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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 163 records · Page 9
All sourcesNASA NTRSDOE OSTI
NASA NTRS1991

Geomagnetic model investigations for 1980 - 1989: A model for strategic defense initiative particle beam experiments and a study in the effects of data types and observatory bias solutions

Two suites of geomagnetic field models were generated at the request of Los Alamos National Lab. concerning Strategic Defense Initiative (SDI) research. The first is a progression of five models incorporating MAGSAT data and data from a sequence of batches as a priori information. The batch sequence is: post 1979.5 observatory data, post 1980 land survey and selected aeromagnetic and marine survey data, a special White Sands (NM) area survey by Project Magnet with some additional post 1980 marine survey data, and finally DE-2 satellite data. These models are of 13th deg and order in their main field terms, and deg and order 10 in their first derivative temporal terms. The second suite consists of four models based solely upon post 1983.5 observatory and survey data. They are of deg and order 10 in main field and 8 in a first deg Taylor series. A comprehensive error analysis was applied to both series, which accounted for error sources such as the truncated core and crustal fields, and the neglected Sq and low deg crustal fields. Comparison of the power spectrum of the MGST (10/81) model with those of this series show good agreement.

Langel, Robert A.↗
NASA NTRS1991

Networking as a Strategic Tool, 1991

This conference focuses on the technological advances, pitfalls, requirements, and trends involved in planning and implementing an effective computer network system. The basic theme of the conference is networking as a strategic tool. Tutorials and conference presentations explore the technology and methods involved in this rapidly changing field. Future directions are explored from a global, as well as local, perspective.

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NASA NTRS1991

Acquisition and production of skilled behavior in dynamic decision-making tasks: Modeling strategic behavior in human-automation interaction: Why and aid can (and should) go unused

Advances in computer and control technology offer the opportunity for task-offload aiding in human-machine systems. A task-offload aid (e.g., an autopilot, an intelligent assistant) can be selectively engaged by the human operator to dynamically delegate tasks to an automated system. Successful design and performance prediction in such systems requires knowledge of the factors influencing the strategy the operator develops and uses for managing interaction with the task-offload aid. A model is presented that shows how such strategies can be predicted as a function of three task context properties (frequency and duration of secondary tasks and costs of delaying secondary tasks) and three aid design properties (aid engagement and disengagement times, aid performance relative to human performance). Sensitivity analysis indicates how each of these contextual and design factors affect the optimal aid aid usage strategy and attainable system performance. The model is applied to understanding human-automation interaction in laboratory experiments on human supervisory control behavior. The laboratory task allowed subjects freedom to determine strategies for using an autopilot in a dynamic, multi-task environment. Modeling results suggested that many subjects may indeed have been acting appropriately by not using the autopilot in the way its designers intended. Although autopilot function was technically sound, this aid was not designed with due regard to the overall task context in which it was placed. These results demonstrate the need for additional research on how people may strategically manage their own resources, as well as those provided by automation, in an effort to keep workload and performance at acceptable levels.

Kirlik, Alex↗
NASA NTRS1992

Vision 21: The NASA strategic plan

The NASA Strategic Plan, Vision 21, is a living roadmap to the future to guide the men and women of the NASA team as they ensure U.S. leadership in space exploration and aeronautics research. This multiyear plan consists of a set of programs and activities that will retain our leadership in space science and the exploration of the solar system; help rebuild our nation's technology base and strengthen our leadership in aviation and other key industries; encourage commercial applications of space technology; use the unique perspective of space to better understand our home planet; provide the U.S. and its partners with a permanent space based research facility; expand on the legacy of Apollo and initiate precursor activities to establish a lunar base; and allow us a journey into tomorrow, journey to another planet (Mars), and beyond.

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NASA NTRS1991

Applications of the Strategic Defense Initiative's compact accelerators

The Strategic Defense Initiative's (SDI) investment in particle accelerator technology for its directed energy weapons program has produced breakthroughs in the size and power of new accelerators. These accelerators, in turn, have produced spinoffs in several areas: the radio frequency quadrupole linear accelerator (RFQ linac) was recently incorporated into the design of a cancer therapy unit at the Loma Linda University Medical Center, an SDI-sponsored compact induction linear accelerator may replace Cobalt-60 radiation and hazardous ethylene-oxide as a method for sterilizing medical products, and other SDIO-funded accelerators may be used to produce the radioactive isotopes oxygen-15, nitrogen-13, carbon-11, and fluorine-18 for positron emission tomography (PET). Other applications of these accelerators include bomb detection, non-destructive inspection, decomposing toxic substances in contaminated ground water, and eliminating nuclear waste.

Montanarelli, Nick↗
NASA NTRS1992

The Canadian Space Agency, Space Station, Strategic Technologies for Automation and Robotics Program technology development activity in protection of materials from the low Earth orbit space environment

The Strategic Technologies in Automation and Robotics (STEAR) program is managing a number of development contracts to improve the protection of spacecraft materials from the Low Earth Orbit (LEO) space environment. The project is structured in two phases over a 3 to 4 year period with a budget of 3 to 4 million dollars. Phase 1 is designed to demonstrate the technical feasibility and commercial potential of a coating/substrate system and its associated application process. The objective is to demonstrate a prototype fabrication capability using a full scale component of a commercially viable process for the protection of materials and surface finishes from the LEO space environment, and to demonstrate compliance with a set of performance requirements. Only phase 1 will be discussed in this paper.

Francoeur, J. R.↗
NASA NTRS1992

Space life sciences strategic plan

Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

Nicogossian, Arnauld E.↗
NASA NTRS1991

Space science and applications: Strategic plan 1991

The Office of Space Science and Applications (OSSA) 1991 Strategic Plan reflects a transitional year in which we respond to changes and focus on carrying out a vital space science program and strengthening our research base to reap the benefits of current and future missions. The Plan is built on interrelated, complementary strategies for the core space science program, for Mission to Planet Earth, and for Mission from Planet Earth. Each strategy has its own unique themes and mission priorities, but they share a common set of principles and a common goal - leadership through the achievement of excellence. Discussed here is the National Space Policy; an overview of OSSA activities, goals, and objectives; and the implications of the OSSA space science and applications strategy.

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NASA NTRS1992

Commercial non-aerospace technology transfer program for the 2000s: Strategic analysis and implementation

This report presents a strategic analysis and implementation plan for NASA's Office of Commercial Programs (OCP), Technology Transfer Division's (TTD), Technology Transfer Program. The main objectives of this study are to: (1) characterize the NASA TTD's environment and past organizational structure; (2) clearly identify current and prospective programmatic efforts; (3) determine an evolutionary view of an organizational structure which could lead to the accomplishment of NASA's future technology transfer aims; and (4) formulate a strategy and plan to improve NASA's (and other federal agencies) ability to transfer technology to the non-aerospace sectors of the U.S. economy. The planning horizon for this study extends through the remainder of the 1990s to the year 2000.

Horsham, Gary A. P.↗
NASA NTRS1991

Transportation technology program: Strategic plan

The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

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NASA NTRS1992

NASA's strategic plan for education. A strategy for change, 1993-1998

NASA's education vision is to promote excellence in America's education system through enhancing and expanding scientific and technological competence. In doing so, NASA strives to be recognized by the education community as the premier mission agency in support of the National Education Goals and in the development and implementation of education standards. To realize this vision, NASA has clearly defined and developed three specific goals to promote excellence in education. Specific objectives and milestones are defined for each goal in the body of this strategic plan.

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NASA NTRS1993

Strategic avionics technology definition studies. Subtask 3-1A: Electrical Actuation (ELA) systems

This interim report presents the preliminary results of an electrical actuation (ELA) system study (subtask TA3-1A) to support the NASA strategic avionics technology definition studies. The final report of this ELA study is scheduled for September 30, 1993. The topics are presented in viewgraph form and include the following ELA technology demonstration testing; ELA system baseline; power and energy requirements for shuttle effector systems; power efficiency and losses of ELA effector systems; and power and energy requirements for ELA power sources.

Lum, Ben T. F.↗
NASA NTRS1992

Strategic directions and mechanisms in technology transfer

An outline summarizing the Working Panel discussion related to strategic directions for technology transfer is presented. Specific topics addressed include measuring success, management of technology, innovation and experimentation in the tech transfer process, integration of tech transfer into R&D planning, institutionalization of tech transfer, and policy/legislative resources.

Mackin, Robert↗
NASA NTRS1991

Overconfidence, preview, and probability in strategic planning

The performance of eight subjects in a 'rescue' video game requiring choices as to which node they should fly to in order to rescue the simulated casualties is presently studied with a view to biases and display support criteria in strategic planning. After each choice, the subjects needed to fly a challenging tracking dynamic along a path to reach the next node. The results obtained indicate that the choices of the subjects were less optimal when full preview was offered, perhaps due to subjects' reliance on the simple strategy of choosing routes with the greatest number of casualties.

Wickens, Christopher D.↗
NASA NTRS1994

Space Science for the 21st Century. Strategic Plan for 1995-2000

This publication is one of three volumes in 'Space Science for the 21st Century', the Office of Space Science Strategic plan for 1995-2000. The other two volumes are the recently released Integrated Technology Strategy and the Education Plan, which is in preparation at this publication date. The Science Plan was developed by the Office of Space Science (OSS) in partnership with the Space Science Advisory Committee. The mission of the OSS is to seek answers to fundamental questions about: the galaxy and the universe; the connection between the Sun, Earth, and Heliosphere; the origin and evolution of planetary systems; and the origin and distribution of life in the universe. The strategy to answer these questions includes completing the means to survey the universe across the entire electromagnetic spectrum; completing the survey of cosmic rays through their highest energies, and of interstellar gas; carrying out a basic new test of the Theory of General Relativity; completing development of the means to understand the mechanisms of solar variability and its effects on Earth; completing the first exploration of the inner and outer frontiers of the heliosphere; determining the plasma environments of the solar system planets and how those environments are affected by solar activity; completing development of the means to finish the reconnaissance of the entire solar system from the Sun to Pluto; beginning the comprehensive search for other planets around other stars; resuming surface exploration of solar system bodies to understand the origin and evolution of the Sun's planetary system; continuing the study of biogenic compounds and their evolution in the universe; and searching for indicators of past and present conditions conducive to life.

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NASA NTRS1995

NASA strategic plan

NASA's Plan summarizes the Agency's vision, mission, and values. Specific goals are listed for each externally focused Enterprise: Mission to Planet Earth, Aeronautics, Human Exploration and Development of Space, Space Science, and Space Technology. These Enterprises satisfy the needs of customers external to NASA. The Strategic Functions (Space Communications, Human Resources, and Physical Resources) are necessary in order to meet the goals of the Enterprises. The goals of these Functions are also presented. All goals must be met while adhering to the discussed values and operating principles of NASA. A final section outlines the implementing strategy.

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NASA NTRS1995

A linguistic geometry for 3D strategic planning

This paper is a new step in the development and application of the Linguistic Geometry. This formal theory is intended to discover the inner properties of human expert heuristics, which have been successful in a certain class of complex control systems, and apply them to different systems. In this paper we investigate heuristics extracted in the form of hierarchical networks of planning paths of autonomous agents. Employing Linguistic Geometry tools the dynamic hierarchy of networks is represented as a hierarchy of formal attribute languages. The main ideas of this methodology are shown in this paper on the new pilot example of the solution of the extremely complex 3D optimization problem of strategic planning for the space combat of autonomous vehicles. This example demonstrates deep and highly selective search in comparison with conventional search algorithms.

Stilman, Boris↗
NASA NTRS1994

Strategic workload management and decision biases in aviation

Thirty pilots flew three simulated landing approaches under conditions of low, medium, and high workload. Workload conditions were created by varying time pressure and external communications requirements. Our interest was in how the pilots strategically managed or adapted to the increasing workload. We independently assessed the pilot's ranking of the priority of different discrete tasks during the approach and landing. Pilots were found to sacrifice some aspects of primary flight control as workload increased. For discrete tasks, increasing workload increased the amount of time in performing the high priority tasks, decreased the time in performing those of lowest priority, and did not affect duration of performance episodes or optimality of scheduling of tasks of any priority level. Individual differences analysis revealed that high-performing subjects scheduled discrete tasks earlier in the flight and shifted more often between different activities.

Raby, Mireille↗