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Digital Transformation (specifically Engineering) approach will be different for everyone NASA’s approach to foundational DE change & the Four-Layered Cake What does DoD’s Digital Engineering Instruction (2023) mean for NASA
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Explore the source record for details and available documents.
Explore the source record for details and available documents.
One of the key roles of National Aeronautics and Space Administration (NASA) is to help mitigate the risk and lower expenses associated with space exploration, science, and discovery to the point where industry and international partners are willing and able to profitably take on larger, more complex missions. To do this, the Agency must undertake a transformation to a more modern integrated Digital Engineering approach to mission definition and planning. This paper highlights NASA’s journey in understanding what this Digital Engineering Transformation means for the Agency, the benefits of this transformation to human exploration definition and planning, and the benefits to the current Artemis campaign engineering capability portfolio.
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Digital engineering (DE) and integrated computational materials engineering (ICME) are widely recognized as critical enablers of faster, more affordable, and more reliable aerospace systems. However, many organizations have struggled to realize the promised return on investment (ROI) from digital initiatives. A primary reason is the absence of a shared, decision-focused framework that distinguishes simple digitization of existing workflows from true digital transformation that fundamentally changes how engineering decisions are made. This paper introduces an ICME capability maturity framework that fills this gap. The framework defines six cumulative ICME capability maturity levels (CMLs), explicitly tied to decision authority, engineering integration, optimization, and uncertainty management across material, process, structure, and performance scales. It is designed to complement established readiness metrics such as technology readiness levels (TRLs), manufacturing readiness levels (MRLs), and integration readiness levels (IRLs), by addressing a missing dimension: the conditions required for model-informed decision authority across scales. A unifying figure and capability table illustrate the six-level ICME Capability Maturity Framework, showing how organizations progress from digitization—with limited or negative ROI—to true digital transformation, where ICME-enabled workflows deliver measurable improvements in decision quality, cycle time, risk reduction, and reuse. The framework is intended for both technical practitioners and executive leadership, providing a common language to assess current state, guide roadmaps, align software ecosystem investments, and set realistic expectations for digital transformation outcomes. A regulatory-relevant statement clarifying the relationship between ICME capability and existing certification frameworks is provided.
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The evolution from “document-centric” to “data-centric” and “model-centric” information leveraging structured data and model-based approaches is at the heart of digital engineering transformational efforts underway across industry and government. It is these approaches that pave the way for data lakes, Authoritative Sources of Truth (ASOTs), and systems- of-systems interoperability and the corresponding transformational benefits thereof. Such benefits include increased data availability, data access equity, data traceability, real-time analytics, batch analytics, and (most importantly) acceleration of the time-to-value and time-to-insights associated with engineering products and analyses. The longer-term benefits of reusability, customization and traceability are even more promising. For Safety and Mission Assurance (SMA), and Mission Success (SMS) activities; realization of such benefits is essential to provide engineers and analysts alike vital information when needed to support critical decision making throughout the entire life cycle. The SMA community often operate in parallel with engineering activities, for which information exchange with relevant context is paramount. Far too often, such information lags key decision points and/or is absent of the robust, integrated, knowledge needed, given inherent barriers associated with traditional document-centric means to data sharing, analysis, and reporting. This paper provides an overview of how NASA’s Office of Safety and Mission Assurance (OSMA) is evolving its policies, standards, guidance, and training to transform to eliminate such barriers, thus realizing the benefits emerging in this new digital era. A roadmap for achieving this digital future is presented along with key building blocks involving use and implementation of concepts such as: Objectives-Hierarchies, Objective-Driven Requirements, Accepted Standards, Safety and Assurance Cases, data digitization (i.e., ontologies, structured data, and model-centric data), FAIR (Findable, Accessible, Interoperable, & Reusable) and/or FAIRUST (Findable, Accessible, Interoperable, Reusable, Understandable, Secure, and Trusted) principles [1]. This paper also describes how OSMA, leveraging the Agency’s overall commitment to Digital Transformation (DT), is using the power of Policy, “Digital” Domain representation, Product Evolution, and Community Outreach and Engagement as part of a strategic vision and roadmap to evolve and transform its SMA organizations to become better able to serve its stakeholders and customers. Future publications will elaborate on these building blocks and deeper concepts.
Since 1958, NASA has delivered its enduring bold purpose, characterized in the 2022 NASA Strategic Plan as a mission to discover, explore, innovate, and advance solutions to the problems of flight, within and outside the Earth’s atmosphere, for the benefit of humankind. The NASA Strategic Plan also recognizes that this mission will be delivered differently as it looks to a future marked by radical global change, which is in part being driven by digital advances. For this reason, in late 2020 NASA established an Enterprise Digital Transformation (DT) agency-level strategic initiative to accelerate and coordinate leveraging digital advances to transform the way the Agency works, the experience of its workforce and the agility of its workplace. This paper documents NASA’s DT strategic framework and associated implementation approach, with the DT strategic initiative serving to ignite, connect, integrate, and facilitate DT progress across a federated organizational operating model.
Systems are changing and engineering practices must mind the balance between evolutionary and revolutionary change as we move towards increasingly agile processes, enabled by interconnected tools, to best provide for partnered collaboration. This is the first example of Goddard's alignment between Digital Engineering strategy and Model-Based Systems Engineering strategy.
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The DEDC provides immersive project-based learning on digital engineering toolsets and processes supporting NASA’s digital transformation goals: - Digital Engineering uses authoritative sources of systems' data and models as a continuum across disciplines to support integrated digital approach life cycle activities from concept through disposal. - The digital environment provided includes the state-of-the-art digital engineering suite, Siemens Xcelerator. The pilot project is developing an end-to-end integrated model of an In-Situ Resource Utilization (ISRU) system for commodities production: - ISRU uses local resources to provide mission consumables to enable a sustainable Moon or Mars surface presence. - The final digital twin product will include a methanation reactor, condenser, and electrolyzer subsystem.
With the current industry movement to “digitally transform” there is much fervor to do something, to change in some way, to do things differently and digitally; however, the last decade has shown that most organizations do not know where to start or abandon transformation efforts. And often the approaches taken fall in the realm of “low-hanging fruit” or “easy wins” which rarely result in the foundational change needed. NASA was no different in the early years of its digital transformation and this drove the development of what eventually became known as the “Four-Layer Cake”. The Four-Layer Cake provides the critical approach for determining the core areas for investment to gain the greatest return without having to boil the ocean or hope that the low-hanging fruit will provide the foundational elements for a domain’s transformation.
The National Aeronautics and Space Administration (NASA) has an ongoing Digital Transformation effort and to leverage and showcase the power of Digital Transformation, an effort is underway to develop an integrated, datacentric, model representing NASA’s key process requirements. The task was divided into three phases: As Is modeling, Analysis, and To Be Planning. As part of this effort, a team has completed the first Phase I of the modeling task and is nearing completion of the second phase. This effort will capture the key elements as requirements, responsibilities, allocations, roles, products, and associated lifecycle elements. The scope of modeling included NASA’s NPR 7120.5 (Project and Program Management), NPR 7123.1 (Systems Engineering) and NPRs 8705.2 (Risk classification for Robotic Missions) and 8705.4 (Human-Rating Requirements for Space Missions).
The National Aeronautics and Space Administration (NASA) has an ongoing Digital Transformation effort and to leverage and showcase the power of Digital Transformation, an effort is underway to develop an integrated, datacentric, model representing NASA’s key process requirements. The task was divided into three phases: As Is modeling, Analysis, and To Be Planning. As part of this effort, a team has completed the first Phase I of the modeling task and is nearing completion of the second phase. This effort will capture the key elements as requirements, responsibilities, allocations, roles, products, and associated lifecycle elements. The scope of modeling included NASA’s NPR 7120.5 (Project and Program Management), NPR 7123.1 (Systems Engineering) and NPRs 8705.2 (Risk classification for Robotic Missions) and 8705.4 (Human-Rating Requirements for Space Missions). This paper will summarize the approach, scope, parsing patterns applied, metamodel, and associated workflows for the As-Is modeling. It will also summarize the results and insights gleaned during that phase, including the review process. These insights have informed the analysis and will be discussed. The analysis modeling phase will also be summarized including how the stakeholders were engaged, how the common elements were handled and dispositioned, and will also describe some of the plans for the future of NASA NPDs and NPRs.