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NASA NTRS2024

Alignment of NASA’s Human System Risks with Technological Capability Gaps to Enable Integrated Research and Technology Development Strategic Planning

BACKGROUND: Radiation, reduced gravity, distance from earth, isolation and confinement, and habitation within artificially created and controlled life support environments are hazards that present risk to human space explorers. NASA’s Human System Risk Board (HSRB) maintains a set of twenty-nine different Human System Risks with subject matter experts from across the agency providing regular updates to the estimated likelihood and consequence associated with each risk. The Human Research Program (HRP) has historically used these risk classifications as a primary basis for identifying and prioritizing human research investments aimed at characterizing and/or mitigating the respective human system risks. In many cases, technology development is required to mature and validate risk mitigation strategies, however, NASA’s primary technology development programs have not typically used Human System Risks as a basis for strategic planning. A primary function of the Environmental Control and Life Support Systems (ECLSS) – Crew Health and Performance (CHP) System Capability Leadership Team (SCLT) is to continually identify, review, and update technological capability gaps and to establish and oversee multiyear strategic roadmaps aimed at guiding NASA’s technology development priorities in these areas. These roadmaps are intended to be agency-wide and independent of any program, directorate, or other organization within NASA. DESCRIPTION: The SCLT and HRP collaborated to establish a set of Human System Capability Gaps, which establish a formal linkage between the capability gaps used to prioritize investments across much of NASA, and the Human System Risks that are primarily used to inform and prioritize human research. This set of twenty-eight gaps was developed by subject matter experts, and each gap mapped to the primary associated Human System Risks. The gaps and risk mapping were then reviewed and approved via the HSRB, thereby formally aligning the research-focused Human System Risks with the technology-focused capability gaps. DISCUSSION: This effort has enabled development of integrated roadmaps and budget coordination with research and technology development activities that are formally linked to agency-recognized capability gaps and Human System Risks. Close and ongoing coordination between the SCLT, HRP, Mars Campaign Office, and the Health & Medical Technical Authority (HMTA) is essential to ensure alignment and prioritization of CHP-related research and technology development to enable NASA’s future exploration missions.

Andrew F J Abercromby↗
NASA NTRS2017

Strategic Employee Development (SED) Program

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Nguyen, Johnny↗
NASA NTRS2017

Strategic Employee Development in The Government Sector

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASA's higher-than-average aged workforce with approximately 50% of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety & Mission Assurance (S&MA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations' functions. In response to this challenge, the Kennedy Space Center (KSC) S&MA organization created the Strategic Employee Development (SED) program. The SED program's goal is to provide a proactive method to counter the primary drivers by creating a deeper "bench strength" and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an S&MA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Nguyen, Johnny↗
NASA NTRS2012

Developing a Strategic Plan for NASA JSC's Technology Investments

Human space exploration has always been heavily influenced by goals to achieve a specific mission on a specific schedule. This approach drove rapid technology development, the rapidity of which adds risks as well as provides a major driver for costs. The National Aeronautics and Space Administration (NASA) is now approaching the extension of human presence throughout the solar system by balancing a proactive yet less schedule-driven development of technology with opportunistic scheduling of missions as the needed technologies are realized. This approach should provide cost effective, low risk technology development that will enable efficient and effective manned spaceflight missions. As a first step, the NASA Human Spaceflight Architecture Team (HAT) has identified a suite of critical technologies needed to support future manned missions across a range of destinations, including in cislunar space, near earth asteroid visits, lunar exploration, Mars space, and Mars exploration. The challenge now is to develop a strategy and plan for technology development that efficiently enables these missions over a reasonable time period, without increasing technology development costs unnecessarily due to schedule pressure, and subsequently mitigating development and mission risks. NASA fs Johnson Space Center (JSC), as the nation's primary center for human exploration, is addressing this challenge through an innovative approach allocating Internal Research and Development funding to projects that have been prioritized using four focus criteria, with appropriate importance weighting. These four focus criteria are the Human Space Flight Technology Needs, JSC Core Technology Competencies, Commercialization Potential, and Partnership Potential. The inherent coupling in these focus criteria have been captured in a database and have provided an initial prioritization for allocation of technology development research funding. This paper will describe this process and this database, and the preliminary technology development prioritization results.

Stecklein, Jonette M.↗
NASA NTRS2009

Surface Habitat Systems

The Surface Habitat Systems (SHS) Focused Investment Group (FIG) is part of the National Aeronautics and Space Administration (NASA) Johnson Space Center (JSC) effort to provide a focused direction and funding to the various projects that are working on human surface habitat designs and technologies for the planetary exploration missions. The overall SHS-FIG effort focuses on directing and guiding those projects that: 1) develop and demonstrate new surface habitat system concepts, innovations, and technologies to support human exploration missions, 2) improve environmental systems that interact with human habitats, 3) handle and emplace human surface habitats, and 4) focus on supporting humans living and working in habitats on planetary surfaces. The activity areas of the SHS FIG described herein are focused on the surface habitat project near-term objectives as described in this document. The SHS-FIG effort focuses on mitigating surface habitat risks (as identified by the Lunar Surface Systems Project Office (LSSPO) Surface Habitat Element Team; and concentrates on developing surface habitat technologies as identified in the FY08 gap analysis. The surface habitat gap assessment will be updated annually as the surface architecture and surface habitat definition continues to mature. These technologies are mapped to the SHS-FIG Strategic Development Roadmap. The Roadmap will bring to light the areas where additional innovative efforts are needed to support the development of habitat concepts and designs and the development of new technologies to support of the LSSPO Habitation Element development plan. Three specific areas of development that address Lunar Architecture Team (LAT)-2 and Constellation Architecture Team (CxAT) Lunar habitat design issues or risks will be focused on by the SHS-FIG. The SHS-FIG will establish four areas of development that will help the projects prepare in their planning for surface habitat systems development. Those development areas are the 1) surface habitat concept definition, 2) inflatable surface habitat development, and 3) autonomous habitat operations, and 4) cross-cutting / systems engineering. In subsequent years, the SHS-FIG will solicit a call for innovations and technologies that will support the development of these four development areas. The other development areas will be assessed yearly and identified on the SHS-FIG s Strategic Development Roadmap. Initial investment projects that are funded by the Constellation Program Office (CxPO), LSSPO, or the Exploration Technology Development Projects (ETDP) will also be included on the Roadmap. For example, in one or two years from now, the autonomous habitat operations and testbed would collaborations with the Integrated Systems Health Management (ISHM) and Automation for Operations ETDP projects, which will give the surface habitat projects an integrated habitat autonomy testbed to test software and systems. The SHS-FIG scope is to provide focused direction for multiple innovations, technologies and subsystems that are needed to support humans at a remote planetary surface habitat during the concept development, design definition, and integration phases of that project. Subsystems include: habitability, lightweight structures, power management, communications, autonomy, deployment, outfitting, life support, wireless connectivity, lighting, thermal and more.

Kennedy, Kriss J.↗
NASA NTRS2017

EVA Systems Technology Gaps and Priorities 2017

Performance of Extra-Vehicular Activities (EVA) has been and will continue to be a critical capability for human space flight. Human exploration missions beyond LEO will require EVA capability for either contingency or nominal activities to support mission objectives and reduce mission risk. EVA systems encompass a wide array of products across pressure suits, life support systems, EVA tools and unique spacecraft interface hardware (i.e. EVA Translation Paths and EVA Worksites). In a fiscally limited environment with evolving transportation and habitation options, it is paramount that the EVA community's strategic planning and architecture integration products be reviewed and vetted for traceability between the mission needs far into the future to the known technology and knowledge gaps to the current investments across EVA systems. To ascertain EVA technology and knowledge gaps many things need to be brought together, assessed and analyzed. This includes an understanding of the destination environments, various mission concept of operations, current state of the art of EVA systems, EVA operational lessons learned, and reference advanced capabilities. A combined assessment of these inputs should result in well-defined list of gaps. This list can then be prioritized depending on the mission need dates and time scale of the technology or knowledge gap closure plan. This paper will summarize the current state of EVA related technology and knowledge gaps derived from NASA's Exploration EVA Reference Architecture and Operations Concept products. By linking these products and articulating NASA's approach to strategic development for EVA across all credible destinations an EVA could be done in, the identification of these gaps is then used to illustrate the tactical and strategic planning for the EVA technology development portfolio. Finally, this paper illustrates the various "touch points" with other human exploration risk identification areas including human health and performance.

Johnson, Brian J.↗
NASA NTRS2018

Marshall Space Flight Center Research and Technology Report 2017

This report features over 60 technology development and scientific research efforts that collectively aim to enable new capabilities in spaceflight, expand the reach of human exploration, and reveal new knowledge about the universe in which we live. These efforts include a wide array of strategic developments: launch propulsion technologies that facilitate more reliable, routine, and cost effective access to space; in-space propulsion developments that provide new solutions to space transportation requirements; autonomous systems designed to increase our utilization of robotics to accomplish critical missions; life support technologies that target our ability to implement closed-loop environmental resource utilization; science instruments that enable terrestrial, solar, planetary and deep space observations and discovery; and manufacturing technologies that will change the way we fabricate everything from rocket engines to in situ generated fuel and consumables.

Research and Technology Report↗
NASA NTRS2016

Space Assembly of Large Structural System Architectures (SALSSA)

Developing a robust capability for Space Assembly of Large Spacecraft Structural System Architectures (SALSSA) has the potential to drastically increase the capabilities and performance of future space missions and spacecraft while significantly reducing their cost. Currently, NASA architecture studies and space science decadal surveys identify new missions that would benefit from SALSSA capabilities, and the technologies that support SALSSA are interspersed throughout the fourteen NASA Technology Roadmaps. However, a major impediment to the strategic development of cross-cutting SALSSA technologies is the lack of an integrated and comprehensive compilation of the necessary information. This paper summarizes the results of a small study that used an integrated approach to formulate a SALSSA roadmap and associated plan for developing key SALSSA technologies.

Dorsey, John T.↗
NASA NTRSDate not supplied

Crew Health and Performance (CHP) Technology Roadmaps

The Environmental Control and Life Support System (ECLSS) – Crew Health and Performance (CHP) Systems Capability Leadership Team (SCLT) is a community of practice (not a funded program) sponsored by Headquarters to develop, retain, and infuse the ECLSS and CHP capabilities necessary to enable the human exploration of the Moon and Mars through the integration and empowerment of experts across NASA, other government agencies, commercial industry, and academia. The goals of the SCLT are as follows: Use the Architecture Definition Document use cases and functions to identify gaps in NASA’s current technological capabilities to meet Agency objectives and develop strategies and roadmaps for closing such gaps Make technical/strategic recommendations on ECLSS and CHP technology development efforts and investments for PPBE, acquisition strategies, and leveraging NASA’s critical capabilities Establish key performance parameters and participate in key program and project reviews Maintain cognizance of relevant ECLSS and CHP national and international technology activities in government, industry, and academia, specifically, emerging innovations and technologies, trends, and opportunities Coordinate with commercial and international partners to identify areas of mutual interest and cooperation Support future mission and system architecture studies for human exploration This document is intended to be a comprehensive overview of the strategic development plans, or Roadmaps, of key technologies and capabilities identified by the SCLT. Each Roadmap is organized by Capability Gap as the gap name and number appears in STARPort, follows a fiscal year timeline, and displays any additional information on milestones, decision points, or important details on the right-hand side of the page. The Roadmaps should be used to facilitate discussion, decision making, and planning for programs and development projects, but are not expected to accurately depict the details and statuses of the projects and tasks appearing within the plans.

Human Health and Performance↗
NASA NTRS1999

Using Remote Sensing Data and Research Results for Urban Heat Island Mitigation

This paper provides information on the characteristics of the urban heat island, research designed to provide the data needed to develop effective urban heat island reduction strategies, and the development of local working groups to develop implementation plans. As background, an overview of research results on the urban heat island phenomenon and the resultant effect on energy usage and air quality will be explored. The use of more reflective roofing materials, paving materials, tree planting, and other initiatives will be explored as a basis for strategies to mitigate urban heat islands and improve the urban environment. Current efforts to use aircraft remote sensing data in Atlanta, Baton Rouge, Sacramento, and Salt Lake City and our work with non-profit organizations designated to lead public education and strategic development efforts will be presented. Efforts to organize working groups comprised of key stakeholders, the process followed in communicating research results, and methodology for soliciting feedback and incorporating ideas into local plans, policies and decision-making will be discussed. Challenges in developing and transferring data products and research results to stakeholders will be presented. It is our ultimate goal that such efforts be integrated into plans and/or decision models that encourage sustainable development.

Estes, Maury↗
NASA NTRS2004

NASA Education Forum at SAO on the Structure and Evolution of the Universe

Overview. The past year for the new SEU Forum has been a highly productive one and has moved us forward on three major objectives: Involving the public in the major scientific discoveries in our SEU theme this past year, especially the exciting discoveries about dark energy, cosmology, and black holes. Implementing the recommendations of the Knappenberger Report in order to strengthen the educational coherence of our collective activities. Developing strategic partnerships with underserved communities and other key customers . Among our activities for the past year are the following: Serving the Informal Science Education Communities: Summary of Goals, Plans and Activities for the Year 9/15/04 - 9/14/05. Interactions with the Space Science Community.

Gould, Roy↗
NASA NTRS2005

The NASA Education Forum at SAO on the Structure and Evolution of the Universe

The past year for the SEU Forum has been a highly productive one and has moved us forward on three major objectives: 1) Using the Einstein Centennial to involve the public in the Universe Exploration theme, with emphasis on exciting discoveries about dark energy, cosmology, and black holes; 2) Further implementing the recommendations of the Knappenberger Report, in order to strengthen the educational coherence of our collective activities and our collaborations within NASA; and 3) Developing strategic partnerships with underserved communities and other key customers. Among our activities for the past year are the following: 1) Serving the Informal Science Education Communities; 2) Serving the Formal Education (Pre-college) Community; and 3) Serving Minority and Underserved Communities. A summary of goals, plans and activities for the year 9/15/05 through 9/14/06 are also presented.

Gould, Roy↗
NASA NTRS2020

Volume Optimization for Food Production During Deep Space Exploration

This project is sponsored by the eXploration Systems and Habitation (X-Hab) 2020 Academic Innovation Challenge is a university-level challenge designed to develop strategic partnerships and collaborations with universities. NASA has tasked this project to take another step in solving this issue by designing a volume optimized system in which food will be grown for astronauts to consume during long space journeys and to aid in setting up regenerative agriculture production on other terrestrial surfaces.

Angelina Sorice↗
NASA NTRS2000

Human Exploration and Development of Space: Strategic Plan

The five goals of the Human Exploration and Development of Space include: 1) Explore the Space Frontier; 2) Expand Scientific Knowledge; 3) Enable Humans to Live and Work Permanently in Space; 4) Enable the Commercial Development of Space; and 5) Share the Experience and Benefits of Discovery.

Branscome, Darrell↗
NASA NTRS2019

A Summary of NASA Rotary Wing Research: Circa 2008–2018

The general public may not know that the first “A” in NASA stands for Aeronautics. If they do know, they will very likely be surprised that in addition to airplanes, the “A” includes research in helicopters, tiltrotors, and other vehicles adorned with rotors. There is, arguably, no subsonic air vehicle more difficult to accurately analyze than a vehicle with lift-producing rotors. No wonder that NASA has conducted rotary wing research since the days of the NACA and has partnered, since 1965, with the U.S. Army in order to overcome some of the most challenging obstacles to understanding the behavior of these vehicles. Since 2006, NASA rotary wing research has been performed under several different project names [Gorton et al., 2015]: Subsonic Rotary Wing (SRW) (2006–2012), Rotary Wing (RW) (2012–2014), and Revolutionary Vertical Lift Technology (RVLT) (2014–present). In 2009, the SRW Project published a report that assessed the status of NASA rotorcraft research; in particular, the predictive capability of NASA rotorcraft tools was addressed for a number of technical disciplines. A brief history of NASA rotorcraft research through 2009 was also provided [Yamauchi and Young, 2009]. Gorton et al. [2015] describes the system studies during 2009–2011 that informed the SRW/RW/RVLT project investment prioritization and organization. The authors also provided the status of research in the RW Project in engines, drive systems, aeromechanics, and impact dynamics as related to structural dynamics of vertical lift vehicles. Since 2009, the focus of research has shifted from large civil VTOL transports, to environmentally clean aircraft, to electrified VTOL aircraft for the urban air mobility (UAM) market. The changing focus of rotorcraft research has been a reflection of the evolving strategic direction of the NASA Aeronautics Research Mission Directorate (ARMD). By 2014, the project had been renamed the Revolutionary Vertical Lift Technology Project. In response to the 2014 NASA Strategic Plan, ARMD developed six Strategic Thrusts. Strategic Thrust 3B was defined as the “Ultra-Efficient Commercial Vehicles—Vertical Lift Aircraft.” Hochstetler et al. [2017] uses Thrust 3B as an example for developing metrics usable by ARMD to measure the effectiveness of each of the Strategic Thrusts. The authors provide near-, mid-, and long-term outcomes for Thrust 3B with corresponding benefits and capabilities. The importance of VTOL research, especially with the rapidly expanding UAM market, eventually resulted in a new Strategic Thrust (to begin in 2020): Thrust 4—Safe, Quiet, and Affordable Vertical Lift Air Vehicles. The underlying rotary wing analysis tools used by NASA are still applicable to traditional rotorcraft and have been expanded in capability to accommodate the growing number of VTOL configurations designed for UAM. The top-level goal of the RVLT Project remains unchanged since 2006: Develop and validate tools, technologies and concepts to overcome key barriers for vertical lift vehicles. In 2019, NASA rotary wing/VTOL research has never been more important for supporting new aircraft and advancements in technology. 2 A decade is a reasonable interval to pause and take stock of progress and accomplishments. In 10 years, digital technology has propelled progress in computational efficiency by orders of magnitude and expanded capabilities in measurement techniques. The purpose of this report is to provide a compilation of the NASA rotary wing research from ~2008 to ~2018. Brief summaries of publications from NASA, NASA-funded, and NASA-supported research are provided in 12 chapters: Acoustics, Aeromechanics, Computational Fluid Dynamics (External Flow), Experimental Methods, Flight Dynamics and Control, Drive Systems, Engines, Crashworthiness, Icing, Structures and Materials, Conceptual Design and System Analysis, and Mars Helicopter. We hope this report serves as a useful reference for future NASA vertical lift researchers.

Yamauchi, Gloria K.↗
NASA NTRS2001

Human Exploration and Development of Space: Strategic Plan

In order to make possible the permanent extension of human presence beyond the bounds of Earth and enable historic improvements in our understanding of our solar system and the universe, and the quality of life, NASA must: (1) Undertake, in partnership with the scientific community, sustained international explorations throughout the inner solar system by integrated human/robotic expeditions; (2) Achieve breakthrough discoveries and technology developments through basic, applied, and commercial research in the unique venue of space--exploiting characteristics such as microgravity, vacuum, radiation, and location; (3) Establish safe and routine access to space in support of permanent commercial human operations in low-Earth orbit and ongoing exploration activities at one or more sites beyond Earth orbit; (4) Engage the private sector in the commercial development of space and enable the creation of new space industries generating new wealth for the US economy; and (5) Communicate the excitement and importance of the discovery of new worlds and the profound insights we will gain into the origins of life and the universe. In order to guide planning, the Human Exploration and Development of Space (HEDS) Enterprise has identified some potential future targets and goals (e.g. 'Design Reference Points') beginning with the near-term and extending to the far-term and beyond.

Branscome, Darrell↗