMS to serve as an interface between the Project Science Office, the Instrument Support Facility and the Mission Operation Control Center. By ingesting inputs received from all three groups, the CAMS builds an optimized and deconflicted timeline of science and instrument activities. Based upon the timeline of activities, the CAMS utilizes a sophisticated set of algorithms to model and predict the location and pointing of the spacecraft instrument relative to the Earth and Sun. From the predicted position and pointing, the CAMS provides precise monitoring of instrument health, and performs space asset laser conjunction detection. Furthermore, the CAMS determines alternative plans to prevent detected health constraint violations or mitigate potential laser conjunctions. This paper provides an overview of the CAMS and presents the operational performance of planning science and instrument activities, the monitoring of instrument constraints for health and safety, and the space asset laser conjunction screening and mitigation process.

ICESat-2↗