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NASA NTRS2014

NASA's Space Launch System Development Status

Development of the National Aeronautics and Space Administration's (NASA's) Space Launch System (SLS) heavy lift rocket is shifting from the formulation phase into the implementation phase in 2014, a little more than 3 years after formal program establishment. Current development is focused on delivering a vehicle capable of launching 70 metric tons (t) into low Earth orbit. This "Block 1" configuration will launch the Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back in December 2017, followed by its first crewed flight in 2021. SLS can evolve to a130t lift capability and serve as a baseline for numerous robotic and human missions ranging from a Mars sample return to delivering the first astronauts to explore another planet. Benefits associated with its unprecedented mass and volume include reduced trip times and simplified payload design. Every SLS element achieved significant, tangible progress over the past year. Among the Program's many accomplishments are: manufacture of core stage test barrels and domes; testing of Solid Rocket Booster development hardware including thrust vector controls and avionics; planning for RS- 25 core stage engine testing; and more than 4,000 wind tunnel runs to refine vehicle configuration, trajectory, and guidance. The Program shipped its first flight hardware - the Multi-Purpose Crew Vehicle Stage Adapter (MSA) - to the United Launch Alliance for integration with the Delta IV heavy rocket that will launch an Orion test article in 2014 from NASA's Kennedy Space Center. The Program successfully completed Preliminary Design Review in 2013 and will complete Key Decision Point C in 2014. NASA has authorized the Program to move forward to Critical Design Review, scheduled for 2015 and a December 2017 first launch. The Program's success to date is due to prudent use of proven technology, infrastructure, and workforce from the Saturn and Space Shuttle programs, a streamlined management approach, and judicious use of new technologies. The result is a safe, affordable, sustainable, and evolutionary path to development of an unprecedented capability for future missions across the solar system. In an environment of economic challenges, the nationwide SLS team continues to meet ambitious budget and schedule targets. This paper will discuss SLS Program and technical accomplishments over the past year and provide a look at the milestones and challenges ahead.

Lyles, Garry↗
NASA NTRS2014

NASA's Space Launch System: Momentum Builds Toward First Launch

NASA's Space Launch System (SLS) is gaining momentum toward the first launch of a new exploration-class heavy lift launch vehicle for international exploration and science initiatives. The SLS comprises an architecture that begins with a vehicle capable of launching 70 metric tons (t) into low Earth orbit. It will launch the Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back in December 2017. Its first crewed flight follows in 2021. SLS can evolve to a130-t lift capability and serve as a baseline for numerous robotic and human missions ranging from a Mars sample return to delivering the first astronauts to explore another planet. The SLS Program formally transitioned from the formulation phase to implementation with the successful completion of the rigorous Key Decision Point C review in 2014. As a result, the Agency authorized the Program to move forward to Critical Design Review, scheduled for 2015. In the NASA project life cycle process, SLS has completed 50 percent of its major milestones toward first flight. Every SLS element manufactured development hardware for testing over the past year. Accomplishments during 2013/2014 included manufacture of core stage test articles, preparations for qualification testing the solid rocket boosters and the RS-25 main engines, and shipment of the first flight hardware in preparation for the Exploration Flight Test-1 (EFT-1) in 2014. SLS was conceived with the goals of safety, affordability, and sustainability, while also providing unprecedented capability for human exploration and scientific discovery beyond Earth orbit. In an environment of economic challenges, the SLS team continues to meet ambitious budget and schedule targets through the studied use of hardware, infrastructure, and workforce investments the United States made in the last half century, while selectively using new technologies for design, manufacturing, and testing, as well as streamlined management approaches that have increased decision velocity and reduced associated costs. This paper will summarize recent SLS Program accomplishments, as well as the challenges and opportunities ahead for the most powerful and capable launch vehicle in history.

May, Todd A.↗
NASA NTRS2014

NASA's Space Launch System: Momentum Builds Towards First Launch

NASA's Space Launch System (SLS) is gaining momentum programmatically and technically toward the first launch of a new exploration-class heavy lift launch vehicle for international exploration and science initiatives. The SLS comprises an architecture that begins with a vehicle capable of launching 70 metric tons (t) into low Earth orbit. Its first mission will be the launch of the Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back. SLS will also launch the first Orion crewed flight in 2021. SLS can evolve to a 130-t lift capability and serve as a baseline for numerous robotic and human missions ranging from a Mars sample return to delivering the first astronauts to explore another planet. Managed by NASA's Marshall Space Flight Center, the SLS Program formally transitioned from the formulation phase to implementation with the successful completion of the rigorous Key Decision Point C review in 2014. At KDP-C, the Agency Planning Management Council determines the readiness of a program to go to the next life-cycle phase and makes technical, cost, and schedule commitments to its external stakeholders. As a result, the Agency authorized the Program to move forward to Critical Design Review, scheduled for 2015, and a launch readiness date of November 2018. Every SLS element is currently in testing or test preparations. The Program shipped its first flight hardware in 2014 in preparation for Orion's Exploration Flight Test-1 (EFT-1) launch on a Delta IV Heavy rocket in December, a significant first step toward human journeys into deep space. Accomplishments during 2014 included manufacture of Core Stage test articles and preparations for qualification testing the Solid Rocket Boosters and the RS-25 Core Stage engines. SLS was conceived with the goals of safety, affordability, and sustainability, while also providing unprecedented capability for human exploration and scientific discovery beyond Earth orbit. In an environment of economic challenges, the nationwide SLS team continues to meet ambitious budget and schedule targets through the studied use of hardware, infrastructure, and workforce investments the United States has already made in the last half century, while selectively using new technologies for design, manufacturing, and testing, as well as streamlined management approaches that have increased decision velocity and reduced associated costs. This paper will summarize recent SLS Program technical accomplishments, as well as the challenges and opportunities ahead for the most powerful and capable launch vehicle in history.

May, Todd↗
NASA NTRS2015

So Easy a Greybeard Can Do It: Mobile Paperless Engineering

Picture a NASA Engineer out at the launch pad - some new construction has been completed, and he has been tasked to inspect the job. While working, he repeatedly travels between the site and his desk, spending time seeking out information, printing out drawings for reference, and attempting to align schedules to meet with the team. This type of scenario is not just specific to Kennedy Space Center though, many industries partake in similar circumstances most realizing that there is always a need for more information, and often at a moments notice. While this approach will eventually get the job done, NASA KSC-ESC has questioned how to use readily available resources to streamline work processes, become more efficient, and produce less waste.

Greybeard↗
NASA NTRS1982

The far ultraviolet spectroscopic explorer

The scientific objectives and performance characteristics of a new astronomy mission referred to as the far ultraviolet spectroscopic explorer, or FUSE are being defined by a team involving people experienced instrumental requirements that best meet the scientific needs. The team is intended to have a lifetime of about one year, ending with the submission of a report to NASA which could be used as the basis for an engineering design study. The principal objective of FUSE is to obtain astronomical spectra at wavelengths shorter than is possible with the Space Telescope.

Boggess, A.↗
DOE OSTI2021

Heavy Oil Polymer EOR in the Challenging Alaskan Arctic - It Works!

Under co-sponsorship of the US Department of Energy and Hilcorp Alaska LLC the first ever polymer field pilot commenced on 8/28/2018 in the Schrader Bluff heavy oil reservoir at the Milne Point Field on Alaska North Slope (ANS). The primary objective of the pilot is to prove the efficacy of polymer Enhanced Oil Recovery (EOR) to unlock the vast heavy oil resources on ANS. More than two and half years after startup, the polymer injection, supporting laboratory experiments and simulation studies steadily continue. The pilot started injecting hydrolyzed polyacrylamide (HPAM), at a concentration of 1,750 ppm to achieve a target viscosity of 45 cP, into the two horizontal injectors in the flood pattern. Production is monitored in the two horizontal producers. Based on laboratory measurements of polymer viscosity at reservoir conditions, the team decided to reduce polymer concentration to 1,200 ppm since July 2020 in an effort to control injection pressure and optimize polymer utilization. Quality control (QC) on the field ensures uniform polymer solution properties. Representative rock and fluid systems and test conditions are utilized in the corefloods on polymer retention, effect of injection water salinity, polymer loading, and their combinations on oil recovery. A history matched reservoir simulation model for forecasting oil recovery was developed on the basis of all the available field data. Field concerns related to the post-polymer breakthrough impact on flow assurance is addressed via specialized laboratory tests. Notwithstanding early operational disruptions and hydration issues, continuous polymer injection in both injectors has been achieved. To date, 950,000 lbs of polymer or 2 million barrels of polymer solution, equating to 13% of total pore volume (PV), has been placed in the flood pattern, serving as an effective indicator of adequate polymer injectivity. So far, the success of polymer EOR is evident from drastically reduced water cut in the producers, an estimated incremental 1,000 bopd over waterflood, and a favorable polymer utilization of 1.7 lbs/barrel of incremental oil. Polymer breakthrough was observed 26 months after the start of polymer injection. Main observations from corefloods are unusually high polymer retention values in some cases and a positive response to low salinity water. Although the heterogeneity in the flood pattern and exceptionally low water cut pose some challenges, persistent novel and justifiable simulation approaches have resulted in a robust history matched model. Experimental results on produced fluids treatment provide operational guidance for improved oil-water separation and mitigation of heater tube fouling. The ongoing success of the pilot is a key indicator of bringing the team ever closer to meeting the project’s primary objective. The encouraging results of the pilot is one of the drivers that has provided the impetus to apply polymer EOR throughout the Milne Point Field, which would increase oil recovery and extend the economic life of the Trans Alaska Pipeline System. The scientific knowledge, including the many lessons learned from this pilot also has referential value for other potential heavy oil EOR projects throughout the world. The collected data, operational lessons learned, and the overall success of the pilot are summarized in the paper.

None, None↗
DOE OSTI2021

2020 Virtual CSEWG Meeting Minutes

The 2020 Annual CSEWG Meeting was an unusual meeting in most respects. It was the most highly attended CSEWG since the 1990s (194 registered attendees with a peak attendance of 170), it was 100% virtual, due to the ongoing COVID-19 pandemic, and it was by all accounts highly successful. In fact, the virtual platform allowed many to participate who otherwise would not have been able to travel for an in-person meeting. We thank the BNL IT team and NNDC staff for making this meeting happen. In these minutes, you will find both a summary of the meeting and lists of action items from this and past CSEWG meetings. Please take a moment and note any actions for which you or others at your institution may be responsible.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗
NASA NTRS1988

Environmental control medical support team

The activities conducted in support of the Environmental Control and Life Support Team during December 7, 1987 through September 30, 1988 are summarized. The majority of the ongoing support has focused on the ECLSS area. Through a series of initial meetings with the ECLSS team and technical literature review, an initial list of critical topics was developed. Subtasks were then identified or additional related tasks received as action items from the ECLSS group meetings. Although most of the efforts focused on providing MSFC personnel with information regarding specific questions and problems related to ECLSS issues, other efforts regarding identifying an ECLSS Medical Support Team and constructing data bases of technical information were also initiated and completed. The specific tasks are as follows: (1) Provide support to the mechanical design and integration of test systems as related to microbiological concerns; (2) Assist with design of Human Subjects Test Protocols; (3) Interpretation and recommendations pertaining to air/water quality requirements; (4) Assist in determining the design specifications required as related to the Technical Demonstration Program; (5) Develop a data base of all microorganisms recovered from previous subsystem testing; (6) Estimates of health risk of individual microbes to test subjects; (7) Assist with setting limits for safety of test subjects; (8) Health monitoring of test subjects; (9) Assist in the preparation of test plans; (10) Assist in the development of a QA/QC program to assure the validity, accuracy and precision of the analyses; and (11) Assist in developing test plans required for future man in the loop testing.

Crump, William J.↗
NASA NTRS2014

LISA Pathfinder and eLISA news

Two important gatherings of the space-based gravitational-wave detector community were held in Zurich, Switzerland this past March. The first was a meeting of the Science Working Team for LISA Pathfinder (LPF), a dedicated technology demonstrator mission for a future LISA-like gravitational wave observatory. LPF is entering an extremely exciting phase with launch less than 15 months away. All flight components for both the European science payload, known as the LISA Technology Package (LTP), and the NASA science payload, known as the Space Technology 7 Disturbance Reduction System (ST7-DRS), have been delivered and are undergoing integration. The final flight component for the spacecraft bus, a cold-gas thruster based on the successful GAIA design, will be delivered later this year. Current focus is on completing integration of the science payload (see Figures 1 and 2) and preparation for operations and data analysis. After a launch in Summer 2015, LPF will take approximately 90 days to reach its operational orbit around the Earth-Sun Lagrange point (L1), where it will begin science operations. After 90 days of LTP operations followed by 90 days of DRS operations, LPF will have completed its prime mission of paving the way for a space-based observatory of gravitational waves in the milliHertz band. Immediately following the meeting of the LPF team, the eLISA consortium held its third progress meeting. The consortium (www.elisascience.org) is the organizing body of the European space-based gravitational-wave community, and it was responsible for the "The Gravitational Universe" whitepaper that resulted in the November 2013 election of a gravitational-wave science theme for ESA's Cosmic Visions L3 opportunity. In preparation for an L3 mission concept call, which is expected later this decade, and for launch in the mid 2030s, the eLISA consortium members are coordinating technology development and mission study activities which will build on the LPF results. The final mission concept is expected to include some international (non-European) contributions, and NASA has expressed an interest in participating in this ground-breaking mission. The US research community supports such a collaboration, or any other mission scenario that achieves the high-priority science of a space-based gravitational-wave observatory at the earliest possible date.

pathfinder↗
DOE OSTI2022

Blast Effects on Buildings (Final Report)

Lawrence Livermore National Laboratory (LLNL) has conservatively reduced the explosive safety standards suggested by the Small Quantities in Research Laboratories (SQRL) program testing by 60%. For this reason, further research into the detailed effects of small amounts of explosives in typically constructed rooms is needed in order to improve their factor of safety. The team was tasked with designing an experiment to investigate the effect of different variables on drywall under explosive blasts. In order to meet this objective, the team conducted a comprehensive literature review to gain an understanding of industry-standard construction practices and review previous tests conducted by the Army corp of engineers. Since the team used PBXN-5 rather than C4, as in SQRL, an initial shot was conducted to compare damage levels. From those results and the physical constraints of the testing chamber, the team redesigned multiple single-panel drywall frames to capture the entirety of the incurred damage. Proposed designs were narrowed down using a decision matrix. From the study of previous tests and literature review, variables were chosen that the team hypothesized to have an impact on drywall strength. The variables that were tested were chosen from the results of that work and specific variables the sponsor was interested in, and they were paint, humidity/moisture content, and explosive positioning relative to the studs. Detailed plans were made for each variable according to what conditions the team wanted to investigate. For humidity, this involved testing low, ambient, and high conditions by treating the panels in a chamber. Preliminary shots were performed to test the structural integrity of the frame and streamline the test diagnostics which involved a high-speed camera placed behind the drywall, outside of the chamber, and a pressure probe placed behind the drywall, inside the chamber. Once the instrumentation, diagnostics, and frame design were finalized, a quantitative damage criteria matrix was created to categorize the results of the main shot series. In conjunction with evidence from the high-speed video, the achieved damage levels indicate that high moisture content drywall is better able to withstand explosive blasts. Larger stud damage and lower drywall damage occurred when the explosive was located directly in front of a stud. Paint had no noticeable impact on strength. Ultimately, the team conducted a total of 17 tests, leaving the door open for future in-depth research into the impact of humidity.

36 MATERIALS SCIENCE↗
NASA NTRS1998

An Example of Concurrent Engineering

The Collaborative Engineering Design and Analysis Room (CEDAR) facility allows on-the- spot design review capability for any project during all phases of development. The required disciplines assemble in this facility to work on any problems (analysis, manufacturing, inspection, etc.) associated with a particular design. A small highly focused team of specialists can meet in this room to better expedite the process of developing a solution to an engineering task within the framework of the constraints that are unique to each discipline. This facility provides the engineering tools and translators to develop a concept within the confines of the room or with remote team members that could access the team's data from other locations. The CEDAR area is envisioned as excellent for failure investigation meetings to be conducted where the computer capabilities can be utilized in conjunction with the Smart Board display to develop failure trees, brainstorm failure modes, and evaluate possible solutions.

Rowe, Sidney↗
NASA NTRS1991

Computer conferencing: Choices and strategies

Computer conferencing permits meeting through the computer while sharing a common file. The primary advantages of computer conferencing are that participants may (1) meet simultaneously or nonsimultaneously, and (2) contribute across geographic distance and time zones. Due to these features, computer conferencing offers a viable meeting option for distributed business teams. Past research and practice is summarized denoting practical uses of computer conferencing as well as types of meeting activities ill suited to the medium. Additionally, effective team strategies are outlined which maximize the benefits of computer conferencing.

Smith, Jill Y.↗
NASA NTRS1996

Preparation of Flight Operations and IWS Integration of the CELIAS Experiment on the SOHO Spacecraft

During this annual progress report time period, the following activities took place: (1) Generation of several versions of the CELIAS (STOF/SEM/CTOF/MTOF/DPU) commissioning timeline for the first 180 days after launch. These were written and submitted by A. Galvin after consultation (phone, fax, e-mail, meetings) with the CELIAS Instrument Manager and Lead-Co-I's. (2) Identification of several problems with the CELIAS portion of the Project Data Base (PDB). (3) Meetings with the Flight Operations Team regarding PDB, critical commands, etc. (4) Attend Science Operations Working Group (SOWG) Meetings (November 1994, February 1995, May 1995) and Flight Operations Review Meeting (July 1995). (5) Participate in Flight Operation Simulations SIM 1 (November 14-18, 1994), SIM 2 (May 1-4, 1995) and SIM3 (August 7-11, 1995). (6) Participate in the Ground System Compatibility Test Rehearsal (April 24- 28, 1995), GSCT #2 (May 30-June 14, 1995), GSCT #3 (September 12-22, 1995), and GSCT #4b (October 30-November 5, 1995). A small portion of the documentation for the above cited activities is appended.

Ipavich, Fred↗
NASA NTRS2002

The Join-Up Meeting

I recently took on a new assignment and, as is my norm, I scheduled a series of one-hour, 1:1 join-up meetings with the various lead personnel on the team and their hierarchy. During one of these meetings, the person I was meeting with informed me how pleasantly surprised she was that I had scheduled this meeting as very few individuals took the time anymore to have them. I was shocked. I was taught that establishing a 1:1 relationship with the people on your team is critical to the project's success. This was the first time I'd heard anything like this about join-up meetings. I filed this feedback away. Later I was talking to my project manager-mentor, and he indicated he had finished his join-up meetings with every person in his new organization. He also indicated his predecessor had conducted few, if any, join-up meetings. Again, I was shocked. When I reflected on these two experiences, I realized a very negative trend might be emerging in our fast-paced, schedule-driven, 500-e-mail-per-day, cell-phone -ringing, 24/7 -communication, multi-tasking work lives: NO FACE TIME! Face time is what you spend with people to talk about the project you are working on, their expectations of you, your expectations of them, your hierarchy's expectations about each of you, and/or-last but certainly not least-what each of you plans on achieving during the project. A 1:1, face-to-face, join-up meeting is the only way I know to build solid trust between the project manager and the team members and their hierarchy.

Cameron, W. Scott↗
NASA NTRS2012

Next Generation Heavy-Lift Launch Vehicle: Large Diameter, Hydrocarbon-Fueled Concepts

With the passage of the 2010 NASA Authorization Act, NASA was directed to begin the development of the Space Launch System (SLS) as a follow-on to the Space Shuttle Program. The SLS is envisioned as a heavy lift launch vehicle that will provide the foundation for future large-scale, beyond low Earth orbit (LEO) missions. Supporting the Mission Concept Review (MCR) milestone, several teams were formed to conduct an initial Requirements Analysis Cycle (RAC). These teams identified several vehicle concept candidates capable of meeting the preliminary system requirements. One such team, dubbed RAC Team 2, was tasked with identifying launch vehicles that are based on large stage diameters (up to the Saturn V S-IC and S-II stage diameters of 33 ft) and utilize high-thrust liquid oxygen (LOX)/RP engines as a First Stage propulsion system. While the trade space for this class of LOX/RP vehicles is relatively large, recent NASA activities (namely the Heavy Lift Launch Vehicle Study in late 2009 and the Heavy Lift Propulsion Technology Study of 2010) examined specific families within this trade space. Although the findings from these studies were incorporated in the Team 2 activity, additional branches of the trade space were examined and alternative approaches to vehicle development were considered. Furthermore, Team 2 set out to define a highly functional, flexible, and cost-effective launch vehicle concept. Utilizing this approach, a versatile two-stage launch vehicle concept was chosen as a preferred option. The preferred vehicle option has the capability to fly in several different configurations (e.g. engine arrangements) that gives this concept an inherent operational flexibility which allows the vehicle to meet a wide range of performance requirements without the need for costly block upgrades. Even still, this concept preserves the option for evolvability should the need arise in future mission scenarios. The foundation of this conceptual design is a focus on low cost and effectiveness rather than efficiency or cutting-edge technology. This paper details the approach and process, as well as the trade space analysis, leading to the preferred vehicle concept.

Holliday, Jon↗
NASA NTRS2011

The Application of Lean Thinking Principles and Kaizen Practices for the Successful Development and Implementation of the Ares I-X Flight Test Rocket and Mission

On October 28, 2009 the Ares I-X flight test rocket launched from Kennedy Space Center and flew its suborbital trajectory as designed. The mission was successfully completed as data from the test, and associated development activities were analyzed, transferred to stakeholders, and well documented. Positive lessons learned from Ares I-X were that the application of lean thinking principles and kaizen practices are effective in streamlining development activities. Ares I-X, like other historical rocket development projects, was hampered by technical, cost, and schedule challenges and if not addressed boldly could have resulted in cancellation of the test. The mission management team conducted nine major meetings, referred to as lean events, across its elements to assess plans, procedures, processes, requirements, controls, culture, organization, use of resources, and anything that could be changed to optimize schedule or reduce risk. The preeminent aspect of the lean events was the focus on value added activities and the removal or at least reduction in non-value activities. Trained Lean Six Sigma facilitators assisted the Ares I-X developers in conducting the lean events. They indirectly helped formulate the mission s own unique methodology for assessing schedule. A core team was selected to lead the events and report to the mission manager. Each activity leveraged specialized participants to analyze the subject matter and its related processes and then recommended alternatives and solutions. Stakeholders were the event champions. They empowered and encouraged the team to succeed. The keys to success were thorough preparation, honest dialog, small groups, adherence to the Ares I-X ground rules, and accountability through disciplined reporting and tracking of actions. This lean event formula was game-changing as demonstrated by the success of Ares I-X. It is highly recommended as a management tool to help develop other complex systems efficiently. The key benefits for Ares I-X were obtaining unambiguous schedule margin, defining enabling options for risk reduction, and most importantly a stronger more unified team.

Askins, B. R.↗