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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Visioning a Global Carbon Monitoring System That Can Quantify and Attribute Ocean Carbon Dioxide Removal: Where Are We Now and How Might We Get There?

As atmospheric greenhouse gas concentrations and the resulting social costs rise, it is increasingly important to conduct research on technical approaches to remove carbon dioxide from the atmosphere at the gigaton scale. One highly uncertain but perhaps plausible solution is ocean carbon dioxide (CO2) removal (CDR), which encompasses a suite of proposed techniques for increasing the net flux of CO2 from the atmosphere to the ocean. As reflected in a 2022 National Academy of Sciences report, interest in ocean CDR is rapidly growing, and new stakeholders from a wide range of fields want access to air-sea CO2 flux and ocean carbon information to understand the potential risks and benefits of ocean CDR. Moreover, there is an urgent need for research to develop a scientific basis to support these societal needs. At the same time, there is a growing need to vision a global carbon monitoring system that can quantify natural and anthropogenic perturbations in the air-sea CO2 flux to quantify and attribute the impacts of ocean CDR efforts on the ocean carbon sink. Here, we propose to present nascent efforts at the Ames Research Center to leverage NASA's unique remote sensing and computational capabilities and expertise in basic and applied Earth science to meet the needs of the ocean CDR stakeholder community as represented by the OceanVisions network. Specifically we aim to develop a global ocean CDR scenario explorer with two objectives: 1) to make quantitative estimates of the air-sea CO2 flux and its uncertainty more accessible to a wide range of users, and 2) to enable these diverse users to interactively explore the uncertain impacts on air-sea CO2 fluxes in a wide range of ocean CDR scenarios. The information would be provided to users via a public graphical user interface, and the results would be based on a new synthesis of scientific observations and knowledge in a global ocean mixed layer inverse model run on supercomputers. The proposed tool aims to fill a unique and valuable niche for users and the scientific community by balancing tradeoffs between user interests, scientific knowledge, and technical capabilities. We will conclude by visioning the potential implications for a global carbon monitoring system in a world with gigaton scale ocean CDR.

Global↗
NASA NTRSDate not supplied

In Space Manufacturing and Extraterrestrial Construction: How Did We Get Here?Where Are We? Where Should We Be Going? THE CHALLENGE: Will We Be Ready?

NASA has held multiple workshops and sought inputs from a broad spectrum of sources, including international partners, other space agencies, industry, large and small businesses, academia, and private citizens to develop its Moon to Mars Strategy and Objectives. The goals and objectives set forth in the resulting documents are “designed to achieve the vision to create a blueprint for sustained human presence and exploration throughout the solar system.” The objectives were categorized into four distinct tracks: Operations, Infrastructure, Transportation and Habitation, and Science. In addition, common themes across the objectives were captured under Recurring Tenets. Within the Infrastructure category, several objectives directly address the need for manufacturing and construction on the lunar surface to support continuous human lunar presence and a robust lunar economy. In exploring the vision for creation of on-demand infrastructure on the lunar surface and beyond, this presentation will examine the development of these capabilities, starting in the late 1990’s and early 2000’s, up to the current state, and offer a perspective on the challenges facing operational implementation of these technologies. In the early 2000’s, the destination was the Moon. The International Space Station (ISS) was to be the test bed for demonstration of in space manufacturing technologies. Additive construction was in its infancy. These pioneering initiatives, having begun primarily under NASA’s Office of Biological and Physical Research In Situ Fabrication and Repair (ISFAR) Project, were short-lived. It was not until the early 2010’s that in space manufacturing and later extraterrestrial construction experienced renewed interest and support. At this time, the destination was Mars. This period saw the initial in space additive manufacturing experiments on the ISS, creation of a roadmap for development of in space manufacturing technologies, and development of additive construction systems for terrestrial use at scale. The period also included NASA’s 3D Printed Mars Habitat Centennial Challenge, which catalyzed interest in extraterrestrial construction. With NASA’s announcement of the intention to return to the Moon, and the subsequent release of the Artemis Accords in 2020, and the commensurate Moon to Mars Strategy, NASA’s Space Technology Mission Directorate initiated the Lunar Surface Innovation Initiative (LSII). The LSII has spurred technology development and maturation efforts across a spectrum of capabilities that would be needed to live on the lunar surface. The presentation will provide an overview of current technology developments in the areas of in space manufacturing and extraterrestrial construction. Looking forward from the current state, a perspective will be offered on capabilities that are still needed to “institutionalize” in space manufacturing and extraterrestrial construction to achieve the vision of NASA’s Moon to Mars Strategy. Finally, a challenge will be posed to the community to accelerate the development of these capabilities. When the explorers of the future need these enabling capabilities, will they be ready?

Raymond G Clinton Jr.↗
NASA NTRS2019

When There are Different Types of Smoke in the Sky It Changes How the Sun Light Goes Through the Sky

When the sky gets smoke in it, it can be more or less bright (white) than before. This is because the small smoke bits can change whether sun light gets through the sky to the ground, can change how much white sky water there is, and can change how the sky air moves around. If the smoke is blacker, it can make the sky warmer and if the smoke is whiter, it can make the sky (and the ground) cooler because the sun light doesn't get through. So we wanted to know whether the smoke is blacker or whiter over the big water far away from here, near where there are a lot of fires on the land.We went to the big water place and watched the sky, the air, the sky smoke, and the white sky water. We did this by flying in the sky with our computers. We watched the smoke in a lot of different ways: we can look at the smoke from near the water and see what sun light gets through the sky, or from above and see how the sun light comes back up to space, or go right in the smoke with our flying computer eyes. Then we looked at whether the different ways of seeing showed that the same smoke was different (blacker or whiter) or the same. A lot of time they said it was the same, at least in some ways, but sometimes the smoke looked different and it changed a lot in different places over the big water.We hope other people can put these answers into their computer studies, or into their computers that fly REALLY high, and then we can better understand how the sky gets warmer or cooler from smoke.

Pistone, Kristina↗
NASA NTRS1991

NSI conference support

One of the many services NSI provides as an extension of customer/user support is to attend major scientific conferences. The conference effort provides NASA/OSSA scientists with many benefits: (1) scientist get to see NSI in action; they utilize the network to read email, and have recently begun to demonstrate their scientific research to their colleagues; (2) scientist get an opportunity to meet and interact with NSI Staff, which gives scientists a chance to get status on their requirements, ask about network status, get acquainted with our procedures, and learn about services; and (3) scientists are exposed to networking in a larger sense; particularly by knowing about other NASA groups who provide valuable scientific resources over the Internet.

Aaron, Susan↗
NASA NTRS2002

Willpower

I am struck by how often failure is blamed on a lack of discipline. You often hear losing coaches cite this as the reason for a big loss. I don't recall the last time I heard one say that his team lost a game because of his players' lack of skill. I think a breakdown in discipline is also one of the key reasons why program and project management teams fail to meet expectations. The first program I ever managed had a clear set of priorities. I understood the mandate, and so did everyone else on the team. We set an ambitious schedule and started to work fervently. Not too long into the program the customer wanted to know what performance he was going to get. I replied by categorizing the performance parameters into three bins: 1. Performance you will get. 2. Performance you may get. 3. Performance that there's no way you will get. Did that cause an uproar. The customer demanded everything in the second bin be moved to the first, and most everything in the third bin moved to the second. My immediate impulse was to agree, but I managed to overcome that. In my heart, I knew that we would never meet the already ambitious schedule if we had to deliver more performance. No was my answer. The program turned out to be a huge success, but the result would have been largely different had senior management or I failed to maintain discipline.

Little, Terry↗
NASA NTRS2004

Coming of Age

One of the great perks I looked forward to when I turned sixteen was being able to give up my paper route and get a regular job. Paper routes are okay, but for a young, timid kid who was afraid to ask for money, it often proved to be a non-profit operation. At age sixteen, I could get a social security number, which meant that I could go get myself a real job. In my early days of running a division and having my own employees, I m sad to say that I emulated that behavior more than once. At the time, I rationalized it. Now, I know how wrong I was, and how I may have ruined the morale of employees who only wanted to do good work. I recognize that almost every time I didn't get what I wanted from an employee, it was because they didn't understand what I really expected from them, they didn't understand how to provide it, or there were constraints placed on them that stopped them from doing a good job. I'am sure OJ. is long dead and gone. He wasn't young when I worked for him. I think he would have been amazed to learn what a long-lasting effect his behavior that week in 1963 had on me.

Morgan, Ray↗
NASA NTRS2004

An Apparatus for Monitoring the Health of Electrical Cables

As with most elements of infrastructure, electrical wiring is innocuous; usually hidden away and unnoticed until it fails. Failure of infrastructure, however, sometimes leads to serious health and safety hazards. Electrical wiring fails when the polymeric (usually rubber) insulation material that sheathes the conductor gets embrittled with age from exposure to pressure, temperature or radiation cycling or when the insulation gets removed by the chafing of wires against each other. Miles of such wiring can be found in typical aircraft, with significant lengths of the wiring immersed in aviation fuel - a recipe for an explosion if a spark were to occur. Diagnosing the health of wiring is thus an important aspect of monitoring the health of aging aircraft. Stress wave propagation through wiring affords a quick and non-invasive method for health monitoring. The extent to which a stress wave propagating through the cable core gets attenuated depends on the condition of the surrounding insulation. When the insulation is in good condition - supple and pliable, there is more damping or attenuation of the waveform. As the insulation gets embrittled and cracked, the attenuation is likely to reduce and the waveform of the propagating stress wave is likely to change. The monitoring of these changes provides a potential tool to evaluate wiring or cabling in service that is not accessible for visual inspection. This experiment has been designed for use in an introductory mechanical or materials engineering instrumentation lab. Initial setup (after procuring all the materials) should take the lab instructor about 4 hours. A single measurement can be initiated and saved to disk in less than 3 minutes, allowing for all the students in a typical lab section to take their own data rather than share a single set of data for the entire class.

Pai, Devdas M.↗
NASA NTRS2008

Dawn: Cooperation, not Control

On September 27, 2007, a Delta II rocket carrying the Dawn spacecraft lifted off from Kennedy Space Center. Part of NASAs Discovery program, the $370 million Dawn mission began its three-billion-mile voyage to the asteroid belt to study the asteroid Vesta and Ceres, a dwarf planet. The spacecraft is scheduled to reach Vesta in 2011. After spending nine months measuring the composition, shape, and topography of that body, it will travel a billion miles to carry out a similar analysis of Ceres in 2015. The Important Lessons: The demands of Dawn and other challenging missions have taught some important lessons for successful program and project management. These are the main ones: a) Program management, particularly of uncoupled and loosely coupled projects, should be more about enabling than controlling. You're working with motivated, high-performing teams and institutions with a track record of quality and success. Emphasize commander's intent over rudder control; let them know where you want to go and when you want to be there, then let them figure out how to get there. b) Open and honest discussion of issues is essential. People fill the void of the unknown with their worst fears. Get folks around the table and have open, honest, and frank dialogue. I've seldom seen this fail to get to the root of issues. c) You have to earn your seat at the table, proving that you are competent, trustworthy, and dedicated to the success of the mission. d) Know when to fold 'em. Your pride can get rolled up in making a milestone or launch date, but you have to make a judgment based on the realities of the situation and not wear down the team trying to meet an increasingly impossible deadline. e) The NASA governance model that gives a voice to the concerns of engineers and safety experts works-trust it and use it.

May, Todd↗
NASA NTRS2015

Johnson Space Center's Free Range Bicycle Program.- Fall 2015 Intern Report

NASA's Johnson Space Center is a big place, encompassing 1,620 acres and more than a hundred buildings. Furthermore, there are reportedly 15 thousand employees, all of which have somewhere to be. To facilitate the movement of all these people JSC has historically relied on human power. Pedaling their way towards deep space, bicycles have been the go to method. Currently there are about 200 Free Range Bicycles at JSC. Free Range Bicycles belong to nobody, except NASA, and are available for anybody to use. They are not to be locked or hidden (although frequently are) and the intention is that there will always be a bike to hop on to get where you're going (although it may not be the bike you rode in on). Although not without its own shortcomings, the Free Range Bicycle Program has continued to provide low cost, simple transportation for NASA's JSC. In addition to the approximately 200 Free Range Bicycles, various larger divisions (like engineering) will often buy a few dozen bikes for their team members to use or individuals will bring their own personal bike to either commute or use on site. When these bicycles fall into disrepair or are abandoned (from retirees etc) they become a problem at JSC. They are an eye sore, create a safety hazard and make it harder to find a working bike in a time of need. The Free Range Program hopes to address this first problem by "tagging out" abandoned or out of service bicycles. A bright orange "DO NOT OPERATE" tag is placed on the bike and given a serial number for tracking purposes. See picture to the right. If the bike has an active owner with intentions to repair the bike the bottom of the tag has instructions for how to claim the abandoned bicycle. After being tagged the owner of the bicycle has 30 days to claim the bicycle and either haul it off site or get it repaired (and labeled) in accordance with Johnson's Bicycle Policy. If the abandoned bicycle is not claimed within 30 days it becomes the property of the Government. The bicycle is then (in short) repaired, labeled, documented and converted to a free range bicycle. Bikes beyond repair are cannibalized of useable parts and then scrapped. That was nearly the first thing I did when arriving at work. After getting settled in and coordinating the purchase of 50 new bicycles (elaboration below); I started combing the Center. Bikes are hidden and tucked away in the oddest of places and it was my priority to root all of them out. I tagged 70 bikes on the center, setting a record. I tagged so many bikes I ran out tags and had to make more. Long ago it was discovered that the same harsh elements that wreak havoc on the bikes, destroy the tags before the 30 day timeframe. The tags are labeled with instructions on how to claim the bike and numbered, then these paper labels are laminated with packing tape. It sounds like a simple process but nothing fits right, everything has to be trimmed, put on straight and is generally a pain in the neck. So I made an assembly process and knocked out a few hundred to save having to do it again for a while. I walked the center and tagged bikes at every building hiding in nearly every nook and cranny. Thus, in conclusion, I've done many things here at JSC on my first term and had a blast doing it. I've learned a lot from my multi-faceted roles and continual challenges. In short I've done my best to get folks at JSC on bikes and keep folks at JSC on bikes and tended a flock of free range bicycles. Everything from turning the rusty bolts and oiling chains to coordinating a $20,000 deal on 50 new free range bicycles. I am proud of the bicycle shop I have built and am infinitely grateful to the people who lead, help, guide and support me. I have fixed a great number of bicycles and cleaned the center of unsightly and unsafe piles of bicycles. I am immensely thankful for this opportunity to learn and serve and appreciate the privilege of coming back for a second term. A second term, in which I will continue to develop this awesome program.

Lee-Stockton, Willem↗