Search NASA⌕ Search

SEARCH · Search NASA

Results for “proactive scheduling”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 19 records
All sourcesNASA NTRSDOE OSTI
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 NTRS2013

Human Spaceflight Technology Needs - A Foundation for JSC's Technology Strategy

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 and cost uncertainty. 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 cis-lunar space, near earth asteroid visits, lunar exploration, Mars moons, 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's Johnson Space Center (JSC), as the nation s primary center for human exploration, is addressing this challenge through an innovative approach in allocating Internal Research and Development funding to projects. The HAT Technology Needs (TechNeeds) Database has been developed to correlate across critical technologies and the NASA Office of Chief Technologist Technology Area Breakdown Structure (TABS). The TechNeeds Database illuminates that many critical technologies may support a single technical capability gap, that many HAT technology needs may map to a single TABS technology discipline, and that a single HAT technology need may map to multiple TABS technology disciplines. The TechNeeds Database greatly clarifies understanding of the complex relationships of critical technologies to mission and architecture element needs. Extensions to the core TechNeeds Database allow JSC to factor in and appropriately weight JSC Center Core Technology Competencies, and considerations of Commercialization Potential and Partnership Potential. The inherent coupling among these, along with an appropriate importance weighting, has provided an initial prioritization for allocation of technology development research funding for JSC. The HAT Technology Needs Database, with a core of built-in reports, clarifies and communicates complex technology needs for cost effective human space exploration such that an organization seeking to assure that research prioritization supports human spaceflight of the future can be successful.

Stecklein, Jonette M.↗
NASA NTRS2017

On the Development and Application of High Data Rate Architecture (HiDRA) in Future Space Networks

Historically, space missions have been severely constrained by their ability to downlink the data they have collected. These constraints are a result of relatively low link rates on the spacecraft as well as limitations on the time during which data can be sent. As part of a coherent strategy to address existing limitations and get more data to the ground more quickly, the Space Communications and Navigation (SCaN) program has been developing an architecture for a future solar system Internet. The High Data Rate Architecture (HiDRA) project is designed to fit into such a future SCaN network. HiDRA's goal is to describe a general packet-based networking capability which can be used to provide assets with efficient networking capabilities while simultaneously reducing the capital costs and operational costs of developing and flying future space systems.Along these lines, this paper begins by reviewing various characteristics of modern satellite design as well as relevant characteristics of emerging technologies (such as free-space optical links capable of working at 100+ Gbps). Next, the paper describes HiDRA's design, and how the system is able to both integrate and support the operation of not only today's high-rate systems, but also the high-rate systems likely to be found in the future. This section also explores both existing and future networking technologies, such as Delay Tolerant Networking (DTN) protocol (RFC4838 citeRFC:1, RFC5050citeRFC:2), and explains how HiDRA supports them. Additionally, this section explores how HiDRA is used for scheduling data movement through both proactive and reactive link management. After this, the paper moves on to explore a reference implementation of HiDRA. This implementation is currently being realized based on a Field Programmable Gate Array (FPGA) memory and interface controller that is itself controlled by a local computer running DTN software. Next, this paper explores HiDRA's natural evolution, which includes an integration path for software-defined networking (SDN) switches. This section also describes considerations for both near-Earth and deep-space instantiations of HiDRA, describing how differences in latencies between the environments will necessarily influence how the system is configured and the networks operate. Finally, this paper describes future work. This section includes a description of a potential ISS implementation which will allow rapid advancement through the technology readiness levels (TRL). This section also explores work being done to support HiDRA's successful implementation and operation in a heterogeneous network: such a network could include communications equipment spanning many vintages and capabilities, and one significant aspect of HiDRA's future development involves balancing compatibility with capability.

DTN↗
NASA NTRS2008

Reducing NPR 7120.5D to Practice: Preparing for a Life-Cycle Review

In March 2007, NASA issued revised rules for space flight project management, NPR 7120.5D, 'NASA Space Flight Program and Project Management Requirements.' Central to the new rules was the construct of Key Decision Points, maturity gates that the project team must pass in order to continue development. In order that the KDP decision be fully informed, the NPR required, as entrance criteria for the gate, the generation and delivery of specified planning, technical, and cost/schedule documents (gate products) and a life-cycle review, the Preliminary Design Review. Building on JPL experience on the Prometheus and Juno projects, the team successfully organized for and conducted these reviews on an aggressive schedule. Key actions were taken to proactively interact with the SRB, produce high-quality gate products with stakeholder review, generate review presentation materials, and handle a myriad of supporting logistical functions. A review preparation team was established, including a Review Captain and leads for documentation, information systems, and logistics, and their roles, responsibilities and task assignments were identified. Aids were produced, including a detailed review preparation schedule and a comprehensive gate products production table. Institutional support was leveraged early and often. Implementation strategy reflected the needs of a nationally-distributed team, as well as applicable export control and IT security requirements. This paper gives a brief overview of the GRAIL mission and its project management challenges, provides a detailed description of project PMSR and PDR preparation and execution activities, including positive and negative lessons learned, and identifies recommendations for future NASA (and non-NASA) project teams.

NPR 7120.5D↗
NASA NTRSDate not supplied

Standards Roadmapping for Mission Assurance in Commercial Spaceflight

This paper explores the application of established roadmapping approaches in standards planning and roadmap development to support mission assurance objectives. Mission assurance requires proactive planning across multiple domains including technical, schedule, cost, organizational, and policy. The intersection of these domains happens at the enterprise level, and enterprise systems engineering processes can systematically guide mission assurance activities, including development of standards roadmaps. Standards planning and development is a critical contributor to an effective mission assurance strategy, although standards are often developed and adopted reactively. Technology and standards planning is a key Enterprise Process Management activity, as identified by the Systems Engineering Body of Knowledge, and technology and standards roadmaps are strategic tools used to enable that process. Technology roadmapping has proven effective in guiding enterprise architecture and concept design, and standards planning supports enterprise requirements definition and management. However, there are limited methodologies to guide such standards planning activities. The application of technology roadmapping principles to standards planning formalizes the process and establishes a repeatable framework for standards development and integration. The framework development described in this paper fills a methodological gap by adapting proven roadmapping techniques to standards planning. Through a comparison of roadmapping methodologies and a case study analysis, this approach outlines a systematic process for anticipating and planning standards needs. In the case of developing a standards integration roadmap for NASA’s Office of Safety and Mission Assurance (OSMA), technology roadmapping principles were adapted to develop a roadmap framework to allow NASA and OSMA to define an agency-wide standards integration plan for commercial and industry safety and mission assurance standards. The outcome highlights key adaptations required for roadmapping in a standards context and describes the process steps to formalize a standards planning activity. The roadmapping framework adapted for standards development and integration enables more strategic, forward-looking standards planning and allows for better alignment between evolving capabilities and mission assurance requirements. Beyond its application to mission assurance, this methodology can be transferred to other domains requiring standards development, providing a systematic approach that integrates systems engineering principles into policy strategy and decision-making processes.

Enterprise Systems Engineering↗
NASA NTRS2003

Continuous Improvement in Battery Testing at the NASA/JSC Energy System Test Area

The Energy Systems Test Area (ESTA) at the Lyndon B. Johnson Space Center in Houston, Texas conducts development and qualification tests to fulfill Energy System Division responsibilities relevant to ASA programs and projects. EST A has historically called upon a variety of fluid, mechanical, electrical, environmental, and data system capabilities spread amongst five full-service facilities to test human and human supported spacecraft in the areas of propulsion systems, fluid systems, pyrotechnics, power generation, and power distribution and control systems. Improvements at ESTA are being made in full earnest of offering NASA project offices an option to choose a thorough test regime that is balanced with cost and schedule constraints. In order to continue testing of enabling power-related technologies utilized by the Energy System Division, an especially proactive effort has been made to increase the cost effectiveness and schedule responsiveness for battery testing. This paper describes the continuous improvement in battery testing at the Energy Systems Test Area being made through consolidation, streamlining, and standardization.

Boyd, William↗
NASA NTRS1994

Automatic generation of efficient orderings of events for scheduling applications

In scheduling a set of tasks, it is often not known with certainty how long a given event will take. We call this duration uncertainty. Duration uncertainty is a primary obstacle to the successful completion of a schedule. If a duration of one task is longer than expected, the remaining tasks are delayed. The delay may result in the abandonment of the schedule itself, a phenomenon known as schedule breakage. One response to schedule breakage is on-line, dynamic rescheduling. A more recent alternative is called proactive rescheduling. This method uses statistical data about the durations of events in order to anticipate the locations in the schedule where breakage is likely prior to the execution of the schedule. It generates alternative schedules at such sensitive points, which can be then applied by the scheduler at execution time, without the delay incurred by dynamic rescheduling. This paper proposes a technique for making proactive error management more effective. The technique is based on applying a similarity-based method of clustering to the problem of identifying similar events in a set of events.

Morris, Robert A.↗
NASA NTRS2005

Automated Planning and Scheduling for Space Mission Operations

Research Trends: a) Finite-capacity scheduling under more complex constraints and increased problem dimensionality (subcontracting, overtime, lot splitting, inventory, etc.) b) Integrated planning and scheduling. c) Mixed-initiative frameworks. d) Management of uncertainty (proactive and reactive). e) Autonomous agent architectures and distributed production management. e) Integration of machine learning capabilities. f) Wider scope of applications: 1) analysis of supplier/buyer protocols & tradeoffs; 2) integration of strategic & tactical decision-making; and 3) enterprise integration.

scheduling↗
NASA NTRS1993

An architecture for object-oriented intelligent control of power systems in space

A control system for autonomous distribution and control of electrical power during space missions is being developed. This system should free the astronauts from localizing faults and reconfiguring loads if problems with the power distribution and generation components occur. The control system uses an object-oriented simulation model of the power system and first principle knowledge to detect, identify, and isolate faults. Each power system component is represented as a separate object with knowledge of its normal behavior. The reasoning process takes place at three different levels of abstraction: the Physical Component Model (PCM) level, the Electrical Equivalent Model (EEM) level, and the Functional System Model (FSM) level, with the PCM the lowest level of abstraction and the FSM the highest. At the EEM level the power system components are reasoned about as their electrical equivalents, e.g, a resistive load is thought of as a resistor. However, at the PCM level detailed knowledge about the component's specific characteristics is taken into account. The FSM level models the system at the subsystem level, a level appropriate for reconfiguration and scheduling. The control system operates in two modes, a reactive and a proactive mode, simultaneously. In the reactive mode the control system receives measurement data from the power system and compares these values with values determined through simulation to detect the existence of a fault. The nature of the fault is then identified through a model-based reasoning process using mainly the EEM. Compound component models are constructed at the EEM level and used in the fault identification process. In the proactive mode the reasoning takes place at the PCM level. Individual components determine their future health status using a physical model and measured historical data. In case changes in the health status seem imminent the component warns the control system about its impending failure. The fault isolation process uses the FSM level for its reasoning base.

Holmquist, Sven G.↗
NASA NTRS2019

Evolving Management Strategies to Improve NASA Flagship's Cost and Schedule Performance: LUVOIR as a Case Study

The LUVOIR study process has brought to fruition an extremely exciting scientific mission concept. The 3.5 year LUVOIR study duration enabled an unprecedented level of scientific, engineering, and technology thoroughness prior to the Astro2020 Decadal. This detail also shed light on many technical and programmatic challenges for efficiently developing a mission of this scale. While NASA's flagships perform exquisitely once on-orbit, there is understandable growing frustration in their development cost and schedule overruns. We felt it incumbent upon ourselves to ask how we could improve on delivering LUVOIR (or any of NASA's future flagships) on schedule and on budget, not just for the next mission, but for all NASA large strategic missions to come. We researched past and current NASA flagship's lessons learned publications and other large government projects that pointed to some systemic challenges that will only grow with larger and more complex strategic missions. Our findings pointed us to some ways that could potentially evolve NASA's current flagship management practices to help improve on their development cost and schedule performance despite their growing complexity.. This paper briefly comments on the science motivation for NASA's flagships and on the science motivation for a LUVOIR-like mission. We argue the motivation for improving NASA's flagships development cost and schedule performance. We review the specific challenges of NASA's flagships to acknowledge their specific issues. We then examine the most repeated systemic challenges we found from previous NASA flagship and other large government project lessons learned/observed. Lastly, we offer recommendations to tackle these repeated systemic challenges facing NASA's flagships. The recommendations culminate into a proactive integrated development and funding framework to enable improving the execution of NASA's future flagship's cost and schedule performance.

Crooke, Julie A.↗
NASA NTRS2019

Evolving Management Strategies to Improve NASA Flagship's Cost and Schedule Performance: LUVOIR as a Case Study

The large ultraviolet optical infrared surveyor (LUVOIR) study process has brought to fruition an extremely exciting scientific mission concept. The 3.5 year LUVOIR study duration enabled an unprecedented level of scientific, engineering, and technology thoroughness prior to the Astro2020 Decadal. This detail also shed light on many technical and programmatic challenges for efficiently developing a mission of this scale within the context of NASA’s flagships cost and schedule performances to date. While NASA’s flagships perform exquisitely once on orbit, there is understandable growing frustration in their development cost and schedule overruns. We felt it incumbent upon ourselves to ask how we could improve on delivering LUVOIR (or any of NASA’s future flagships) on schedule and on budget, not just for the next mission, but for all NASA large strategic missions to come. We researched past and current NASA flagship’s lessons learned publications and other large government projects that pointed to some systemic challenges that will only grow with larger and more complex strategic missions. Our findings pointed us to some ways that could potentially evolve NASA’s current flagship management practices to help improve on their development cost and schedule performance despite their growing complexity. This paper briefly comments on the motivations for NASA’s flagships and on the science motivations for a LUVOIR-like mission. We argue the incentives for improving NASA’s flagships development cost and schedule performance. We review the specific additional challenges of NASA’s flagships to acknowledge their specific issues. We then examine the most repeated systemic challenges we found from previous NASA flagships and other large government projects lessons learned/observed. Lastly, we offer recommendations to tackle these repeated systemic challenges facing NASA’s flagships. The recommendations culminate into a proactive integrated development and funding framework to enable improving the execution of NASA’s future flagship’s cost and schedule performance.

Crooke, Julie A.↗
NASA NTRS2016

NASA Collaborative Approach Mitigates Environmentally-Driven Obsolescence

National Aeronautics and Space Administration (NASA) missions, like Department of Defense (DoD) organizations, require the rigorous testing and qualification of critical materials. Obsolescence supply risks created by environmental requirements can affect the cost, schedule and performance of NASA missions and the resilience of critical infrastructure. The NASA Technology Evaluation for Environmental Risk Mitigation (TEERM) Principal Center helps to identify obsolescence supply risks driven by environmental requirements and works proactively with NASA Centers and Programs, the DoD, the European Space Agency (ESA) and other agencies and partners to identify and evaluate environmentally friendly alternatives. TEERM tracks environmental regulations, identifies the potential loss of material availability and works with NASA programs and Centers to evaluate potential impacts through a risk assessment approach. TEERM collaborative projects identify, demonstrate and evaluate commercially viable alternative technologies and materials. A major focus during the Space Shuttle Program was the need to replace ozone depleting substances that were used in spray foam and cleaning applications. The potential obsolescence of coatings containing hexavalent chromium and the risks associated with lead free solder were also of concern for the Space Shuttle and present ongoing risks to new programs such as the Space Launch System. One current project teams NASA and ESA in the evaluation and testing of individual coatings and coating systems as replacements for hexavalent chromium coatings in aerospace applications. The proactive, collaborative approach used by TEERM helps reduce the cost burden on any one team partner, reduces duplication of effort, and enhances the technical quality and overall applicability of the testing and analysis.

environmentall-driven obsolescence↗
NASA NTRS2010

Risk-Informed Decision Making: Application to Technology Development Alternative Selection

NASA NPR 8000.4A, Agency Risk Management Procedural Requirements, defines risk management in terms of two complementary processes: Risk-informed Decision Making (RIDM) and Continuous Risk Management (CRM). The RIDM process is used to inform decision making by emphasizing proper use of risk analysis to make decisions that impact all mission execution domains (e.g., safety, technical, cost, and schedule) for program/projects and mission support organizations. The RIDM process supports the selection of an alternative prior to program commitment. The CRM process is used to manage risk associated with the implementation of the selected alternative. The two processes work together to foster proactive risk management at NASA. The Office of Safety and Mission Assurance at NASA Headquarters has developed a technical handbook to provide guidance for implementing the RIDM process in the context of NASA risk management and systems engineering. This paper summarizes the key concepts and procedures of the RIDM process as presented in the handbook, and also illustrates how the RIDM process can be applied to the selection of technology investments as NASA's new technology development programs are initiated.

Dezfuli, Homayoon↗
NASA NTRS2007

Emergency Preparedness for Catastrophic Events at Small and Medium Sized Airports: Lacking or Not?

The implementation of security methods and processes in general has had a decisive impact on the aviation industry. However, efforts to effectively coordinate varied aspects of security protocols between agencies and general aviation components have not been adequately addressed. Whether or not overall security issues, especially with regard to planning for catastrophic terrorist events, have been neglected at the nation's smaller airports is the main topic of this paper. For perspective, the term general aviation is generally accepted to include all flying except for military and scheduled airline operations. Genera aviation makes up more than 1 percent of the U.S. Gross Domestic Product and supports almost 1.3 mission high-skilled jobs in professional services and manufacturing and hence is an important component of the aviation industry (AOPA, n.d.). In both conceptual and practical terms, this paper argues for the proactive management of security planning and repeated security awareness training from both an individual and an organizational perspective within the general aviation venue. The results of a research project incorporating survey data from general aviation and small commercial airport managers as well as Transportation Security Administration (TSA) employees are reported. Survey findings suggest that miscommunication does take place on different organizational levels and that between TSA employees and airport management interaction can be contentious and cooperation diminished. The importance of organizational training for decreasing conflict and increasing security and preparedness is discussed as a primary implication.

Sweet, Kathleen M.↗
NASA NTRS2015

Why Don't They Just Give Us Money? Project Cost Estimating and Cost Reporting

Successful projects require an integrated approach to managing cost, schedule, and risk. This is especially true for complex, multi-year projects involving multiple organizations. To explore solutions and leverage valuable lessons learned, NASA's Virtual Project Management Challenge will kick off a three-part series examining some of the challenges faced by project and program managers when it comes to managing these important elements. In this first session of the series, we will look at cost management, with an emphasis on the critical roles of cost estimating and cost reporting. By taking a proactive approach to both of these activities, project managers can better control life cycle costs, maintain stakeholder confidence, and protect other current and future projects in the organization's portfolio. Speakers will be Doug Comstock, Director of NASA's Cost Analysis Division, Kristin Van Wychen, Senior Analyst in the GAO Acquisition and Sourcing Management Team, and Mary Beth Zimmerman, Branch Chief for NASA's Portfolio Analysis Branch, Strategic Investments Division. Moderator Ramien Pierre is from NASA's Academy for Program/Project and Engineering Leadership (APPEL).

Comstock, Douglas A.↗
NASA NTRS2011

Evaluating and Addressing Potential Hazards of Fuel Tanks Surviving Atmospheric Reentry

In order to ensure reentering spacecraft do not pose an undue risk to the Earth's population it is important to design satellites and rocket bodies with end of life considerations in mind. In addition to considering the possible consequences of deorbiting a vehicle, consideration must also be given to the possible risks associated with a vehicle failing to become operational or reach its intended orbit. Based on recovered space debris and numerous reentry survivability analyses, fuel tanks are of particular concern in both of these considerations. Most spacecraft utilize some type of fuel tank as part of their propulsion system. These fuel tanks are most often constructed using stainless steel or titanium and are filled with potentially hazardous substances such as hydrazine and nitrogen tetroxide. For a vehicle which has reached its scheduled end of mission the contents of the tanks are typically depleted. In this scenario the use of stainless steel and titanium results in the tanks posing a risk to people and property do to the high melting point and large heat of ablation of these materials leading to likely survival of the tank during reentry. If a large portion of the fuel is not depleted prior to reentry, there is the added risk of hazardous substance being released when the tank impact the ground. This paper presents a discussion of proactive methods which have been utilized by NASA satellite projects to address the risks associated with fuel tanks reentering the atmosphere. In particular it will address the design of a demiseable fuel tank as well as the evaluation of off the shelf designs which are selected to burst during reentry.

Kelley, Robert L.↗
NASA NTRS2002

Risk Management for the International Space Station

The International Space Station (ISS) is an extremely complex system, both technically and programmatically. The Space Station must support a wide range of payloads and missions. It must be launched in numerous launch packages and be safely assembled and operated in the harsh environment of space. It is being designed and manufactured by many organizations, including the prime contractor, Boeing, the NASA institutions, and international partners and their contractors. Finally, the ISS has multiple customers, (e.g., the Administration, Congress, users, public, international partners, etc.) with contrasting needs and constraints. It is the ISS Risk Management Office strategy to proactively and systematically manages risks to help ensure ISS Program success. ISS program follows integrated risk management process (both quantitative and qualitative) and is integrated into ISS project management. The process and tools are simple and seamless and permeate to the lowest levels (at a level where effective management can be realized) and follows the continuous risk management methodology. The risk process assesses continually what could go wrong (risks), determine which risks need to be managed, implement strategies to deal with those risks, and measure effectiveness of the implemented strategies. The process integrates all facets of risk including cost, schedule and technical aspects. Support analysis risk tools like PRA are used to support programatic decisions and assist in analyzing risks.

Sebastian, J.↗
NASA NTRS2000

The New Millenium Program: Serving Earth and Space Sciences

NASA has exciting plans for space science and Earth observations during the next decade. A broad range of advanced spacecraft and measurement technologies will be needed to support these plans within the existing budget and schedule constraints. Many of these technology needs are common to both NASA's Office of Earth Science (OES) and Office of Space Sciences (OSS). Even though some breakthrough technologies have been identified to address these needs, project managers have traditionally been reluctant to incorporate them into flight programs because their inherent development risk. To accelerate the infusion of new technologies into its OES and OSS missions, NASA established the New Millennium Program (NMP). This program analyzes the capability needs of these enterprises, identifies candidate technologies to address these needs, incorporates advanced technology suites into validation flights, validates them in the relevant space environment, and then proactively infuses the validated technologies into future missions to enhance their capabilities while reducing their life cycle cost. The NMP employs a cross-enterprise Science Working Group, the NASA Enterprise science and technology roadmaps to define the capabilities needed by future Earth and Space science missions. Additional input from the science community is gathered through open workshops and peer-reviewed NASA Research Announcement (NRAs) for advanced measurement concepts. Technology development inputs from the technology organizations within NASA, other government agencies, federally funded research and development centers (FFRDC's), U.S. industry, and academia are sought to identify breakthrough technologies that might address these needs. This approach significantly extends NASA's technology infrastructure. To complement other flight test programs that develop or validate of individual components, the NMP places its highest priority on system-level validations of technology suites in the relevant space environment. This approach is not needed for all technologies, but it is usually essential to validate advanced system architectures or new measurement concepts. The NMP has recently revised its processes for defining candidate validation flights, and selecting technologies for these flights. The NMP now employs integrated project formulation teams, 'Which include scientists, technologists, and mission planners, to incorporate technology suites into candidate validation flights. These teams develop competing concepts, which can be rigorously evaluated prior to selection for flight. The technology providers for each concept are selected through an open, competitive, process during the project formulation phase. If their concept is selected for flight, they are incorporated into the Project Implementation Team, which develops, integrates, tests, launches, and operates the technology validation flight. Throughout the project implementation phase, the Implementation Team will document and disseminate their validation results to facilitate the infusion of their validated technologies into future OSS and OES science missions. The NMP has successfully launched its first two Deep Space flights for the OSS, and is currently implementing its first two Earth Orbiting flights for the OES. The next OSS and OES flights are currently being defined. Even though these flights are focused on specific Space Science and Earth Science themes, they are designed to validate a range of technologies that could benefit both enterprises, including advanced propulsion, communications, autonomous operations and navigation, multifunctional structures, microelectronics, and advanced instruments. Specific examples of these technologies will be provided in our presentation. The processes developed by the NMP also provide benefits across the Space and Earth Science enterprises. In particular, the extensive, nation-wide technology infrastructure developed by the NMP enhances the access to breakthrough technologies for both enterprises.

Li, Fuk K.↗