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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 19 records
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NASA NTRS2022

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗
NASA NTRS2023

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate (recently separated into the new Exploration Systems Development Mission Directorate and Space Operations Mission Directorate). The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides strategic advice, supported by independent assessments and rigorous analysis, to inform NASA senior leadership on key areas to align mission and agency-level activities. OTPS serves as a trusted authority to inform technology strategy at the agency to enable future missions. Specifically, OTPS coordinates and uses inputs from a broad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OTPS develops and maintains the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OTPS has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OTPS as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗
NASA NTRSDate not supplied

A Review of Options for a National Lab for Microgravity/Orbital Activities in LEO

NASA’s Office of Technology, Policy, and Strategy (OTPS) performs data-driven assessments to inform the Agency’s development of policy and strategy. OTPS works across NASA, the US government, industry, and academia to incorporate relevant stakeholder input to data-driven assessments regarding the future of NASA. OTPS conducted a study with the goal of identifying potential models to ensure that NASA and its government-sponsored user communities can successfully complete activities in low-Earth orbit (LEO) in a post-International Space Station (ISS) (i.e. 2030s) timeframe. Given the expectation that one or more Commercial LEO Destinations will replace the ISS by 2030, NASA leadership is considering next steps for microgravity research and other activities in LEO. This task is particularly challenging due to the uncertain future of the LEO ecosystem. Future scenarios may range from a robust environment with multiple platform options and new activities to an austere environment with few platform options and deflated momentum among user communities. Both extreme futures, along with any number of scenarios in between, have serious implications for the future of LEO and NASA’s role in it. It is therefore imperative that NASA consider its prioritized activities for the 2030 timeframe and identify potential business and operating models that will provide continuity for government-sponsored activities. The results of this NASA OTPS study will be presented, along with a discussion of how specific engagement models could enable NASA and other entities to achieve their goals in the 2030 timeframe.

Erica Marie Rodgers Heusinkveld↗
NASA NTRS2004

Facility Activation and Characterization for IPD Oxidizer Turbopump Cold-Flow Testing at NASA Stennis Space Center

The Integrated Powerhead Demonstrator (IPD) is a 250K lbf (1.1 MN) thrust cryogenic hydrogen/oxygen engine technology demonstrator that utilizes a full flow staged combustion engine cycle. The Integrated Powerhead Demonstrator (IPD) is part of NASA's Next Generation Launch Technology (NGLT) program, which seeks to provide safe, dependable, cost-cutting technologies for future space launch systems. The project also is part of the Department of Defense's Integrated High Payoff Rocket Propulsion Technology (IHPRPT) program, which seeks to increase the performance and capability of today s state-of-the-art rocket propulsion systems while decreasing costs associated with military and commercial access to space. The primary industry participants include Boeing-Rocketdyne and GenCorp Aerojet. The intended full flow engine cycle is a key component in achieving all of the aforementioned goals. The IPD Program achieved a major milestone with the successful completion of the IPD Oxidizer Turbopump (OTP) cold-flow test project at the NASA John C. Stennis Space Center (SSC) E-1 test facility in November 2001. A total of 11 IPD OTP cold-flow tests were completed. Following an overview of the NASA SSC E-1 test facility, this paper addresses the facility aspects pertaining to the activation and the cold-flow testing of the IPD OTP. In addition, some of the facility challenges encountered during the test project are addressed.

Sass, J. P.↗
NASA NTRS2011

CFD Study of the Hydrocarbon Boost Low-Pressure Inducer and Kicker in the Presence of a Circumferential Groove

Results are presented of a computational fluid dynamics (CFD) study done in support of Marshall Space Flight Center's (MSFC) sub-scale water flow experiments of the Hydrocarbon Boost (HCB) Oxidizer Turbopump (OTP) being developed by the Air Force Research Laboratory (AFRL) and Aerojet. A circumferential groove may be added to the pump to reduce synchronous cavitation and subsequent bearing loads at a minimal performance cost. However, the energy may reappear as high order cavitation (HOC) that spans a relatively large frequency range. Thus, HOC may have implications for the full-scale OTP inducer in terms of reduced structural margin at higher mode frequencies. Simulations using the LOCI/Stream CFD program were conducted in order to explore the fluid dynamical impact of the groove on the low-pressure inducer and kicker. It was found that the circumferential groove has minimal head performance impact, but causes back-flowing high-swirl fluid to interact with the nearly-axial incoming fluid just above the inducer blades. The high-shear interface between the fluids is Kelvin-Helmholtz unstable, resulting in trains of low pressure regions or 'pearls' forming near the upstream edge of the groove. When the static pressure in these regions becomes low enough and they get cut by the blade leading edge, HOC is thought to occur. Although further work is required, the numerical models indicate that HOC will occur in the runbox of the AFRL/Aerojet HCB OTP. Comparisons to the ongoing water flow experiments will be discussed, as well as possible designs that may mitigate HOC while continuing to reduce synchronous cavitation. December 2011 MSS/LPS/SPS Joint Subcommittee Meeting ABSTRACT SUBMITTAL FORM

Coker, Robert↗
NASA NTRS2011

CFD Study of the J2-X LOX Two-Bladed Inducer in the Presence of a Circumferential Groove

Results are presented of a computational fluid dynamics (CFD) study done in support of water flow experiments of the J-2X Oxidizer Turbopump (OTP) 2-bladed inducer with a circumferential groove that were conducted at Marshall Space Flight Center (MSFC). Sub-scale water flow testing results indicate that the circumferential groove greatly reduces synchronous cavitation and subsequent bearing loads at a minimal performance cost, but the energy reappears as high order cavitation (HOC) that spans a relatively large frequency range. Thus, HOC may have implications for the full-scale OTP inducer in terms of reduced structural margin at higher mode frequencies. Simulations using the LOCI-Stream CFD program were conducted in order to explore the root physical cause of the HOC. It was found that the axial recirculation pattern in the circumferential groove causes high-swirl fluid to interact with the nearly-axial incoming fluid just above the inducer blades. The high-shear interface between the fluids is Kelvin-Helmholtz unstable, resulting in trains of low pressure regions or 'pearls' forming near the upstream edge of the groove. When the pressure in these regions becomes low enough and they get cut by the blade leading edge, HOC is thought to occur. Although further work is required, the numerical models indicate that the root cause of HOC is hydrodynamic. That is, the pearls are always present, even when cavitation is not. Comparisons to ongoing water flow experiments will be discussed, as well as predictions for the full-scale OTP inducer.

Coker, Robert↗
NASA NTRSDate not supplied

Exploring the Use of a Ground-Based Laser System to Deorbit Small Orbital Debris

In March 2023, NASA Office of Technology, Policy, and Strategy (OTPS) released its Cost and Benefit Analysis of Orbital Debris Remediation report. This analysis found that the two most efficient methods for remediating orbital debris were the removal of small (1-10 cm) debris and nudging large debris away from predicted collisions; both methods could be performed by high-energy laser systems. To further explore the concept, OTPS has been assessing a reference mission using ground-based, pulsed lasers to detect, engage, and rapidly deorbit 1- to 10-cm debris that would otherwise threaten the safety of the International Space Station and future crewed platforms in low Earth orbit. In March of 2024, OTPS convened a technical interchange meeting (TIM) of experts in detection and tracking of debris, high-energy glass and excimer lasers, laser-matter interactions, atmospheric propagation, and adaptive optics. The TIM spanned two days, covering the unclassified state of the art, uncertainties, and technical challenges for the entire concept of operations of the reference mission. In this presentation, we will summarize the reference mission analyzed, key findings from the TIM, and solicit the feedback from this community to further define “what is good enough” for debris remediation.

orbital debris↗
NASA NTRS2018

One Time Programmable Antifuse Memory Based on Bulk Junctionless Transistor

One time programmable (OTP) antifuse base memory is demonstrated based on a bulk junctionless gate-all-around (GAA) nanowire transistor technology. The presented memory consists of a single transistor (1T) footprint without any process modification. The source/drain (S/D) and gate respectively become bit line and word line where the antifuse is formed by oxide breakdown across the gate and the channel. The channel is connected directly to the bit line due to junctionless S/D and inherently isolated from the neighboring cell by the GAA channel. Therefore, an array of 1T antifuse OTP can be a candidate for the sub-5-nanometer technology node.

Antifuse↗
NASA NTRS2004

Facility Activation and Characterization for IPD Workhorse Preburner and Oxidizer Turbopump Hot-Fire Testing at NASA Stennis Space Center

The Integrated Powerhead Demonstrator (IPD) is a 250K lbf (1.1 MN) thrust cryogenic hydrogen/oxygen engine technology demonstrator that utilizes a full flow staged combustion engine cycle. The Integrated Powerhead Demonstrator (IPD) is part of NASA's Next Generation Launch Technology (NGLT) program, which seeks to provide safe, dependable, cost-cutting technologies for future space launch systems. The project also is part of the Department of Defense's Integrated High Payoff Rocket Propulsion Technology (IHPRPT) program, which seeks to increase the performance and capability of today s state-of-the-art rocket propulsion systems while decreasing costs associated with military and commercial access to space. The primary industry participants include Boeing-Rocketdyne and GenCorp Aerojet. The intended full flow engine cycle is a key component in achieving all of the aforementioned goals. The IPD Program recently achieved a major milestone with the successful completion of the IPD Oxidizer Turbopump (OTP) hot-fire test project at the NASA John C. Stennis Space Center (SSC) E-1 test facility in June 2003. A total of nine IPD Workhorse Preburner tests were completed, and subsequently 12 IPD OTP hot-fire tests were completed. The next phase of development involves IPD integrated engine system testing also at the NASA SSC E-1 test facility scheduled to begin in late 2004. Following an overview of the NASA SSC E-1 test facility, this paper addresses the facility aspects pertaining to the activation and testing of the IPD Workhorse Preburner and the IPD Oxidizer Turbopump. In addition, some of the facility challenges encountered during the test project shall be addressed.

Sass, J. P.↗
NASA NTRS2005

Facility Activation and Characterization for IPD Turbopump Testing at NASA Stennis Space Center

The Integrated Powerhead Demonstrator (IPD) is a 250K lbf (1.1 MN) thrust cryogenic hydrogen/oxygen engine technology demonstrator that utilizes a full flow staged combustion engine cycle. The Integrated Powerhead Demonstrator (IPD) is, in part, supported by NASA. IPD is also supported through the Department of Defense's Integrated High Payoff Rocket Propulsion Technology (IHPRPT) program, which seeks to increase the performance and capability of today's state-of-the-art rocket propulsion systems while decreasing costs associated with military and commercial access to space. The primary industry participants include Boeing-Rocketdyne and GenCorp Aerojet. The IPD Program recently achieved two major milestones. The first was the successful completion of the IPD Oxidizer Turbopump (OTP) hot-fire test project at the NASA John C. Stennis Space Center (SSC) E-1 test facility in June 2003. A total of nine IPD Workhorse Preburner tests were completed, and subsequently 12 IPD OTP hot-fire tests were completed. The second major milestone was the successful completion of the IPD Fuel Turbopump (FTP) cold-flow test project at the NASA SSC E-1 test facility in November 2003. A total of six IPD FTP cold-flow tests were completed. The next phase of development involves IPD integrated engine system testing also at the NASA SSC E-1 test facility scheduled to begin in early 2005. Following and overview of the NASA SSC E-1 test facility, this paper addresses the facility aspects pertaining to the activation and testing of the IPD oxidizer and fuel turbopumps. In addition, some of the facility challenges encountered and the lessons learned during the test projects shall be detailed.

Sass, J. P.↗
NASA NTRS2018

Additively Manufactured Oxidizer Turbopump

Additive Manufacturing, or 3D printing, is a key technology for enhancing rocket engine designs and making them more affordable for future exploration missions. The Oxidzer Turbopump (OTP) offers the ability to demonstrate additively manufactured rotating, vaned, and critical pressure vessel components in relevant oxygen turbopump environments. The additively manufactured components of the OTP include the main housings, impeller, and turbine components. A key technology development goal is to understand the benefits and limitations of additive manufacturing as it applies to the complex geometries needed for a rocket engine turbopump.

Manufacturing↗
NASA NTRSDate not supplied

IAC Abstract for Orbital Debris Phase II Report

Orbital debris poses a growing risk for spacecraft operations. This risk has most often been measured by proxies, like the number of debris or expected collisions, but few have attempted quantify the consequences of orbital debris or the costs and benefits of different methods to address the problem. This has made it difficult to assess the trade-offs and relative value among proposed actions for the mitigation, tracking, and remediation of debris. In March of 2023, the NASA Office of Technology, Policy, and Strategy (OTPS) took a step toward quantifying these relative values when we released Cost and Benefit Analysis of Orbital Debris Remediation. Since that time, OTPS has continued to build on this work. We have increased the fidelity of our risk model. For example, we added an ensemble of risk models that use varying assumptions of debris populations and lethality, included debris as small as 1mm, and incorporated atmospheric drag to naturally deorbit debris. We have also expanded our cost-benefit calculations to include action that mitigate and track debris, both large and small. The analysis has several important findings regarding the conditions under which debris remediation is more cost-effective than mitigation and tracking, the value of increased shielding of spacecraft and faster timelines for post-mission disposal, and how changes in the portfolio have interdependent effects. This presentation summarizes the body of work, with a particular focus on the risks and benefits to the global spacecraft population.

orbital debris↗
NASA NTRS2022

Lunar Landing and Operations Policy Analysis

Just within the next four years, we expect to see at least 22 lunar surface missions. Half of these missions will occur in the Moon’s south polar region. Due to this upcoming proliferation of actors and activities at or near the lunar south pole, and due to the potential close proximity of operations, NASA and other operators will face challenges never faced before. NASA’s Deputy Administrator and Associate Administrator of the Science Mission Directorate (SMD) tasked the Office of Technology, Policy, and Strategy (OTPS) with answering two questions related to the Artemis campaign: (1) what technical and policy considerations should NASA take into account in the selection of lunar landing and operations sites, and (2) what technical and policy considerations should NASA take into account when implementing tools such as safety zones in order to protect these operations and U.S. interests? In addition to the challenges inherent in lunar operations, NASA subject-matter experts (SMEs) are concerned about certain challenges to NASA operations that may require policy solutions. The goal of this report is to provide options and recommendations to NASA leadership and program planners so that they can consider policy measures to respond to those challenges. This report also describes options for transparency, coordination, and implementation to increase the effectiveness of these measures.

lunar policy↗
NASA NTRS2023

Models for Facilitating Government-Funded Activities in the Post-ISS LEO Ecosystem

This study helps elucidate NASA’s future options for facilitating government-funded activities in the post-International Space Station (ISS) low-Earth orbit (LEO) ecosystem. NASA is preparing for the retirement of the ISS and transition of LEO activities to one or more Commercial LEO Destinations (CLDs) by 2030. This transition necessitates new models for connecting NASA and other users of the LEO environment to platforms and opportunities. In light of this transition, NASA senior leadership tasked the Office of Technology, Policy, and Strategy (OTPS) with answering two questions: 1) what are potential models for an ISS National Lab facilitating government-funded or subsidized activities on a commercial LEO platform after the transition of the ISS to one or more private platforms, and 2) in light of these options, what modifications would be helpful to make in the current ISSNL-CASIS partnership and the NASA management processes as NASA plans for the transition of the ISS by 2030? To answer the first question, we conducted a stakeholder-driven analysis to identify a trade space of six differentiated model options. We then evaluated their performance in three potential future scenarios, according to evaluation criteria deemed important to stakeholders. The six models are illustrative and representational of a potential trade space. Additionally, each model requires change to current legislation. To further aid in leadership decision-making, we provided considerations for how to strengthen each model by mixing and matching different model aspects. To answer the second question, we looked to strengths of the top-performing models to evolve the current ISSNL-CASIS relationship and improve NASA’s posture for success post-ISS. We identified four possible modifications to the ISSNL-CASIS partnership and NASA’s management of these activities. By implementing these modifications early, NASA can increase the return from ISSNL-CASIS and help prepare for future models as one or more CLD replaces the ISS by 2030.

ISS↗