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This is a status report on the m:N working group that has met three times over the last two years. They have identified barriers by domain, detect and avoid use-cases, and further analysis.
On October 18, 2010, the NASA Human Health and Performance center (NHHPC) was opened to enable collaboration among government, academic and industry members. Membership rapidly grew to 60 members (http://nhhpc.nasa.gov ) and members began identifying collaborative projects as detailed below. In addition, a first workshop in open collaboration and innovation was conducted on January 19, 2011 by the NHHPC resulting in additional challenges and projects for further development. This first workshop was a result of the SLSD successes in running open innovation challenges over the past two years. In 2008, the NASA Johnson Space Center, Space Life Sciences Directorate (SLSD) began pilot projects in open innovation (crowd sourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical problems. From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external challenges were conducted through three different vendors: InnoCentive, Yet2.com and TopCoder. The 20 internal challenges were conducted using the InnoCentive platform, customized to NASA use, and promoted as NASA@Work. The results from the 34 challenges involved not only technical solutions that were reported previously at the 61st IAC, but also the formation of new collaborative relationships. For example, the TopCoder pilot was expanded by the NASA Space Operations Mission Directorate to the NASA Tournament Lab in collaboration with Harvard Business School and TopCoder. Building on these initial successes, the NHHPC workshop in January of 2011, and ongoing NHHPC member discussions, several important collaborations are in development: Space Act Agreement between NASA and GE for collaborative projects, NASA and academia for a Visual Impairment / Intracranial Hypertension summit (February 2011), NASA and the DoD through the Defense Venture Catalyst Initiative (DeVenCI) for a technical needs workshop (June 2011), NASA and the San Diego Zoo in Biomimicry, NASA and the FAA Center of Excellence for Commercial Space Flight for collaborative projects, NASA and the FDA concerning automatic external defibrillators, and NASA and Tufts University for an education pilot. These and other collaborations will be detailed in the paper demonstrating that a government-sponsored convening entity (the NHHPC) can facilitate industry, academic, and non-profit collaborations for products of mutual benefit.
NASA's new emphasis on human exploration program for missions beyond LEO requires development of innovative and revolutionary technologies. Thermal control requirements of future NASA science instruments and missions are very challenging and require advanced thermal control technologies. Limited resources requires organizations to cooperate and collaborate; government, industry, universities all need to work together for the successful development of these technologies.
Collaborations and partnerships between academia and government agencies are common, especially when it comes to research and development in the fields of science, engineering and technology. However, collaboration between a government agency and an art school is rather atypical. This paper presents the Collaborative Student Project, which aims to explore the following challenge: The ideation, development and realization of education and public outreach products for NASAs upcoming ICESat-2 mission in collaboration with art students.
This paper describes the lessons learned in developing and operating a large-scale strategic alliance whose organization and coordination is U.S. Government-led using new means for R&D collaboration. Consortia in the United States counter a century of 1884 Sherman Anti-Trust Law-based governmental and legal policy and a longstanding business tradition of unfettered competition. Success in public-private collaboration in America requires compelling vision and motivation by both partners to reinvent our ways of doing business. The foundations for reinventing government and alliance building were laid in 1994 with Vice President Al Gore's mandates for Federal Lab Reviews and other examinations of the roles and missions for the nation's more than 700 government labs. In addition, the 1984 National Cooperative Research Act (NCRA) set in motion the abilities for U.S. companies to collaborate in pre-competitive technology development. The budget realities of the 1990's for NASA and other government agencies demand that government discover the means to accomplish its mission by leveraging resources through streamlining as well as alliances. Federal R&D investments can be significantly leveraged for greater national benefit through strategic alliances with industry and university partners. This paper presents early results from one of NASA's first large-scale public/private joint R&D ventures.
The successful expansion of development, innovation, and production within the aeronautics industry during the 20th century was facilitated by collaboration of government agencies with the commercial aviation companies. One of the initial products conceived from the collaboration was the ANC-5 Bulletin, first published in 1937. The ANC-5 Bulletin had intended to standardize the requirements of various government agencies in the design of aircraft structure. The national space policy shift in priority for NASA with an emphasis on transferring the travel to low earth orbit to commercial space providers highlights an opportunity and a need for the national and global space industries. The same collaboration and standardization that is documented and maintained by the industry within MIL-HDBK-5 (MMPDS-01) and MIL-HBDK-17 (nonmetallic mechanical properties) can also be exploited to standardize the thermal performance properties, processing methods, test methods, and analytical methods for use in aircraft and spacecraft design and associated propulsion systems. In addition to the definition of thermal performance description and standardization, the standardization for test methods and analysis for extreme environments (high temperature, cryogenics, deep space radiation, etc) would also be highly valuable to the industry. Its subsequent revisions and conversion to MIL-HDBK-5 and then MMPDS-01 established and then expanded to contain standardized mechanical property design values and other related design information for metallic materials used in aircraft, missiles, and space vehicles. It also includes guidance on standardization of composition, processing, and analytical methods for presentation and inclusion into the handbook. This standardization enabled an expansion of the technologies to provide efficiency and reliability to the consumers. It can be established that many individual programs within the government agencies have been overcome with development costs generated from these nonstandard requirements. Without industry standardization and acceptance, the programs are driven to shoulder the costs of determining design requirements, performance criteria, and then material qualification and certification. A significant investment that the industry could make to both reduce individual program development costs and schedules while expanding commercial space flight capabilities would be to invest in standardizing material performance properties for high temperature, cryogenic, and deep space environments for both metallic and nonmetallic materials.
On October 18, 2010, the NASA Human Health and Performance center (NHHPC) was opened to enable collaboration among government, academic and industry members. Membership rapidly grew to 90 members (http://nhhpc.nasa.gov ) and members began identifying collaborative projects as detailed in this article. In addition, a first workshop in open collaboration and innovation was conducted on January 19, 2011 by the NHHPC resulting in additional challenges and projects for further development. This first workshop was a result of the SLSD successes in running open innovation challenges over the past two years. In 2008, the NASA Johnson Space Center, Space Life Sciences Directorate (SLSD) began pilot projects in open innovation (crowd sourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical problems. From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external challenges were conducted through three different vendors: InnoCentive, Yet2.com and TopCoder. The 20 internal challenges were conducted using the InnoCentive platform, customized to NASA use, and promoted as NASA@Work. The results from the 34 challenges involved not only technical solutions that were reported previously at the 61st IAC, but also the formation of new collaborative relationships. For example, the TopCoder pilot was expanded by the NASA Space Operations Mission Directorate to the NASA Tournament Lab in collaboration with Harvard Business School and TopCoder. Building on these initial successes, the NHHPC workshop in January of 2011, and ongoing NHHPC member discussions, several important collaborations have been developed: (1) Space Act Agreement between NASA and GE for collaborative projects (2) NASA and academia for a Visual Impairment / Intracranial Hypertension summit (February 2011) (3) NASA and the DoD through the Defense Venture Catalyst Initiative (DeVenCI) for a technical needs workshop (June 2011) (4) NASA and the San Diego Zoo for a joint challenge in biomimicry (5) NASA and the FAA Center of Excellence for Commercial Space Flight for five collaborative projects (6) NASA and ESA for a Space Medicine Workshop (July 2011) (7) NASA and Tufts University for an education pilot (8) Establishment of long-term contracts (August 2011) to enable future challenges (9) Establishment of a new Center of Excellence for Collaborative Innovation (July 2011) for all federal agencies in the US
No abstract available
Given the maturity of the gas turbine engine since its invention and also considering the limited and flattened level of resources expected to be allocated for NASA aeronautics research and development, we ask the question are NASA technology investments still needed to enable future turbine engine-based propulsion systems? If so, what is NASA’s unique role to justify NASA’s investment? To address this topic, we will first review the accomplishments and the impact that NASA Glenn Research Center has made on turbine engine technologies over the last 78 years. Specifically, this paper discusses NASA’s role and contributions to turbine engine development, specific to both 1) NASA’s role in conducting experiments to understand flow physics and provide relevant benchmark validation experiments for Computational Fluid Dynamics (CFD) code development, validation, and assessment; and 2) the impact of technologies resulting from NASA collaborations with industry, academia, and other government agencies. Note that the scope of the discussion is limited to the NASA technology contributions with which the author was intimately associated, and does not represent the entirety of the NASA contributions to turbine engine technology. The specific research, development, and demonstrations discussed herein were selected to both 1) provide a comprehensive review and reference list of the technology and its impact, and 2) identify NASA’s unique role and highlight how NASA’s involvement resulted in additional benefit to the gas turbine engine community. Secondly, we will discuss current NASA collaborations that are in progress and provide a status of the results. Finally, we discuss the challenges anticipated for future turbine engine-based propulsion systems for civil aviation and identify potential opportunities for collaboration where NASA involvement would be beneficial. Ultimately, the gas turbine engine community will decide if NASA involvement is needed to contribute to the development of the design and analysis tools, databases, and technology demonstration programs to meet these challenges for future turbine engine-based propulsion systems.
The Trans-Pacific Astronomy Experiment is Phase 2 of the Trans-Pacific High Data Rate Satcom Experiments following the Trans-Pacific High Definition Video Experiment. It is a part of the Global Information Infrastructure-Global Interoperability for Broadband Networks Project (GII-GIBN). Provides global information infrastructure involving broadband satellites and terrestrial networks and access to information by anyone, anywhere, at any time. Collaboration of government, industry, and academic organizations demonstrate the use of broadband satellite links in a global information infrastructure with emphasis on astronomical observations, collaborative discussions and distance learning.
The National Aeronautics and Space Administration (NASA) Fiscal Year 2010 (FY10) budget introduced a new strategic plan that placed renewed emphasis on advanced missions beyond Earth orbit. This supports NASA s 2011 strategic goal to create innovative new space technologies for our exploration, science, and economic future. As a result of this focus on undertaking many and more complex missions, NASA placed its attention on a greater investment in technology development, and this shift resulted in the establishment of the Technology Demonstrations Missions (TDM) Program. The TDM Program, within the newly formed NASA Office of the Chief Technologist, supports NASA s grand challenges by providing a steady cadence of advanced space technology demonstrations (Figure 1), allowing the infusion of flexible path capabilities for future exploration. The TDM Program's goal is to mature crosscutting capabilities to flight readiness in support of multiple future space missions, including flight test projects where demonstration is needed before the capability can transition to direct mission The TDM Program has several unique criteria that set it apart from other NASA program offices. For instance, the TDM Office matures a small number of technologies that are of benefit to multiple customers to flight technology readiness level (TRL) 6 through relevant environment testing on a 3-year development schedule. These technologies must be crosscutting, which is defined as technology with potential to benefit multiple mission directorates, other government agencies, or the aerospace industry, and they must capture significant public interest and awareness. These projects will rely heavily on industry partner collaboration, and funding is capped for all elements of the flight test demonstration including planning, hardware development, software development, launch costs, ground operations, and post-test assessments. In order to inspire collaboration across government and industry, more than 70% of the TDM funds will be competitively awarded as a result of yearly calls for proposed flight demonstrators and selected based on possible payoff to NASA, technology maturity, customer interest, cost, and technical risk reduction. This paper will give an overview of the TDM Program s mission and organization, as well as its current status in delivering advanced space technologies that will enable more flexible and robust future missions. It also will provide several examples of missions that fit within these parameters and expected outcomes.
Digital model-based engineering (DMbE) is the use of digital artifacts, digital environments, and digital tools in the performance of engineering functions. DMbE is intended to allow an organization to progress from documentation-based engineering methods to digital methods that may provide greater flexibility, agility, and efficiency. The term 'DMbE' was developed as part of an effort by the Model-Based Systems Engineering (MBSE) Infusion Task team to identify what government organizations might expect in the course of moving to or infusing MBSE into their organizations. The Task team was established by the Interagency Working Group on Engineering Complex Systems, an informal collaboration among government systems engineering organizations. This Technical Memorandum (TM) discusses the work of the MBSE Infusion Task team to date. The Task team identified prerequisites, expectations, initial challenges, and recommendations for areas of study to pursue, as well as examples of efforts already in progress. The team identified the following five expectations associated with DMbE infusion, discussed further in this TM: (1) Informed decision making through increased transparency, and greater insight. (2) Enhanced communication. (3) Increased understanding for greater flexibility/adaptability in design. (4) Increased confidence that the capability will perform as expected. (5) Increased efficiency. The team identified the following seven challenges an organization might encounter when looking to infuse DMbE: (1) Assessing value added to the organization. Not all DMbE practices will be applicable to every situation in every organization, and not all implementations will have positive results. (2) Overcoming organizational and cultural hurdles. (3) Adopting contractual practices and technical data management. (4) Redefining configuration management. The DMbE environment changes the range of configuration information to be managed to include performance and design models, database objects, as well as more traditional book-form objects and formats. (5) Developing information technology (IT) infrastructure. Approaches to implementing critical, enabling IT infrastructure capabilities must be flexible, reconfigurable, and updatable. (6) Ensuring security of the single source of truth (7) Potential overreliance on quantitative data over qualitative data. Executable/ computational models and simulations generally incorporate and generate quantitative vice qualitative data. The Task team also developed several recommendations for government, academia, and industry, as discussed in this TM. The Task team recommends continuing beyond this initial work to further develop the means of implementing DMbE and to look for opportunities to collaborate and share best practices.
Until the recent dissolution of the Soviet Union, the Communist Party exerted a strict control of access to and dissemination of scientific and technical information (STI). This article presents models of the Soviet-style information society and the Western-style information society and discusses the effects of centralized governmental control of information on Russian technical communication practices. The effects of political control on technical communication are then used to interpret the results of a survey of Russian and U.S. aerospace engineers and scientists concerning the time devoted to technical communication, their collaborative writing practices and their attitudes toward collaboration, the kinds of technical documents they produce and use, and their use of computer technology, and their use of and the importance to them of libraries and technical information centers. The data are discussed in terms of tentative conclusions drawn from the literature. Finally, we conclude with four questions concerning government policy, collaboration, and the flow of STI between Russian and U.S. aerospace engineers and scientists.
National Security Space (NSS) presents multi-faceted S and T challenges. We must continually innovate enterprise and information management; provide decision support; develop advanced materials; enhance sensor technology; transform communication technology; develop advanced propulsion and resilient space architectures and capabilities; and enhance multiple additional S and T domains. These challenges are best met by leveraging advanced S and T research and technology development from a number of DoD agencies and civil agencies such as NASA. The authors of this paper have engaged in these activities since 2006 and over the past decade developed multiple strategic S and T relationships. This paper highlights the Office of the Space Missile Systems Center (SMC) Chief Scientist (SMC/ST) collaboration with the NASA Office of Chief Technologist (NASA OCT), which has multiple S and T activities that are relevant to NSS. In particular we discuss the development of the Technology Roadmaps that benefit both Civil Space and NSS. Our collaboration with NASA OCT has been of mutual benefit to multiple participants. Some of the other DoD components include the Defense Advanced Research Projects agency (DARPA), Air Force Research Laboratory (AFRL), Naval Research Laboratory (NRL), The USAF Office of Chief Scientist, the USAF Science Advisory Board (SAB), Space and Naval Warfare Systems Command (SPAWAR), and a number of other services and agencies. In addition, the human talent is a key enabler of advanced S and T activities; it is absolutely critical to have a strong supply of talent in the fields of Science Technology, Engineering, and Mathematics (STEM). Consequently, we continually collaborate with the USAF Institute of Technology (AFIT), other service academies and graduate schools, and other universities and colleges. This paper highlights the benefits that result from such strategic S and T partnerships and recommends a way forward that will continually build upon these achievements into the future.
The need for spacecraft bus technology advances in order to develop the spacecraft for the 21st century is discussed. Consideration is given to the power and electric propulsion systems for mass-limited satellites such as LEO and GEO. The goal of spacecraft bus technology programs is to design a cost-effective spacecraft which operates well in the satellite environment. The possibility of collaboration between government and industry is examined.
In 1993, a proposal at the Japan.-U.S. Cooperation in Space Program Workshop lead to a subsequent series of satellite communications experiments and demonstrations, under the title of Trans-Pacific High Data Rate Satellite Communications Experiments. The first of which is a joint collaboration between government and industry teams in the United States and Japan that successfully demonstrated distributed high definition video (HDV) post-production on a global scale using a combination of high data rate satellites and terrestrial fiber optic asynchronous transfer mode (ATM) networks. The HDV experiment is the first GIBN experiment to establish a dual-hop broadband satellite link for the transmission of digital HDV over ATM. This paper describes the team's effort in using the NASA Advanced Communications Technology Satellite (ACTS) at rates up to OC-3 (155 Mbps) between Los Angeles and Honolulu, and using Intelsat at rates up to DS-3 (45 Mbps) between Kapolei and Tokyo, with which HDV source material was transmitted between Sony Pictures High Definition Center (SPHDC) in Los Angeles and Sony Visual Communication Center (VCC) in Shinagawa, Tokyo. The global-scale connection also used terrestrial networks in Japan, the States of Hawaii and California. The 1.2 Gbps digital HDV stream was compressed down to 22.5 Mbps using a proprietary Mitsubishi MPEG-2 codec that was ATM AAL-5 compatible. The codec: employed four-way parallel processing. Improved versions of the codec are now commercially available. The successful post-production activity performed in Tokyo with a HDV clip transmitted from Los Angeles was predicated on the seamless interoperation of all the equipment between the sites, and was an exciting example in deploying a global-scale information infrastructure involving a combination of broadband satellites and terrestrial fiber optic networks. Correlation of atmospheric effects with cell loss, codec drop-out, and picture quality were made. Current efforts in the Trans-Pacific series plan to examine the use of Internet Protocol (IP)-related technologies over such an infrastructure. The use of IP allows the general public to be an integral part of the exciting activities, helps to examine issues in constructing the solar-system internet, and affords an opportunity to tap the research results from the (reliable) multicast and distributed systems communities. The current Trans- Pacific projects, including remote astronomy and digital library (visible human) are briefly described.
In the Technology 2006 Case Studies/Success Stories presentation, we will describe and demonstrate a prototype of a compact optical pattern recognition system as an example of a successful technology transfer and continuuing development of state-of-the-art know-how by the close collaboration among government, academia, and small business via the NASA SBIR program. The prototype consists of a complete set of optical pattern recognition hardware with multi-channel storage and retrieval capability that is compactly configured inside a portable 1'X 2'X 3' aluminum case.
Continuous descents at low engine power are desired to reduce fuel consumption, emissions and noise during arrival operations. The challenge is to allow airplanes to fly these types of efficient descents without interruption during busy traffic conditions. During busy conditions today, airplanes are commonly forced to fly inefficient, step-down descents as airtraffic controllers work to ensure separation and maximize throughput. NASA in collaboration with government and industry partners is developing new automation to help controllers accommodate continuous descents in the presence of complex traffic and airspace constraints. This automation relies on accurate trajectory predictions to compute strategic maneuver advisories. The talk will describe the concept behind this new automation and provide an overview of the simulations and flight testing used to develop and refine its underlying technology.