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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
All sourcesNASA NTRSDOE OSTI
NASA NTRS2000

Low-Cost Approach to the Design and Fabrication of a LOX/RP-1 Injector

NASA Marshall Space Flight Center (MSFC) has designed, built, and is currently testing Fastrac, a liquid oxygen (LOX)/RP-1 fueled 60K-lb thrust class rocket engine. One facet of Fastrac, which makes it unique is that it is the first large-scale engine designed and developed in accordance with the Agency's mandated "faster, better, cheaper" (FBC) program policy. The engine was developed under the auspices of MSFC's Low Cost Boost Technology office. Development work for the main injector actually began in 1993 in subscale form. In 1996, work began on the full-scale unit approximately 1 year prior to initiation of the engine development program. In order to achieve the value goals established by the FBC policy, a review of traditional design practices was necessary. This internal reevaluation would ultimately challenge more conventional methods of material selection. design process, and fabrication techniques. The effort was highly successful. This "new way" of thinking has resulted in an innovative injector design, one with reduced complexity and significantly lower cost. Application of lessons learned during this effort to new or existing designs can have a similar effect on costs and future program successes.

Shadoan, Michael D.↗
NASA NTRS2001

Methodology Development for Assessment of Spaceport Technology Returns and Risks

As part of Kennedy Space Center's (KSC's) challenge to open the space frontier, new spaceport technologies must be developed, matured and successfully transitioned to operational systems. R&D investment decisions can be considered from multiple perspectives. Near mid and far term technology horizons must be understood. Because a multitude of technology investment opportunities are available, we must identify choices that promise the greatest likelihood of significant lifecycle At the same time, the costs and risks of any choice must be well understood and balanced against its potential returns The problem is not one of simply rank- ordering projects in terms of their desirability. KSC wants to determine a portfolio of projects that simultaneously satisfies multiple goals, such as getting the biggest bang for the buck, supporting projects that may be too risky for private funding, staying within annual budget cycles without foregoing the requirements of a long term technology vision, and ensuring the development of a diversity of technologies that, support the variety of operational functions involved in space transportation. This work aims to assist in the development of in methods and techniques that support strategic technology investment decisions and ease the process of determining an optimal portfolio of spaceport R&D investments. Available literature on risks and returns to R&D is reviewed and most useful pieces are brought to the attention of the Spaceport Technology Development Office (STDO). KSC's current project management procedures are reviewed. It is found that the "one size fits all" nature of KSC's existing procedures and project selection criteria is not conducive to prudent decision-making. Directions for improving KSC's - procedures and criteria are outlined. With help of a contractor, STDO is currently developing a tool, named Change Management Analysis Tool (CMAT)/ Portfolio Analysis Tool (PAT), to assist KSC's R&D portfolio determination. A critical review of CMAT/PAT is undertaken. Directions for the improvement of this tool are provided. STDO and KSC intend to follow up on many, if not all, of the recommendations provided.

Joglekar, Prafulla↗
NASA NTRS1992

Technology for the future - Long range planning for space technology development

NASA's Office of Aeronautics and Space Technology (OAST) has begun the definition of an Integrated Technology Plan for the civilian space program which guides long-term technology development for space platforms, in light of continuing marker research and other planning data. OAST has conferred particular responsibility for future candidate space mission evaluations and platform performance requirement projections to NASA-Langley. An implementation plan is devised which is amenable to periodic space-platform technology updates.

Collier, Lisa D.↗
NASA NTRSDate not supplied

NASA’s Advance Information Systems Technology (AIST) Program

NASA’s Earth Science Technology Office (ESTO) develops early-stage technologies to enhance scientific understanding. ESTO’s technologies can be reliably and confidently applied to a broad range of science measurements and missions, as well as facilitate practical applications to benefit society at large. As the lead technology office within the Earth Science Division of the NASA Science Mission Directorate, ESTO is focused on the technological challenges inherent to space-based investigations of our planet's dynamic, interrelated systems. Through flexible, science-driven technology strategies and a competitive selection process, ESTO-funded technologies have supported numerous Earth science missions as well as commercial applications. From next generation sensors and instruments to communication and information systems, ESTO technologies enable many NASA missions and data services. The Advanced Information Systems Technology (AIST) Program is one focal area of ESTO. AIST innovates information system technologies that enable the development of new observing systems as well as agile science investigations through data analytics and artificial intelligence tools and algorithms. AIST utilizes an end-to-end development approach with the goal of infusing mature technologies into future missions, measurements, and analysis. One thrust of AIST is data exploitation and analysis using an analytic center framework to make observational data and model output more accessible and usable to scientists conducting specific investigations as well as to extract higher-level science content and information from the data. The framework accelerates scientific discovery by harmonizing the data, tools, and computational resources. NASA’s upcoming Surface, Biology and Geology (SBG) mission is one such mission whose data architecture will leverage many of the technologies developed through the AIST program. This talk will highlight current and future program development goals.

Laura Rogers↗
NASA NTRS2010

Development of Thermal Protection Materials for Future Mars Entry, Descent and Landing Systems

Entry Systems will play a crucial role as NASA develops the technologies required for Human Mars Exploration. The Exploration Technology Development Program Office established the Entry, Descent and Landing (EDL) Technology Development Project to develop Thermal Protection System (TPS) materials for insertion into future Mars Entry Systems. An assessment of current entry system technologies identified significant opportunity to improve the current state of the art in thermal protection materials in order to enable landing of heavy mass (40 mT) payloads. To accomplish this goal, the EDL Project has outlined a framework to define, develop and model the thermal protection system material concepts required to allow for the human exploration of Mars via aerocapture followed by entry. Two primary classes of ablative materials are being developed: rigid and flexible. The rigid ablatives will be applied to the acreage of a 10x30 m rigid mid L/D Aeroshell to endure the dual pulse heating (peak approx.500 W/sq cm). Likewise, flexible ablative materials are being developed for 20-30 m diameter deployable aerodynamic decelerator entry systems that could endure dual pulse heating (peak aprrox.120 W/sq cm). A technology Roadmap is presented that will be used for facilitating the maturation of both the rigid and flexible ablative materials through application of decision metrics (requirements, key performance parameters, TRL definitions, and evaluation criteria) used to assess and advance the various candidate TPS material technologies.

Cassell, Alan M.↗
NASA NTRS1991

Cooperative research and development opportunities with the National Cancer Institute

The Office of Technology Development (OTD) of the National Cancer Institute (NCI) is responsible for negotiating Cooperative Research and Development Agreements (CRADAs), whereby the knowledge resulting from NCI investigators' government-sponsored research is developed in collaboration with universities and/or industry into new products of importance for the diagnosis and treatment of cancer and acquired immunodeficiency syndrome (AIDS). The NCI has recently executed a unique 'clinical trials' CRADA and is developing a model agreement based upon it for the development and commercialization of products for the diagnosis and treatment of cancer and AIDS. NCI drug screening, preclinical testing, clinical trials, and AIDS program capabilities form the basis for this new technology development/technology transfer vehicle. NCI's extensive drug screening program and 'designer foods' program serve as potential sources of investigational new drugs (INDs) and cancer preventatives. Collaborations between NCI and pharmaceutical companies having the facilities, experience, and expertise necessary to develop INDs into approved drugs available to the public are being encouraged where the companies have proprietary rights to INDs, or where NCI has proprietary rights to INDs and invites companies to respond to a collaborator announcement published in the Federal Register. The joint efforts of the NCI and the chosen collaborator are designed to generate the data necessary to obtain pharmaceutic regulatory approval from the Food and Drug Administration (FDA) to market the drugs developed, and thereby make them available to health care providers for the diagnosis and treatment of cancer and AIDS.

Sybert, Kathleen↗
NASA NTRS1994

A teleoperated system for remote site characterization

The detection and characterization of buried objects and materials is an important step in the restoration of burial sites containing chemical and radioactive waste materials at Department of Energy (DOE) and Department of Defense (DOD) facilities. By performing these tasks with remotely controlled sensors, it is possible to obtain improved data quality and consistency as well as enhanced safety for on-site workers. Therefore, the DOE Office of Technology Development and the US Army Environmental Center have jointly supported the development of the Remote Characterization System (RCS). One of the main components of the RCS is a small remotely driven survey vehicle that can transport various combinations of geophysical and radiological sensors. Currently implemented sensors include ground-penetrating radar, magnetometers, an electromagnetic induction sensor, and a sodium iodide radiation detector. The survey vehicle was constructed predominantly of non-metallic materials to minimize its effect on the operation of its geophysical sensors. The system operator controls the vehicle from a remote, truck-mounted, base station. Video images are transmitted to the base station by a radio link to give the operator necessary visual information. Vehicle control commands, tracking information, and sensor data are transmitted between the survey vehicle and the base station by means of a radio ethernet link. Precise vehicle tracking coordinates are provided by a differential Global Positioning System (GPS).

Sandness, Gerald A.↗
NASA NTRS2002

Second Generation RLV Space Vehicle Concept

NASA has a long history of conducting development programs and projects in a consistent fashion. Systems Engineering within those programs and projects has also followed a given method outlined by such documents as the NASA Systems Engineering Handbook. The relatively new NASA Space Launch Initiative (SLI) is taking a new approach to developing a space vehicle, with innovative management methods as well as new Systems Engineering processes. With the program less than a year into its life cycle, the efficacy of these new processes has yet to be proven or disproven. At $776M for phase 1, SLI represents a major portion of the NASA focus; however, the new processes being incorporated are not reflected in the training provided by NASA to its engineers. The NASA Academy of Program and Project Leadership (APPL) offers core classes in program and project management and systems engineering to NASA employees with the purpose of creating a "knowledge community where ideas, skills, and experiences are exchanged to increase each other's capacity for strong leadership". The SLI program is, in one sense, a combination of a conceptual design program and a technology program. The program as a whole doesn't map into the generic systems engineering project cycle as currently, and for some time, taught. For example, the NASA APPL Systems Engineering training course teaches that the "first step in developing an architecture is to define the external boundaries of the system", which will require definition of the interfaces with other systems and the next step will be to "define all the components that make up the next lower level of the system hierarchy" where fundamental requirements are allocated to each component. Whereas, the SLI technology risk reduction approach develops architecture subsystem technologies prior to developing architectures. The higher level architecture requirements are not allowed to fully develop and undergo decomposition and allocation down to the subsystems before the subsystems must develop allocated requirements based on the highest level of requirements. In the vernacular of the project cycles prior to the mid 1990's, the architecture definition portion of the program appears to be at a generic Phase A stage, while the subsystems are operating at Phase B. Even the management structure of the SLI program is innovative in its approach to Systems Engineering and is not reflected in the APPL training modules. The SLI program has established a Systems Engineering office as an office separate from the architecture development or the subsystem technology development, while that office does have representatives within these other offices. The distributed resources of the Systems Engineering Office are co-located with the respective Project Offices. This template is intended to provide systems engineering as an integrated function at the Program Level. the program management of SLI and the MAT agree that "program/project managers and the systems engineering team must work closely together towards the single objective of delivering quality products that meet the customer needs". This paper will explore the differences between the methods being taught by NASA, which represent decades of ideas, and those currently in practice in SLI. Time will tell if the innovation employed by SLI will prove to be the model of the future. For now, it is suggested that the training of the present exercise the flexibility of recognizing the new processes employed by a major new NASA program.

Bailey, Michelle↗
NASA NTRS2004

REACT Real-Time Emergency Action Coordination Tool

Recently the Emergency Management Operations Center (EMOC) of St. Tammany Parish turned to the Technology Development and Transfer Office (TDTO) of NASA's Stennis Space Center (SSC) for help in combating the problems associated with water inundation. Working through a Dual-Use Development Agreement the Technology Development and Transfer Office, EMOC and a small geospatial applications company named Nvision provided the parish with a new front-line defense. REACT, Real-time Emergency Action coordination Tool is a decision support system that integrates disparate information to enable more efficient decision making by emergency management personnel.

Source record↗
NASA NTRS1994

Development and demonstration of a telerobotic excavation system

Oak Ridge National Laboratory is developing remote excavation technologies for the Department of Energy's Office (DOE) of Technology Development, Robotics Technology Development Program, and also for the Department of Defense (DOD) Project Manager for Ammunition Logistics. This work is being done to meet the need for remote excavation and removal of radioactive and contaminated buried waste at several DOE sites and unexploded ordnance at DOD sites. System requirements are based on the need to uncover and remove waste from burial sites in a way that does not cause unnecessary personnel exposure or additional environmental contamination. Goals for the current project are to demonstrate dexterous control of a backhoe with force feedback and to implement robotic operations that will improve productivity. The Telerobotic Small Emplacement Excavator is a prototype system that incorporates the needed robotic and telerobotic capabilities on a commercially available platform. The ability to add remote dexterous teleoperation and robotic operating modes is intended to be adaptable to other commercially available excavator systems.

Burks, Barry L.↗
NASA NTRS2003

Exploring the Solar System

This viewgraph presentation reviews a number of advanced propulsion technologies for interplanetary spacecraft. The objective of the In Space Propulsion Technology Projects Office is to develop in-space propulsion technologies that can enable and/or benefit near and mid-term NASA science missions by significantly reducing cost, mass, and/or travel times. The technologies profiled are divided into several categories: High Priority (aerocapture, next generation ion propulsion, solar sails); Medium Priority (advanced chemical propulsion, solar electric propulsion, Hall thrusters); Low Priority (solar thermal propulsion); and High Payoff/High Risk (1 g/sq m solar sails, momentum exchange tethers, and plasma sails).

Les Johnson↗
NASA NTRS1992

Utilization of Space Station Freedom for technology research

Space Station Freedom presents a unique opportunity for technology developers to conduct research in the space environment. Research can be conducted in the pressurized volume of the Space Station's laboratories or attached to the Space Station truss in the vacuum of space. Technology developers, represented by the Office of Aeronautics and Space Technology (OAST), will have 12 percent of the available Space Station resources (volume, power, data, crew, etc.) to use for their research. Most technologies can benefit from research on Space Station Freedom and all these technologies are represented in the OAST proposed traffic model. This traffic model consists of experiments that have been proposed by technology developers but not necessarily selected for flight. Experiments to be flown in space will be selected through an Announcement of Opportunity (A.O.) process. The A.O. is expected to be released in August, 1992. Experiments will generally fall into one of the 3 following categories: (1) Individual technology experiments; (2) Instrumented Space Station; and (3) Guest investigator program. The individual technology experiments are those that do not instrument the Space Station nor directly relate to the development of technologies for evolution of Space Station or development of advanced space platforms. The Instrumented Space Station category is similar to the Orbiter Experiments Program and allows the technology developer to instrument subsystems on the Station or develop instrumentation packages that measure products or processes of the Space Station for the advancement of space platform technologies. The guest investigator program allows the user to request data from Space Station or other experiments for independent research. When developing an experiment, a developer should consider all the resources and infrastructure that Space Station Freedom can provide and take advantage of these to the maximum extent possible. Things like environment, accommodations, carriers, and integration should all be taken into account. In developing experiments at Langley Research Center, an iterative approach is proving useful. This approach uses Space Station utilization and subsystem experts to advise and critique experiment designs to take advantage of everything the Space Station has to offer. Also, solid object modeling and animation computer tools are used to fully visualize the experiment and its processes. This process is very useful for attached payloads and allows problems to be detected early in the experiment design phase.

Avery, Don E.↗
NASA NTRS2017

The Next Generation of Spaceborne Radars for Cloud and Precipitation Measurements

NASA’s Earth Science Technology Office (ESTO) is currently developing advanced instrument concepts and technologies for the next generation of spaceborne atmospheric radars for clouds and precipitation measurements. Two representative examples are the Radar in a CubeSat (RainCube) – a miniaturized Ka-band precipitation intensity profiling radar for operation on a 6U CubeSat bus; and the Multi-Application Smallsat Tri-band Radar (MASTR) – a Ku/Ka/W band, electronic scanning, and Doppler atmospheric radar. These radar concepts will be capable of providing information on both the state and the process of the atmospheric water (as opposed to just the state information provided by existing spaceborne radars) to fill the current observational gaps in the advancement of weather and climate models.

Im, Eastwood↗
NASA NTRS2023

Computer Human Interface Challenges in Space Exploration

NASA’s plans to return humans to the Lunar surface require overcoming a variety of challenging technical and operational obstacles. In 2022, NASA formed the Extravehicular Activity (EVA) and Human Surface Mobility (HSM) Program (EHP) at the Johnson Space Center with responsibilities including development of space suits and surface mobility systems for Lunar missions. This program includes a Technology Development and Partnerships office chartered to identify high priority gaps in capabilities for Lunar surface mobility and to coordinate resources to close those gaps. This presentation details the EHP technology roadmap for “Informatics and Decision Support,” a subset of spacecraft avionics focused on effective and autonomous crew interaction with spaceflight systems. The gaps, grouped into displays, audio systems, and information technology infrastructure, are largely driven by the unique interaction requirements for human spacecraft and the severe radiation environments beyond low earth orbit. The roadmap identifies ongoing activities and paths to technology infusion into Lunar spacecraft. NASA is seeking input on the content and ideas for alternative paths to gap closure. Closing these gaps is important to successful human operations on the Lunar surface and vital to NASA’s long-term goal of human missions to Mars.

Spacecraft Displays↗
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 NTRS2021

NASA Strategy for Technology Development

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.

Erica Rodgers↗