SEARCH · Search NASA
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.
Methods are defined for implementing quality assurance policy and requirements for life sciences laboratory equipment, experimental hardware, integration and test support equipment, and integrated payloads.
The SMART (Scalable Mobile Autonomous Rocket engine Test) testbed system initiative at SSC was conceived to attempt to address many of the principal cost drivers in developing and maintaining a rocket engine test facility. The system (optimized to test engines and components generating up to 10K lbf nominal thrust) is serving as a testbed for innovative technologies and processes to provide lower cost test services with a rapid test cadence and expedient turnaround times. The system can also potentially be used as a testbed to test other related technologies relevant to surface situations (e.g., moon, Mars associated with crogenic fluid management, engine/component testing, autonomous operations, etc.). This FY20 CIF project, being conducted as part of the SMART testbed system, is developing and testing a propellant delivery system via electrically driven centrifugal pumps (obviating dependence upon Multi-Layer Pressure Vessels) with configuration and operation by a minimal number of personnel. During FY20 the team identified the requirements and worked with P3 and Masten Space Systems to develop the long lead (9 months after receipt of order) items, the 400 VDC pumps, for delivery in mid FY21. Since control of the 400 VDC pump motor is not well developed the team has established heuristics to control flows in LN2 at off nominal shaft speeds to allow deep throttling of the pump in flow test scenarios. Various test scenarios including nominal i.e. high flow high pressure, high flow low pressure, low flow high pressure, low flow low pressure, minimum throttle step change, and low inlet pressure cavitation testing were developed ahead of the anticipated hardware delivery and test. FY20 COVID Stage 3 conditions restricted access to the center and hindered lab work, so efforts focused on the system design and testing plans along with the project procurement paperwork for the hardware... now with its anticipated delivery in spring FY21. Some limited access to the center is expected by spring/summer FY21 for the continuing second year (FY21) CIF project effort meant to be focused upon system integration and initial testing.
An overview of the remote sensing procurement process is presented for chief executives, senior administrators, and other local and state officials responsible for purchasing remote sensing products, services, or equipment. Guidelines are provided for planning, organizing, staffing, and implementing such a procurement project. Other sections of the four-volume package are described and their benefits examined.
The National Aeronautics and Space Administration (NASA) Marshall Space Flight Center (MSFC) is implementing an Automated Procurement System (APS) to streamline its business activities that are used to procure goods and services. This Project Management Plan (PMP) is the governing document throughout the implementation process and is identified as the APS Project Management Plan (DS-03). At this point in time, the project plan includes the schedules and tasks necessary to proceed through implementation. Since the basis of APS is an existing COTS system, the implementation process is revised from the standard SDLC. The purpose of the PMP is to provide the framework for the implementation process. It discusses the roles and responsibilities of the NASA project staff, the functions to be performed by the APS Development Contractor (PAI), and the support required of the NASA computer support contractor (CSC). To be successful, these three organizations must work together as a team, working towards the goals established in this Project Plan. The Project Plan includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.
The Project Plan is the governing document for the implementation of the Automated Procurement System (APS). It includes a description of the proposed system, describes the work to be done, establishes a schedule of deliverables, and discusses the major standards and procedures to be followed.
Contents: project plan summary; project and mission objectives; related studies and technology support activities; technical summary; management; procurement approach; project definition items and schedule; resources; management review; controlled items; and safety, reliability, and quality assurance.
Investigation of the thermal performance of low layer density multilayer insulations is important for designing long-duration space exploration missions involving the storage of cryogenic propellants. Theoretical calculations show an analytical optimal layer density, as widely reported in the literature. However, the appropriate test data by which to evaluate these calculations have been only recently obtained. As part of a recent research project, NASA procured several multilayer insulation test coupons for calorimeter testing. These coupons were configured to allow for the layer density to be varied from 0.5 to 2.6 layer/mm. The coupon testing was completed using the cylindrical Cryostat-l00 apparatus by the Cryogenics Test Laboratory at Kennedy Space Center. The results show the properties of the insulation as a function of layer density for multiple points. Overlaying these new results with data from the literature reveals a minimum layer density; however, the value is higher than predicted. Additionally, the data show that the transition region between high vacuum and no vacuum is dependent on the spacing of the reflective layers. Historically this spacing has not been taken into account as thermal performance was calculated as a function of pressure and temperature only; however the recent testing shows that the data is dependent on the Knudsen number which takes into account pressure, temperature, and layer spacing. These results aid in the understanding of the performance parameters of MLI and help to complete the body of literature on the topic.
Projects assigned to: (1) Testing, fixing, and procuring enclosure systems and components for Kennedy Ground Controls Systems at launch pad B. (2) Organizational spreadsheets for all subsystems involved in the project. (Procurement, parts lists, drawings, purchase requests, etc) (3) Resolve is a project devoted to the lunar rover that will sample lunar soil in an effort to remove the moister and separate the metal from the oxygen to produce drinkable water. I helped with the humidity environmental generator for the experiment (moister detector).
The testing procedures and results of samples of the LSA Project Block 2 procurement of silicon solar cell modules are described. Block 2 was the second large scale procurement of silicon solar cell modules made by the JPL Low-cost Solar Array Project with deliveries in 1977 and early 1978. The results showed that the Block 2 modules were greatly improved over Block 1 modules. In several cases it was shown that design improvements were needed to reduce environmental test degradation. These improvements were incorporated during this production run.
Introduction: America has entered a new era of exploration. NASA’s Artemis program will lead humanity forward to the Moon and prepare us for the next giant leap, the exploration of Mars [1]. To champion technologies needed to live on and explore the Moon, NASA’s Space Technology Mission Directorate (STMD) established the Lunar Surface Innovation Initiative (LSII)[2].LSII's technology development portfolio includes: Utilizing the Moon’s resources; Establishing sustainable surface power; Building machinery and electronics that work in extreme environments, like super-chilly permanently shadowed craters; Mitigating lunar dust; Carrying out surface excavation, manufacturing and construction duties; and Extreme access which includes navigating and exploring the surface/subsurface. To support the development and testing of these technologies, LSII created the lunar simulant project, to create and/or acquire low-, medium-and high-fidelity lunar simulants to match the needs of STMD projects at all levels of technology readiness levels (TRL), as well as other NASA programs. There is not one bulk lunar simulant that will satisfy the needs of all projects. NASA's Approach to Simulants: Just as LSII's activities are being implemented through a combination of unique NASA work and public-private partnerships, NASA will work with commercial simulant providers to acquire simulants that meet NASA's needs. If warranted, NASA will develop simulants using government agencies, as was done with the NASA/USGS Lunar Highlands Type (NU-LHT)series of lunar simulants [3].NASA is also collaborating with the Johns Hopkins University Applied Physics Laboratory(JHUAPL) Lunar Surface Innovation Consortium (LSIC) in the development and characterization of lunar simulants [4]. Within NASA, a small team (< 10 people) is coordinating simulant activities across the agency, with team members located at several NASA centers. The overall objective of the project is to procure lunar simulants in sufficient amounts for earth-based testing of subsystems and systems in a variety of environments (i.e., laboratory, high-bay, thermal-vacuum chambers), required for Artemis missions to the Moon, as well as other missions carrying NASA lunar payloads, such as the Commercial Lunar Payload Services (CLPS)program [5]. Lunar Highlands Simulant: NASA's Artemis Program is targeting the lunar south pole region for initial human missions and the Artemis Base Camp. Hence, the LSII lunar simulant project is currently focusing on the mineralogy and properties of lunar highlands regolith [6 and 7]. Plagioclase-rich rocks (e.g., anorthosite, norite) are the dominant constituent in highlands simulants, with Shawmere, Stillwater, and White Mountain anorthosites being used in commercially available simulants. However, because these feedstocks are terrestrial in nature, they include hydrated minerals, carbon-bearing minerals, and other chemical signatures that are not present on the Moon, and these minor mineral assemblages need to be taken into account when trying to understand test procedures and results. Glass Component: While much attention has been placed on the rock/mineral component of lunar simulants, glass is just as important when creating simulants. The glass component in lunar regoliths is often greater than 50% by volume [8]. This component includes impact melt glass, dark matrix breccias, and agglutinates. However, this component is difficult, time-consuming and expensive to make. Most lunar simulants, past and current, have relied on basaltic cinder as a feedstock for glass. Getting better glass components at a lower cost, particularly agglutinates and glass with an anorthositic composition is a near-term objective that the NASA simulant project is trying to address . Characterization: It is extremely important for lunar simulants to be characterized by several analytical methods. Gruener et al. [9] and JHUAPL LSIC [10] conducted initial assessments of some of the commercially available simulants in 2019 and early 2020, before the global pandemic. Further analyses are needed to better quantify important parameters such as, modal mineralogy and glass content, particle shape, and particle size distribution. These quantified results can then be used in determining figures of merit (FOM) that show how well simulants compare to lunar regolith [11 and 12].
In the area of management training, 'evaluation' refers both to the specific evaluation instrument used to determine whether a training effort was considered effective, and to the procedures followed to evaluate specific training requests. This report recommends to evaluate new training requests in the same way new procurement or new projects are evaluated. This includes examining training requests from the perspective of KSC goals and objectives, and determining expected ROI of proposed training program (does training result in improved productivity, through savings of time, improved outputs, and/or personnel reduction?). To determine whether a specific training course is effective, a statement of what constitutes 'good performance' is required. The user (NOT the Training Branch) must define what is 'required level of performance'. This 'model' will be the basis for the design and development of an objective, performance-based, training evaluation instrument.
As engineering programs develop, and product testing begins, ideas for process improvement soon become obvious. Engineers envision new holding and handling fixtures. Additional custom-made support equipment may be needed. Perhaps modifications to the building or modifications to facility hardware are the order of the day. This is where a flexible creative test organization is needed. We need not be content with the status quo. All of these desired test innovations can make the difficult easy and improve the work flow. At times, implementing these new ideas demands more time or specialized expertise than test team members have. Through the coordinated use of labor resources, the needed improvements can still be made and in a timely fashion that supports program schedules. This presentation provides practical advice and a method whereby test personnel can creatively develop facility improvements and manage them from start to finish. You can control just how much time you invest and what part of your concepts you will personally design. By wisely defining the requirements and presenting them to the appropriate help sources (vendors, contractors, coworkers, and support departments), you can get the help you need to bring the improvements you have conceived, into fruition. Aspects of this presentation include defining requirements for test facility improvements, choosing labor resources, writing a statement of work, determining cost and benefits, securing department approval, coordinating procurement, managing the project, and training the end users. The process of successfully implementing test facility improvements is thoroughly explained. It has been tried, proven and improved over nearly 25 years of use. Whether considering a $50 improvement or a $50 million dollar improvement, this discussion will provide helpful pointers. Examples of improvements made through this process and their illustration will be included.
Two procurements within the Industrial Application Experiment Series of the Thermal Power Systems Project are discussed. The first procurement, initiated in April 1980, resulted in an award to the Applied Concepts Corporation for the Capital Concrete Experiment: two Fresnel concentrating collectors will be evaluated in single-unit installations at the Jet Propulsion Laboratory Parabolic Dish Test Site and at Capitol Concrete Products, Topeka, Kansas. The second procurement, initiated in March 1981, is titled, "Thermal System Engineering Experiment B." The objective of the procurement is the rapid deployment of developed parabolic dish collectors.
A joint project to design, develop, procure, and produce Centaur upper stages for use with the Space Shuttle is discussed. A common Centaur G stage 6 meters (19.5 feet) in length is being jointly developed. A longer version designated Centaur G Prime is being developed by NASA to accomplish the Galileo and International Solar-Polar Mission flights in 1986. The Centaur G and G Prime will have the capability to place, respectively, approximately 4540 kilograms (10,000 pounds) and 5910 kilograms (13,000 pounds) into geosynchronous orbit from a standard Shuttle parking orbit of 278 kilometers (150 nautical miles) and Shuttle performance (lift) capability 29,500 kilograms (65,000 pounds). The advent of high energy upper stage capability in 1986 will permit space users and spacecraft developers to utilize spacecraft growth, stage combination concepts with storage modules, teleoperator systems, and other mission peculiar devices to satisfy complex mission demands. These capabilities should greatly enhance the usefulness of the space environment and stimulate mission planners toward conception of innovative means to meet ever increasing mission requirements.
NASA policy addresses the need for agency-funded programs and projects that develop or procure reusable or maintainable flight hardware or programmatic / mission-specific ground hardware to define and implement measures that provide life-cycle support to increase the probability of mission success and to control and reduce life-cycle costs and risks.
The evolving nature of the NASA space enterprise compels the agency to develop new and innovative space systems concepts. NASA, working with increasingly strained budgets and a declining manpower base, is attempting to transform from operational activities to procurement of commercial services. NASA's current generation reusable launch vehicle, the Shuttle, is in transition from a government owned and operated entity to a commercial venture to reduce the civil servant necessities for that program. NASA foresees its second generation launch vehicles being designed and operated by industry for commercial and government services. The "service" concept is a pioneering effort by NASA. The purpose the "service" is not only to reduce the civil servant overhead but will free up government resources for further research - and enable industry to develop a space business case so that industry can sustain itself beyond government programs. In addition, NASA desires a decreased responsibility thereby decreasing liability. The Second Generation Reusable Launch Vehicle (RLV) program is implementing NASA's Space Launch Initiative (SLI) to enable industry to develop the launch vehicles of the future. The Alternate Access to Station (AAS) project office within this program is chartered with enabling industry to demonstrate an alternate access capability for the International Space Station (ISS). The project will not accomplish this by traditional government procurement methods, not by integrating the space system within the project office, or by providing the only source of business for the new capability. The project funds will ultimately be used to purchase a service to take re-supply cargo to the ISS, much the same as any business might purchase a service from FedEx to deliver a package to its customer. In the near term, the project will fund risk mitigation efforts for enabling technologies. AAS is in some ways a precursor to the 2nd Generation RLV. By accomplishing ISS resupply with existing technologies, not only will a new category of autonomous vehicles deliver cargo, but a commercial business base will be incubated that will improve the likelihood of commercial convergence with the next generation of RLVs. Traditional paradigms in government management and acquisition philosophy are being challenged in order to bring about the objective of the AAS project. The phased procurement approach is proving to be the most questionable aspect to date. This work addresses the fresh approach AAS is adopting in management and procurement through a study of the AAS history, current solutions, key technologies, procurement complications, and an incremental forward plan leading to the purchase of a service to deliver goods to ISS. Included in this work is a discussion of the Commercial Space Act of 1998 and how it affects government purchase of space launch and space vehicle services. Industry should find these topics pertinent to their current state of business.
The purpose of this paper is to provide an overview of the Actel field programmable gate array (FPGA) issues and investigations to date, provide information to GSFC parts engineers on the risks associated with the use of these parts in flight, provide procurement options for their respective projects, and provide general guidance for use of these devices if no other acceptable options exist.
The fundamentals of the cost/performance management system used in the procurement of two tilt rotor aircraft for a joint NASA/Army research project are discussed. The contractor's reporting system and the GPO's analyses are examined. The use of this type of reporting system is assessed. Recommendations concerning the use of like systems on future projects are included.