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OTPS shares an annual letter from the Agency Chief Technologist (ACT), updates on various studies in the technology domain within OTPS, overviews of the center chief technologists, and vignettes of various technology projects across the agency.
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2024 ASCEND Call for Sessions Session Format: Panel Session Topic: Space Exploration and Infrastructure: Exploring, Living, and Working in Space (The panel must map to one of six Session Topics - https://www.ascend.events/presenters/call-for-sessions/#sessiontopics) Title: Autonomy to Enable NASA Missions from Aeronautics to Space Short Session Description: In this panel discussion the National Aeronautics and Space Administration (NASA) will discuss the role that autonomy and Artificial Intelligence (AI) will play as humanity moves off-world. Recent advances in general autonomy tools are changing the way NASA and its partners leverage autonomy for its air and space initiatives, including Advanced Air Mobility (AAM) concepts and potential lunar and Martian operations. The panelists will consist of autonomy subject matter experts familiar with the current state of the art for autonomy across both aeronautical and space domains. They will discuss how those technologies could evolve as operations become more complex and which autonomy technologies can be used in both the space and aeronautical domains. For example, perhaps autonomy work originally developed for terrestrial applications, like Advanced Air Mobility (AAM), could be applied to off-world lunar and Martian applications and vice versa. Additionally, the panel will address common misconceptions of these technologies, obstacles to implementation, and possible solutions for overcoming those obstacles. Join NASA in exploring how research activities can align to streamline autonomy development efforts, advancing NASA's goals to expand humanity's reach beyond Earth for the benefit of all. Contact Information: • Dr. Adam Yingling • Office of Technology, Policy, and Strategy (OTPS) • Adam.j.yingling@nasa.gov, 703-416-9129 Session Length: 1.25 hours, 75 minutes Extended Description: Moderator: Dr. Adam Yingling, NASA, Office of Technology, Policy, and Strategy Panel Speakers: • Autonomy Forum Principals o Dr. Charles Norton, Deputy Chief Technologist, Jet Propulsion Laboratory (JPL) o Dr. Carolyn Mercer, Chief Technologist, Space Mission Directorate (SMD) o Dr. Parimal Kopardekar (PK), Advanced Air Mobility (AAM) Integration Manager o Danette Alan, NASA, Senior Leader for Autonomous Systems, Space Technology Mission Directorate (STMD) o Duane Armstrong, Intelligent Systems Lead, Autonomous Systems Laboratory (ASL) Panel Format: • Introduction (10 min): The panel moderator will provide a 10-minute session introduction that will include an overview NASA’s Moon to Mars architecture, AAM autonomy research, and an introduction of the principals as panel speakers. • Moderated Session Part 1 (30 min): There will be a 30-minute moderated session among the moderator and the five autonomy principals to discuss the current state of art for autonomy and how work developed in one domain may be applicable to other domains; including the merits and challenges for implementing those technologies. • Moderated Session Part 2 (25 min): The moderator will then ask the principals to consider how technologies developed across all the domains might be able to address the most salient challenges identified in the previous session. • Q&A (10 min): The session will conclude with 10-minutes of audience Q&A. Session Goals and Outcomes: The session goals are 1) to communicate the importance of autonomy for both aeronautical and space mission, 2) Investigate potential synergies across autonomy research efforts that will enable scalable operations, and 3) to receive community feedback as NASA leverages autonomy to evolve aviation on Earth and enable humanity to live and work off-world.
Prior to 2010, NASA's advanced life support research and development was carried out primarily under the Exploration Life Support Project of NASA's Exploration Systems Mission Directorate. In 2011, the Exploration Life Support Project was merged with other projects covering Fire Prevention/Suppression, Radiation Protection, Advanced Environmental Monitoring and Control, and Thermal Control Systems. This consolidated project was called Life Support and Habitation Systems, which was managed under the Exploration Systems Mission Directorate. In 2012, NASA re-organized major directorates within the agency, which eliminated the Exploration Systems Mission Directorate and created the Office of the Chief Technologist (OCT). Life support research and development is currently conducted within the Office of the Chief Technologist, under the Next Generation Life Support Project, and within the Human Exploration Operation Missions Directorate under several Advanced Exploration System projects. These Advanced Exploration Systems projects include various themes of life support technology testing, including atmospheric management, water management, logistics and waste management, and habitation systems. Food crop testing is currently conducted as part of the Deep Space Habitation (DSH) project within the Advanced Exploration Systems Program. This testing is focused on growing salad crops that could supplement the crew's diet during near term missions.
Success in executing future NASA space missions will depend on advanced technology developments that should already be underway. It has been years since NASA has had a vigorous, broad-based program in advanced space technology development, and NASA's technology base is largely depleted. As noted in a recent National Research Council report on the U.S. civil space program: Future U.S. leadership in space requires a foundation of sustained technology advances that can enable the development of more capable, reliable, and lower-cost spacecraft and launch vehicles to achieve space program goals. A strong advanced technology development foundation is needed also to enhance technology readiness of new missions, mitigate their technological risks, improve the quality of cost estimates, and thereby contribute to better overall mission cost management. Yet financial support for this technology base has eroded over the years. The United States is now living on the innovation funded in the past and has an obligation to replenish this foundational element. NASA has developed a draft set of technology roadmaps to guide the development of space technologies under the leadership of the NASA Office of the Chief Technologist. The NRC appointed the Steering Committee for NASA Technology Roadmaps and six panels to evaluate the draft roadmaps, recommend improvements, and prioritize the technologies within each and among all of the technology areas as NASA finalizes the roadmaps. The steering committee is encouraged by the initiative NASA has taken through the Office of the Chief Technologist (OCT) to develop technology roadmaps and to seek input from the aerospace technical community with this study.
The National Aeronautics and Space Administration (NASA) Office of the Chief Technologist (OCT) provides the strategy and leadership that integrates NASA’s technology development and open innovation activities to advance American aeronautic, science, and space exploration objectives. OCT performs an agency-level technology coordination role, coordinating with the NASA Mission Directorates, field centers, and other government agencies to align the agency’s technology investments to meet mission requirements while filling gaps, anticipating future needs, and minimizing duplication of effort. OCT provides the strategy and coordination that guide NASA's technology and innovation activities through Strategic Technology Integration, Digital Transformation, the Science and Technology Partnership Forum, and Innovation. The Strategic Technology Integration team informs policy, requirements, and strategy for NASA’s technology development activities in support of the Chief Technologist by coordinating with NASA mission directorates, other government agencies, and external organizations. As part of these efforts, OCT develops the NASA Technology Taxonomy and the NASA Strategic Space Technology Investment Plan. Digital Transformation will increasingly change the way NASA operates and will enable the agency’s missions to be completed more efficiently and effectively. It will allow current and future employees to use their talents in more innovative ways. The Science and Technology Partnership Forum is a strategic forum, with principal partners at the United States Space Force and the National Reconnaissance Office. It was established to identify synergistic efforts and technologies in order to leverage those synergies and influence portfolios across space agencies in areas deemed pervasive and ready for collaboration. NASA's Innovation efforts are designed to transform diverse ideas into value and are guided by a framework that is focused on the agency’s people, processes, partnerships and portfolio. The innovation framework is used to connect the workforce to tools, strategies and activities to increase the pace of innovation. OCT translates National space policies into NASA technology strategies and coordination across the agency and interagency communities to guide NASA's technology and innovation activities to achieve capabilities needed for future missions. This chapter provides insight into the value of analyzing future states to inform technology developments to plot the strategic direction of NASA’s space technology program.
This paper gives an overview of the National Aeronautics and Space Administration (NASA) Office of Chief Technologist (OCT) led Space Technology Roadmap definition efforts. This paper will given an executive summary of the technology area 07 (TA07) Human Exploration Destination Systems (HEDS). These are draft roadmaps being reviewed and updated by the National Research Council. Deep-space human exploration missions will require many game changing technologies to enable safe missions, become more independent, and enable intelligent autonomous operations and take advantage of the local resources to become self-sufficient thereby meeting the goal of sustained human presence in space. Taking advantage of in-situ resources enhances and enables revolutionary robotic and human missions beyond the traditional mission architectures and launch vehicle capabilities. Mobility systems will include in-space flying, surface roving, and Extra-vehicular Activity/Extravehicular Robotics (EVA/EVR) mobility. These push missions will take advantage of sustainability and supportability technologies that will allow mission independence to conduct human mission operations either on or near the Earth, in deep space, in the vicinity of Mars, or on the Martian surface while opening up commercialization opportunities in low Earth orbit (LEO) for research, industrial development, academia, and entertainment space industries. The Human Exploration Destination Systems (HEDS) Technology Area (TA) 7 Team has been chartered by the Office of the Chief Technologist (OCT) to strategically roadmap technology investments that will enable sustained human exploration and support NASA s missions and goals for at least the next 25 years. HEDS technologies will enable a sustained human presence for exploring destinations such as remote sites on Earth and beyond including, but not limited to, LaGrange points, low Earth orbit (LEO), high Earth orbit (HEO), geosynchronous orbit (GEO), the Moon, near-Earth objects (NEOs), which > 95% are asteroidal bodies, Phobos, Deimos, Mars, and beyond. The HEDS technology roadmap will strategically guide NASA and other U.S. Government agency technology investments that will result in capabilities enabling human exploration missions to diverse destinations generating high returns on investments.
National Security Space (NSS) presents multi-faceted S and T challenges. We must continually innovate enterprise and information management; provide decision support; develop advanced materials; enhance sensor technology; transform communication technology; develop advanced propulsion and resilient space architectures and capabilities; and enhance multiple additional S and T domains. These challenges are best met by leveraging advanced S and T research and technology development from a number of DoD agencies and civil agencies such as NASA. The authors of this paper have engaged in these activities since 2006 and over the past decade developed multiple strategic S and T relationships. This paper highlights the Office of the Space Missile Systems Center (SMC) Chief Scientist (SMC/ST) collaboration with the NASA Office of Chief Technologist (NASA OCT), which has multiple S and T activities that are relevant to NSS. In particular we discuss the development of the Technology Roadmaps that benefit both Civil Space and NSS. Our collaboration with NASA OCT has been of mutual benefit to multiple participants. Some of the other DoD components include the Defense Advanced Research Projects agency (DARPA), Air Force Research Laboratory (AFRL), Naval Research Laboratory (NRL), The USAF Office of Chief Scientist, the USAF Science Advisory Board (SAB), Space and Naval Warfare Systems Command (SPAWAR), and a number of other services and agencies. In addition, the human talent is a key enabler of advanced S and T activities; it is absolutely critical to have a strong supply of talent in the fields of Science Technology, Engineering, and Mathematics (STEM). Consequently, we continually collaborate with the USAF Institute of Technology (AFIT), other service academies and graduate schools, and other universities and colleges. This paper highlights the benefits that result from such strategic S and T partnerships and recommends a way forward that will continually build upon these achievements into the future.
Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.
Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.
The purpose of NASA Institute for Advanced Concepts (NIAC) is to provide an independent, open forum for the external analysis and definition of space and aeronautics advanced concepts to complement the advanced concepts activities conducted within the NASA Enterprises. The NIAC will issue Calls for Proposals during each year of operation and will select revolutionary advanced concepts for grant or contract awards through a peer review process. Final selection of awards will be with the concurrence of NASA's Chief Technologist. The operation of the NIAC is reviewed biannually by the NIAC Science, Exploration and Technology Council (NSETC) whose members are drawn from the senior levels of industry and universities. The process of defining the technical scope of the initial Call for Proposals was begun with the NIAC "Grand Challenges" workshop conducted on May 21-22, 1998 in Columbia, Maryland. These "Grand Challenges" resulting from this workshop became the essence of the technical scope for the first Phase I Call for Proposals which was released on June 19, 1998 with a due date of July 31, 1998. The first Phase I Call for Proposals attracted 119 proposals. After a thorough peer review, prioritization by NIAC and technical concurrence by NASA, sixteen subgrants were awarded. The second Phase I Call for Proposals was released on November 23, 1998 with a due date of January 31, 1999. Sixty-three (63) proposals were received in response to this Call. On December 2-3, 1998, the NSETC met to review the progress and future plans of the NIAC. The next NSETC meeting is scheduled for August 5-6, 1999. The first Phase II Call for Proposals was released to the current Phase I grantees on February 3,1999 with a due date of May 31, 1999. Plans for the second year of the contract include a continuation of the sequence of Phase I and Phase II Calls for Proposals and hosting the first NIAC Annual Meeting and USRA/NIAC Technical Symposium in NASA HQ.
In January, 2000, the NASA Administrator gave the following directions to Langley: "We will create a new role for Langley as a leader for the assessment of revolutionary aerospace system concepts and architectures, and provide resources needed to assure technology breakthroughs will be there to support these advanced concepts. This is critical in determining how NASA can best invest its resources to enable future missions." The key objective of the RASC team is to look beyond current research and technology (R&T) programs and missions and evolutionary technology development approaches with a "top-down" perspective to explore possible new mission capabilities. The accomplishment of this objective will allow NASA to provide the ability to go anywhere, anytime - safely, and affordably- to meet its strategic goals for exploration, science, and commercialization. The RASC Team will seek to maximize the cross-Enterprise benefits of these revolutionary capabilities as it defines the revolutionary enabling technology areas and performance levels needed. The product of the RASC Team studies will be revolutionary systems concepts along with enabling technologies and payoffs in new mission capabilities, which these concepts can provide. These results will be delivered to the NASA Enterprises and the NASA Chief Technologist for use in planning revolutionary future NASA R&T program investments.
The John F. Kennedy Space Center (KSC) is America's Spaceport Technology Center. The KSC technology development program encompasses the efforts of the entire KSC team, consisting of Government and contractor personnel, working in partnership with academic institutions and commercial industry. KSC's assigned mission areas are space launch operations and spaceport and range technologies. KSC's technology development customers include current space transportation programs, future space transportation programs / initiatives, and enabling technical programs. The KSC Research and Technology 2003 Annual Report encompasses the efforts of contributors to the KSC advanced technology development program and KSC technology transfer activities. Dr. Dave Bartine, KSC Chief Technologist, (321) 867-7069, is responsible for publication of this report and should be contacted for any desired information regarding KSC's research and technology development activities.
START is a tool to optimize research and development primarily for NASA missions. It was developed within the Strategic Systems Technology Program Office, a division of the Office of the Chief Technologist at NASA's Jet Propulsion Laboratory. START is capable of quantifying and comparing the risks, costs, and potential returns of technologies that are candidates for funding. START can be enormously helpful both in selecting technologies for development -- within the constraints of budget, schedule, and other resources -- and in monitoring their progress. START's methods are applicable to everything from individual tasks to multiple projects comprising entire programs of investigation. They can address virtually any technology assessment and capability prioritization issue. In this report, START is used to analyze the capability needs using data from NASA's Exploration Systems Architecture Study (ESAS).
The Jet Propulsion Laboratory (JPL) formulates and conducts deep space missions for NASA (the National Aeronautics and Space Administration). The Chief Technologist of JPL has the responsibility for strategic planning of the laboratory's advanced technology program to assure that the required technological capabilities to enable future JPL deep space missions are ready as needed; as such he is responsible for the development of a Strategic Plan. As part of the planning effort, he has supported the development of a structured approach to technology prioritization based upon the work of the START (Strategic Assessment of Risk and Technology) team. A major innovation reported here is the addition of a temporal model that supports scheduling of technology development as a function of time. The JPL Strategic Technology Plan divides the required capabilities into 13 strategic themes. The results reported here represent the analysis of an initial seven.
The Jet Propulsion Laboratory (JPL) formulates and conducts deep space missions for NASA (the National Aeronautics and Space Administration). The Chief Technologist of JPL has responsibility for strategic planning of the laboratory's advanced technology program to assure that the required technological capabilities to enable future missions are ready as needed. The responsibilities include development of a Strategic Plan (Antonsson, E., 2005). As part of the planning effort, a structured approach to technology prioritization, based upon the work of the START (Strategic Assessment of Risk and Technology) (Weisbin, C.R., 2004) team, was developed. The purpose of this paper is to describe this approach and present its current status relative to the JPL technology investment.
In August 2010, the NASA Office of Chief Technologist (OCT) commissioned an assessment of 15 different technology areas of importance to the future of NASA. Technology Assessment #8 (TA8) was Science Instruments, Observatories and Sensor Systems (SIOSS). SIOSS assessed the needs for optical technology ranging from detectors to lasers, x-ray mirrors to microwave antenna, in-situ spectrographs for on-surface planetary sample characterization to large space telescopes. This needs assessment looked across the entirety of NASA and not just the Science Mission Directorate. This paper summarizes the SIOSS findings and recommendations.
In August 2010, the NASA Office of Chief Technologist (OCT) commissioned an assessment of 15 different technology areas of importance to the future of NASA. Technology assessment #8 (TA8) was Science Instruments, Observatories and Sensor Systems (SIOSS). SIOSS assess the needs for optical technology ranging from detectors to lasers, x-ray mirrors to microwave antenna, in-situ spectrographs for on-surface planetary sample characterization to large space telescopes. The needs assessment looked across the entirety of NASA and not just the Science Mission Directorate. This paper reviews the optical manufacturing and testing technologies identified by SIOSS which require development in order to enable future NASA high priority missions.