Search NASA⌕ Search

SEARCH · Search NASA

Results for “strategic vision”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 127 records · Page 7
All sourcesNASA NTRSDOE OSTI
NASA NTRS2005

Materials Challenges in Space Exploration

United States civil space program administered by National Aeronautics and Space Administration has a new strategic direction to explore the solar system. This new 'vision for space exploration' encompasses a broad range of human and robotic missions, including the Moon. Mars and destinations beyond. These missions require advanced systems and capabilities that will accelerate the development of many critical technologies, including advanced materials and structural concepts. Specifically, it is planned to develop high-performance materials for vehicle structures, propulsion systems, and space suits; structural concepts for modular assembly for space infrastructure: lightweight deployable and inflatable structures for large space systems and crew habitats; and highly integrated structural systems and advanced thermal management systems for reducing launch mass and volume. This paper will present several materials challenges in advanced space systems-high performance structural and thermal materials, space durable materials, radiation protection materials, and nano-structural materials. Finally, the paper will take a look at the possibility of utilizing materials in situ, i.e., processing materials on the surface of the Moon and Mars.

Bhat, Biliyar N.↗
NASA NTRS2005

Materials Challenges in Space Exploration

United States civil space program administered by National Aeronautics and Space Administration (NASA) has a new strategic direction to explore the solar system. This new 'vision for space exploration' encompasses a broad range of human and robotic missions, including the Moon, Mars and destinations beyond. These missions require advanced systems and capabilities that will accelerate the development of many critical technologies, including advanced materials and structural concepts. Specifically, it is planned to develop high-peformance materials for vehicle structures, propulsion systems, and space suits; structural concepts for modular assembly for space infrastructure; lightweight deployable and inflatable structures for large space systems and crew habitats; and highly integrated structural systems and advanced thermal management systems for reducing launch mass and volume. This paper will present several materials challenges in advanced space systems-high performance structural and thermal materials, space durable materials, radiation protection materials, and nano- structural materials. The paper will also address smart materials and structures and examine space environmental effects on materials and methods of mitigating them. Finally, the paper will take a look at the possibility of utilizing materials in situ, i.e., processing and using desired materials on the surface of the Moon and Mars.

Bhat, Biliyar N.↗
NASA NTRS1992

Strategic planning as a focus for continuous improvement. A case study

What do most of the successful people and organizations in our world have in common? Instead of worrying about the future, they work to create it. They have a plan, or a vision of what they want to accomplish and they focus their efforts on success. Strategic planning has been described as a disciplined, ongoing process to produce fundamental decisions and actions that shape what an organization is, what it does, and how it will respond to a changing environment. This case study discussion will evaluate the relationship between strategic planning and Total Quality Management (TQM), or continuous improvement, through the experience of the NASA Johnson Space Center in developing a strategy for the future. That experience clearly illustrates the value of strategic planning in setting the framework and establishing the overall thrust of continuous improvement initiatives. Equally significant, the fundamentals of a quality culture such as strong customer and supplier partnerships, participative involvement, open communications, and ownership were essential in overcoming the challenges inherent in the planning process. A reinforced management commitment to the quality culture was a clear, long-term benefit.

Oneill, John W.↗
NASA NTRS2020

Strategic Perspectives on the Future of Systems Engineering at NASA

NASA’s Model-Based Systems Engineering (MBSE) Infusion and Modernization Initiative (MIAMI) chartered a strategy group comprising early to mid-career NASA subject matter experts with diverse experiences to look into the future of systems engineering at NASA. The purpose of the group was to provide a vision for the future state of systems engineering practices and to develop a strategic plan to enable the evolution of the art up to 20 years in the future. The group used a design thinking approach to gather ideas and obtained insight into current engineering processes and domain outlook by interviewing engineers of varying expertise and experiences who had worked on teams of different sizes for missions large and small. The group built a roadmap to highlight future needs, projected capabilities, and technology and competency gaps and developed a strategic plan to ensure the expedient introduction of these capabilities. The resulting strategic plan recommends capability development and workforce strategies and provides guidance for Agency-wide SE policy. Artifacts, details, and raw data from the strategy team’s work are contained in NASA/TM-20205002911/SUPPL, Strategic Perspectives on the Future of Systems Engineering at NASA: Supplemental Information: Appendixes A to K.

Anupa R Bajwa↗
NASA NTRS2004

National Aeronautics and Space Administration Exploration Systems Interim Strategy

Contents include the following: 1. The Exploration Systems Mission Directorate within NASA. Enabling the Vision for Space Exploration. The Role of the Directorate. 2. Strategic Context and Approach. Corporate Focus. Focused, Prioritized Requirements. Spiral Transformation. Management Rigor. 3. Achieving Directorate Objectives. Strategy to Task Process. Capability Development. Research and Technology Development. 4. Beyond the Horizon. Appendices.

Source record↗
NASA NTRS2014

CFD Vision 2030 Study: A Path to Revolutionary Computational Aerosciences

This report documents the results of a study to address the long range, strategic planning required by NASA's Revolutionary Computational Aerosciences (RCA) program in the area of computational fluid dynamics (CFD), including future software and hardware requirements for High Performance Computing (HPC). Specifically, the "Vision 2030" CFD study is to provide a knowledge-based forecast of the future computational capabilities required for turbulent, transitional, and reacting flow simulations across a broad Mach number regime, and to lay the foundation for the development of a future framework and/or environment where physics-based, accurate predictions of complex turbulent flows, including flow separation, can be accomplished routinely and efficiently in cooperation with other physics-based simulations to enable multi-physics analysis and design. Specific technical requirements from the aerospace industrial and scientific communities were obtained to determine critical capability gaps, anticipated technical challenges, and impediments to achieving the target CFD capability in 2030. A preliminary development plan and roadmap were created to help focus investments in technology development to help achieve the CFD vision in 2030.

Jeffrey P Slotnick↗
DOE OSTI2025

Southcentral/Upper-West Combined Heat and Power Technical Assistance Partnership

This Final Technical Report describes the successful completion of all project tasks under award DE-EE0008272, plus three additional deliverables, all completed within the original budget. Our objective was to position CHP as a key driver of American competitiveness, the strategic use of domestic energy resources, and enhanced energy resilience. This vision was pursued through sustained collaboration with a broad range of public and private stakeholders, including manufacturers, commercial and institutional facilities, state and federal agencies, and associations of end-users, among others.

03 NATURAL GAS↗
NASA NTRSDate not supplied

Flight Testing of In-Time Safety Assurance Technologies for UAS Operations

Ongoing research at NASA is driven by a strategic plan defined by the Aeronautics Research Mission Directorate and a vision for future In-Time Aviation Safety Management Systems (IASMS) as described by the National Academies. In both visions, system safety awareness and provision are expanded through increased access to relevant data; integrated analysis and predictive capabilities; improved real-time detection and alerting of domain-specific hazards; decision support, and in some cases, automated risk mitigation strategies. One primary research focus is to develop means by which more timely (i.e., “in-time”) actions may be taken to mitigate precursors, anomalies, or trends that are observed during operations. In this paper, we describe such means as a collection of Services, Functions, and Capabilities (SFCs) that are supported by an underlying information system. For example, an integrated risk assessment capability is envisioned that continuously monitors safety-related metrics and margins and recommends timely operational changes. Assessment functions and/or services can be based on data analytics and predictive models derived from heterogeneous data sets that span relevant indicator metrics and their time histories. Likewise, on-board functions can identify and reduce susceptibility to precursor conditions that have led (and can lead) to aircraft loss-of-control or out-of-control accidents. This paper summarizes development and testing of such an information system tailored to hazards anticipated for future highly autonomous flight missions near and over densely populated areas. Testing is accomplished via simulation and by using small, unmanned aircraft operating over a test range at NASA’s Langley Research Center. Flight plans and test scenarios are defined to emulate several use-cases, including package delivery; reconnaissance; fire management; and urban air taxi vertiport operations. Two test phases are summarized with Phase 1 occurring in (2019-2020) and Phase 2 ongoing (2021-present). Results focus on SFC performance, technology readiness level assessment, and requirements discovery/validation. Companion papers are cited throughout for additional details on the recent testing.

safety management↗
DOE OSTI2022

Contentious narratives and disinformation about nuclear weapons in strategic deterrence and competition: A SOCOM perspective. Part of Section: United States Special Operations Command (USSOCOM) in Emerging Strategic & Geopolitical Challenges: Operational Implications for US Combatant Commands

Russia’s “special military operation” in Ukraine demonstrates the challenge for strategic deterrence and competition of countering contentious narratives and disinformation about weapons of mass destruction (WMD) during conventional regional wars against a nucleararmed adversary. Moscow uses both tailored, contentious narratives and targeted disinformation about WMD in Ukraine to influence and disrupt local and global perceptions in support of its deterrence and competition objectives vis-à-vis the United States and NATO. Since December 2021, Moscow has made a focal point of chemical, biological, radiological, and nuclear weapons in its efforts to establish a permissive environment for its military buildup on the border with Ukraine and then its military intervention. These information tactics also demonstrate an opportunity for US Special Operations Forces (SOF). They are a case study for considering how SOF can contribute to strategic deterrence and competition objectives, specifically countering adversary gray-zone information efforts to alter regional security orders.1 Such a role is in line with the 2022 Special Operations Forces Vision and Strategy, which provides a framework for the evolution of SOF into “a force capable of creating strategic, asymmetric advantages for the nation as a key contributor of integrated deterrence” (United States Special Operations Command, 2022). This paper briefly examines this strategic challenge and SOF opportunity, focusing narrowly on the distinction between contentious narratives and disinformation about nuclear weapons and the role of SOF in countering these gray-zone information tactics. The nuclear dimension of Moscow’s contentious narratives and disinformation in the “special military operation” is of particular interest because it demonstrates the distinction between strategic efforts to influence and disrupt local and global perceptions in Moscow’s favor. This distinction between influence and disruption is less clear with Russia’s contentious narratives and disinformation about chemical and biological weapons in Ukraine, as disinformation about these two types of WMD appears to overwhelm contentious narratives. We believe this distinction is useful for policymakers and warfighters responsible for countering gray-zone information tactics because it provides a framework for crafting tailored responses to contentious narratives and disinformation about nuclear weapons and other WMD. The chapter concludes with a discussion of efforts that could be undertaken by SOF in cooperation with other relevant stakeholders to address this aspect of adversary gray-zone information tactics.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2012

A Vision for the Exploration of Mars: Robotic Precursors Followed by Humans to Mars Orbit in 2033

The reformulation of the Mars program gives NASA a rare opportunity to deliver a credible vision in which humans, robots, and advancements in information technology combine to open the deep space frontier to Mars. There is a broad challenge in the reformulation of the Mars exploration program that truly sets the stage for: 'a strategic collaboration between the Science Mission Directorate (SMD), the Human Exploration and Operations Mission Directorate (HEOMD) and the Office of the Chief Technologist, for the next several decades of exploring Mars'.Any strategy that links all three challenge areas listed into a true long term strategic program necessitates discussion. NASA's SMD and HEOMD should accept the President's challenge and vision by developing an integrated program that will enable a human expedition to Mars orbit in 2033 with the goal of returning samples suitable for addressing the question of whether life exists or ever existed on Mars

Sellers, Piers J.↗
NASA NTRS2005

Micro-Inspector Spacecraft for Space Exploration Missions

NASA is seeking to embark on a new set of human and robotic exploration missions back to the Moon, to Mars, and destinations beyond. Key strategic technical challenges will need to be addressed to realize this new vision for space exploration, including improvements in safety and reliability to improve robustness of space operations. Under sponsorship by NASA's Exploration Systems Mission, the Jet Propulsion Laboratory (JPL), together with its partners in government (NASA Johnson Space Center) and industry (Boeing, Vacco Industries, Ashwin-Ushas Inc.) is developing an ultra-low mass (<3.0 kg) free-flying micro-inspector spacecraft in an effort to enhance safety and reduce risk in future human and exploration missions. The micro-inspector will provide remote vehicle inspections to ensure safety and reliability, or to provide monitoring of in-space assembly. The micro-inspector spacecraft represents an inherently modular system addition that can improve safety and support multiple host vehicles in multiple applications. On human missions, it may help extend the reach of human explorers, decreasing human EVA time to reduce mission cost and risk. The micro-inspector development is the continuation of an effort begun under NASA's Office of Aerospace Technology Enabling Concepts and Technology (ECT) program. The micro-inspector uses miniaturized celestial sensors; relies on a combination of solar power and batteries (allowing for unlimited operation in the sun and up to 4 hours in the shade); utilizes a low-pressure, low-leakage liquid butane propellant system for added safety; and includes multi-functional structure for high system-level integration and miniaturization. Versions of this system to be designed and developed under the H&RT program will include additional capabilities for on-board, vision-based navigation, spacecraft inspection, and collision avoidance, and will be demonstrated in a ground-based, space-related environment. These features make the micro-inspector design unique in its ability to serve crewed as well as robotic spacecraft, well beyond Earth-orbit and into arenas such as robotic missions, where human teleoperation capability is not locally available.

microspacecraft↗
NASA NTRS2006

Logistics Lessons Learned in NASA Space Flight

The Vision for Space Exploration sets out a number of goals, involving both strategic and tactical objectives. These include returning the Space Shuttle to flight, completing the International Space Station, and conducting human expeditions to the Moon by 2020. Each of these goals has profound logistics implications. In the consideration of these objectives,a need for a study on NASA logistics lessons learned was recognized. The study endeavors to identify both needs for space exploration and challenges in the development of past logistics architectures, as well as in the design of space systems. This study may also be appropriately applied as guidance in the development of an integrated logistics architecture for future human missions to the Moon and Mars. This report first summarizes current logistics practices for the Space Shuttle Program (SSP) and the International Space Station (ISS) and examines the practices of manifesting, stowage, inventory tracking, waste disposal, and return logistics. The key findings of this examination are that while the current practices do have many positive aspects, there are also several shortcomings. These shortcomings include a high-level of excess complexity, redundancy of information/lack of a common database, and a large human-in-the-loop component. Later sections of this report describe the methodology and results of our work to systematically gather logistics lessons learned from past and current human spaceflight programs as well as validating these lessons through a survey of the opinions of current space logisticians. To consider the perspectives on logistics lessons, we searched several sources within NASA, including organizations with direct and indirect connections with the system flow in mission planning. We utilized crew debriefs, the John Commonsense lessons repository for the JSC Mission Operations Directorate, and the Skylab Lessons Learned. Additionally, we searched the public version of the Lessons Learned Information System (LLIS) and verified that we received the same result using the internal version of LLIS for our logistics lesson searches. In conducting the research, information from multiple databases was consolidated into a single spreadsheet of 300 lessons learned. Keywords were applied for the purpose of sorting and evaluation. Once the lessons had been compiled, an analysis of the resulting data was performed, first sorting it by keyword, then finding duplication and root cause, and finally sorting by root cause. The data was then distilled into the top 7 lessons learned across programs, centers, and activities.

Evans, William A.↗
NASA NTRS2019

Minimizing Sonic Boom Through Simulation-Based Design: The X-59 Airplane

One of NASA’s six Strategic Thrusts for aeronautics is “Innovation in Commercial Supersonic Aircraft,” with a vision of fast air travel widely available to the traveling public. Future supersonic aircraft will be efficient, affordable, and environmentally responsible, generating an acceptable level of en-route noise (sonic booms). The first major step is the ongoing construction of the new X-59 Quiet SuperSonic Technology X-plane to demonstrate technologies that reduce sonic booms to gentle thumps. By using highresolution Cart3D computational fluid dynamics simulations, the shape of the aircraft can be designed to control the non-linear interactions of shock waves to reduce the sonic boom noise on the ground to within outdoor ambient levels, thereby enabling supersonic overland flight.

Nemec, Marian↗
NASA NTRS2000

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

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

Source record↗
DOE OSTI2024

SMR Current Status: Development Needs and Global Perspectives

Defined as nuclear reactors with a power output up to 300 megawatts electrical (MWe) by the International Atomic Energy Agency (IAEA) and targeted for multipurpose applications, small modular reactors (SMRs) have been recognized as a very promising, clean, affordable, and sustainable energy source by many countries. At present, more than 80 SMRs are under design, development, demonstration, deployment, and beyond (4D+) phases worldwide. This study focuses on the current world status of SMRs and focuses on the necessary developments to accelerate the process of adopting SMRs as a major energy source globally. SMRs are not a new concept, but they do represent a new vision for older concepts if the challenges inherent within them are mitigated with strategic and realistic solution approaches. The major challenges for SMRs 4D+ like any new reactors are: (a) qualifying the advanced fuel-to-reactor design; (b) supporting rapid scaled/prototypic experimentations; (c) maintaining local and global codes, standards, and licensing; (d) supply chain issues;(e) effective cradle-to-grave nuclear fuel cycle and fuel material transportation, and (f) mitigating financial and environmental risks. These upfront challenges can be mitigated with a synergistic solution approach among the various stakeholders: industry, academia, research, government, and international entities.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2024

Presentation: SMR Current Status: Development Needs and Global Perspectives

Defined as nuclear reactors with a power output up to 300 megawatts electrical (MWe) by the International Atomic Energy Agency (IAEA) and targeted for multipurpose applications, small modular reactors (SMRs) have been recognized as a very promising, clean, affordable, and sustainable energy source by many countries. At present, more than 80 SMRs are under design, development, demonstration, deployment, and beyond (4D+) phases worldwide. This paper focuses on the current world status of SMRs and focuses on the necessary developments to accelerate the process of adopting SMRs as a major energy source globally. SMRs are not a new concept, but they do represent a new vision for older concepts if the challenges inherent within them are mitigated with strategic and realistic solution approaches. The major challenges for SMRs 4D+ like any new reactors are: (a) qualifying the advanced fuel-to-reactor design; (b) supporting rapid scaled/prototypic experimentations; (c) maintaining local and global codes, standards, and licensing; (d) supply chain issues; (e) effective cradle-to-grave nuclear fuel cycle and fuel material transportation, and (f) mitigating financial and environmental risks. These upfront challenges can be mitigated with a synergistic solution approach among the various stakeholders: industry, academia, research, government, and international entities.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2024

SMR Current Status: Development Needs and Global Perspectives

Defined as nuclear reactors with a power output up to 300 megawatts electrical (MWe) by the International Atomic Energy Agency (IAEA) and targeted for multipurpose applications, small modular reactors (SMRs) have been recognized as a very promising, clean, affordable, and sustainable energy source by many countries. At present, more than 80 SMRs are under design, development, demonstration, deployment, and beyond (4D+) phases worldwide. This study focuses on the current world status of SMRs and focuses on the necessary developments to accelerate the process of adopting SMRs as a major energy source globally. SMRs are not a new concept, but they do represent a new vision for older concepts if the challenges inherent within them are mitigated with strategic and realistic solution approaches. The major challenges for SMRs 4D+ like any new reactors are: (a) qualifying the advanced fuel-to-reactor design; (b) supporting rapid scaled/prototypic experimentations; (c) maintaining local and global codes, standards, and licensing; (d) supply chain issues;(e) effective cradle-to-grave nuclear fuel cycle and fuel material transportation, and (f) mitigating financial and environmental risks. These upfront challenges can be mitigated with a synergistic solution approach among the various stakeholders: industry, academia, research, government, and international entities.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗