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NASA NTRS1991

Use of low orbital satellite communications systems for humanitarian programs

Communication and information exchange play a decisive role in progress and social development. However, in many parts of the world the communication infrastructure is inadequate and the capacity for on-line exchange of information may not exist. This is true of underdeveloped countries, remote and relatively inaccessible regions, sites of natural disasters, and of all cases where the resources needed to create complex communication systems are limited. The creation of an inexpensive space communications system to service such areas is therefore a high priority task. In addition to a relatively low-cost space segment, an inexpensive space communications systems requires a large number of ground terminals, which must be relatively inexpensive, energy efficient (using power generated by storage batteries, or solar arrays, etc.), small in size, and must not require highly expert maintenance. The ground terminals must be portable, and readily deployable. Communications satellites in geostationary orbit at altitudes of about 36,000 km are very expensive and require complex and expensive ground stations and launch vehicles. Given current technology, it is categorically impossible to develop inexpensive satellite systems with portable ground terminals using such satellites. To solve the problem of developing an inexpensive satellite communications system that can operate with relatively small ground stations, including portable terminals, we propose to use a system with satellites in low Earth orbit, at an altitude of 900-1500 km. Because low orbital satellites are much closer to the Earth than geostationary ones and require vastly less energy expenditure by the satellite and ground terminals for transmission of messages, a system using them is relatively inexpensive. Such a system could use portable ground terminals no more complex than ordinary mobile police radios.

Vlasov, Vladimir N.↗

NASA NTRS2012

An Efficient and Versatile Means for Assembling and Manufacturing Systems in Space

Within NASA Space Science, Exploration and the Office of Chief Technologist, there are Grand Challenges and advanced future exploration, science and commercial mission applications that could benefit significantly from large-span and large-area structural systems. Of particular and persistent interest to the Space Science community is the desire for large (in the 10- 50 meter range for main aperture diameter) space telescopes that would revolutionize space astronomy. Achieving these systems will likely require on-orbit assembly, but previous approaches for assembling large-scale telescope truss structures and systems in space have been perceived as very costly because they require high precision and custom components. These components rely on a large number of mechanical connections and supporting infrastructure that are unique to each application. In this paper, a new assembly paradigm that mitigates these concerns is proposed and described. A new assembly approach, developed to implement the paradigm, is developed incorporating: Intelligent Precision Jigging Robots, Electron-Beam welding, robotic handling/manipulation, operations assembly sequence and path planning, and low precision weldable structural elements. Key advantages of the new assembly paradigm, as well as concept descriptions and ongoing research and technology development efforts for each of the major elements are summarized.

Dorsey, John T.↗

NASA NTRS2017

CARACaS multi-agent maritime autonomy for unmanned surface vehicles in the Swarm II harbor patrol demonstration

This paper describes new autonomy technology that enabled a team of unmanned surface vehicles (USVs) to execute cooperative behaviors in the USV Swarm II harbor patrol demonstration and provides a description of autonomy performance in the event. The new developments extend the NASA Jet Propulsion Laboratory’s CARACaS (Control Architecture for Robotic Agent Command and Sensing) autonomy architecture, which pro- vides foundational software infrastructure, core executive functions, and several default robotic technology mod- ules. In Swarm II, CARACaS demonstrated higher levels of autonomy and more complex cooperation than previous on-water exercises, using full-sized vehicles and real-world sensing and communication. The core au- tonomous behaviors to support the harbor patrol scenario included Patrol, Track, Inspect, and Trail, providing the capability of finding all vessels entering the patrol area, keeping track of them, inspecting them to infer intent, and trailing suspect vessels. Significantly, CARACaS assumed responsibility for not only executing tasks safely and efficiently but also recognizing what tasks needed to be accomplished, given the current state of the world. Since the heterogeneous USV teams shared world model that evolved, such as due to (dis)appearance of vessels in the area or a change in health or availability of a USV, CARACaS replanned to generate and reallocate the new task list. Thus, human intervention was never required in the loop to task USVs during mission execution, though a supervisory role was supported in the autonomy system for mission monitoring and exception handling. Finally, CARACaS also ensured the USVs avoided hazards and obeyed the applicable rules of the road, using its local motion planning modules.

Sandoval, Michael↗

NASA NTRS2024

2024 Software for NASA Science Mission Directorate Workshop Report

The 2024 Software for the NASA Science Mission Directorate Workshop was the first workshop of its kind in over 10 years. The numerous attendees and high level of interaction in this hybrid workshop portrayed the untapped interest and energy in the NASA SMD community about software. Over 100 takeaways were collected from the hosted discussions in four key areas - Communication, Communities, Funding and Clarity - as summarized in this report. One takeaway was representative of all four categories: “Software is not hardware; it is organic and needs a different model. You often don't know which components will be Open-Source reusable until later in the development cycle.” For the communication category, this takeaway motivates the reduction of silos by shifting towards a model that better supports community collaboration on common challenges and a more streamlined and improved software release process. For the communities category, the same statement points to forming communities of practice with varying scopes and a new approach to recognition and incentives for open-source software contributions. Concerning funding, this statement motivates a more sustained and flexible funding model that better supports the software foundation needed for NASA’s long-term success, including the collaboration and infrastructure a good foundation requires. The new approach to clarity motivated by this statement calls for significant changes to the software release process and related policies to streamline compliance, align those policies with the open-source science culture NASA is promoting and with each other, and simplify use of the cloud. It is time to recognize software as a foundational component of NASA with an organic nature not properly supported by current approaches. Different models are needed in all four areas to shift the NASA SMD software community and governance structures into a more efficient, open, and collaborative ecosystem - one that enables ground-breaking science and daring exploration into the coming decades

science↗

NASA NTRS2017

Project RAMA: Reconstructing Asteroids Into Mechanical Automata

Many interesting ideas have been conceived for building space-based infrastructure in cislunar space. From O'Neill's space colonies, to solar power satellite farms, and even prospecting retrieved near earth asteroids. In all the scenarios, one thing remained fixed - the need for space resources at the outpost. To satisfy this need, O'Neill suggested an electromagnetic railgun to deliver resources from the lunar surface, while NASA's Asteroid Redirect Mission called for a solar electric tug to deliver asteroid materials from interplanetary space. At Made In Space, we propose an entirely new concept. One which is scalable, cost effective, and ensures that the abundant material wealth of the inner solar system becomes readily available to humankind in a nearly automated fashion. We propose the RAMA architecture, which turns asteroids into self-contained spacecraft capable of moving themselves back to cislunar space. The RAMA architecture is just as capable of transporting conventional-sized asteroids on the 10-meter length scale as transporting asteroids 100 meters or larger, making it the most versatile asteroid retrieval architecture in terms of retrieved-mass capability. This report describes the results of the Phase I study funded by the NASA NIAC program for Made In Space to establish the concept feasibility of using space manufacturing to convert asteroids into autonomous, mechanical spacecraft. Project RAMA, Reconstituting Asteroids into Mechanical Automata, is designed to leverage the future advances of additive manufacturing (AM), in-situ resource utilization (ISRU) and in-situ manufacturing (ISM) to realize enormous efficiencies in repeated asteroid redirect missions. A team of engineers at Made In Space performed the study work with consultation from the asteroid mining industry, academia, and NASA. Previous studies for asteroid retrieval have been constrained to studying only asteroids that are both large enough to be discovered, and small enough to be captured and transported using Earth-launched propulsion technology. Project RAMA is not forced into this constraint. The mission concept studied involved transporting a much larger approximately 50-meter asteroid to cislunar space. Demonstration of transport of a 50-meter-class asteroid has several ground-breaking advantages. First, the returned material is of an industrial, rather than just scientific, quantity (greater than 10,000 tonnes versus approximately10s of tonnes). Second, the "useless" material in the asteroid is gathered and expended as part of the asteroid's propulsion system, allowing the returned asteroid to be considerably "purer" than a conventional asteroid retrieval mission. Third, the infrastructure used to convert and return the asteroid is reusable, and capable of continually returning asteroids to cislunar space.

asteroids↗

NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) Knowledge Management (KM) Initiative

NASA Marshall Space Flight Center's Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities within the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center of Excellence (AISCE), lntergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KNI implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to suppo~th e planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have beon pedormed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural1KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level svstems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, - evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗

NASA NTRS2019

Simulation-to-Flight 1 (STF-1): Automating the Planning, Scheduling, Assessment and Data Processing/Reduction for a Small Satellite

On December 16, 2019, a 3-U CubeSat named STF-1 launched as West Virginia's first spacecraft. This event marked the culmination of a run-up to launch involving the production of the spacecraft, creation/configuration of command and control infrastructure, and the evolution of its co-creation, the NASA Operational Simulator for Small Satellites (NOS3). This event also marked the beginning of a new phase: operations. While plans, procedures, and infrastructure were already in place or started for operations, many lessons were learned during the operations phase, especially during early operations (first month/commissioning phase). Additional plans, procedures, and infrastructure, especially related to communication planning and automated data processing, were created and developed to fill needs for the operation of the STF-1 mission.This paper and presentation will overview the STF-1 operations team's solutions to addressing the many needs of operating a low-earth orbiting CubeSat mission with a single ground antenna that is shared and scheduled with several other missions. The STF-1 operations team deployed a combination of virtualization technologies, ground station technology solutions, collaboration software, custom planning software solutions, and existing ground antenna scheduling solutions to create an effective and efficient CubeSat operations environment. The end-solution satisfied the operations stakeholders, which include NASA, its industry partner TMC Technologies, and four independent professor-student teams at West Virginia University.

CubeSat↗

NASA NTRS2019

STF-1 Ground Operations - Automating the Planning, Scheduling, Assessment and Data Processing/Reduction for a Small Satellite

On December 16, 2018, a 3-U CubeSat named STF-1 launched as West Virginia's first spacecraft. This event marked the culmination of a run-up to launch involving the production of the spacecraft, creation/configuration of command and control infrastructure, and the evolution of its co-creation, the NASA Operational Simulator for Small Satellites (NOS3). This event also marked the beginning of a new phase: operations. While plans, procedures, and infrastructure were already in place or started for operations, many lessons were learned during the operations phase, especially during early operations (first month/commissioning phase). Additional plans, procedures, and infrastructure, especially related to communication planning and automated data processing, were created and developed to fill needs for the operation of the STF-1 mission.This paper and presentation will overview the STF-1 operations team's solutions to addressing the many needs of operating a low-earth orbiting CubeSat mission with a single ground antenna that is shared and scheduled with several other missions. The STF-1 operations team deployed a combination of virtualization technologies, ground station technology solutions, collaboration software, custom planning software solutions, and existing ground antenna scheduling solutions to create an effective and efficient CubeSat operations environment. The end-solution satisfied the operations stakeholders, which include NASA, its industry partner TMC2 Technologies, and four independent professor-student teams at West Virginia University.

Suder, Mark↗

NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) KM Initiative

NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗

NASA NTRS2011

NASA Schedule Management Handbook

The purpose of schedule management is to provide the framework for time-phasing, resource planning, coordination, and communicating the necessary tasks within a work effort. The intent is to improve schedule management by providing recommended concepts, processes, and techniques used within the Agency and private industry. The intended function of this handbook is two-fold: first, to provide guidance for meeting the scheduling requirements contained in NPR 7120.5, NASA Space Flight Program and Project Management Requirements, NPR 7120.7, NASA Information Technology and Institutional Infrastructure Program and Project Requirements, NPR 7120.8, NASA Research and Technology Program and Project Management Requirements, and NPD 1000.5, Policy for NASA Acquisition. The second function is to describe the schedule management approach and the recommended best practices for carrying out this project control function. With regards to the above project management requirements documents, it should be noted that those space flight projects previously established and approved under the guidance of prior versions of NPR 7120.5 will continue to comply with those requirements until project completion has been achieved. This handbook will be updated as needed, to enhance efficient and effective schedule management across the Agency. It is acknowledged that most, if not all, external organizations participating in NASA programs/projects will have their own internal schedule management documents. Issues that arise from conflicting schedule guidance will be resolved on a case by case basis as contracts and partnering relationships are established. It is also acknowledged and understood that all projects are not the same and may require different levels of schedule visibility, scrutiny and control. Project type, value, and complexity are factors that typically dictate which schedule management practices should be employed.

Source record↗

NASA NTRS2017

Digital Model-Based Engineering: Expectations, Prerequisites, and Challenges of Infusion

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.

Hale, J. P.↗

NASA NTRS2014

A Multifaceted Approach to Modernizing NASA's Advanced Multi-Mission Operations System (AMMOS) System Architecture

The Advanced Multi-Mission Operations Systems (AMMOS) is NASA's premier space mission operations product line offering for use in deep-space robotic and astrophysics missions. The general approach to AMMOS modernization over the course of its 29-year history exemplifies a continual, evolutionary approach with periods of sponsor investment peaks and valleys in between. Today, the Multimission Ground Systems and Services (MGSS) office-the program office that manages the AMMOS for NASA-actively pursues modernization initiatives and continues to evolve the AMMOS by incorporating enhanced capabilities and newer technologies into its end-user tool and service offerings. Despite the myriad of modernization investments that have been made over the evolutionary course of the AMMOS, pain points remain. These pain points, based on interviews with numerous flight project mission operations personnel, can be classified principally into two major categories: 1) information-related issues, and 2) process-related issues. By information-related issues, we mean pain points associated with the management and flow of MOS data across the various system interfaces. By process-related issues, we mean pain points associated with the MOS activities performed by mission operators (i.e., humans) and supporting software infrastructure used in support of those activities. In this paper, three foundational concepts-Timeline, Closed Loop Control, and Separation of Concerns-collectively form the basis for expressing a set of core architectural tenets that provides a multifaceted approach to AMMOS system architecture modernization intended to address the information- and process-related issues. Each of these architectural tenets will be further explored in this paper. Ultimately, we envision the application of these core tenets resulting in a unified vision of a future-state architecture for the AMMOS-one that is intended to result in a highly adaptable, highly efficient, and highly cost-effective set of multimission MOS products and services.

Estefan, Jeff A.↗

NASA NTRS2003

Recent results in Mars Relay Network planning and scheduing

At different time periods in the future, Mars missions will overlap and previous studies indicate that during such periods existing deep space communication infrastructure will not be able to handle all Mars communication needs. A plausible solution is to perform optimal resource allocation for the Mars relay communication network; a network consisting of multiple surface units and orbiters on Mars and the Deep Space Stations. Unlike direct-to-earth, a relay communication, either in real-time or store-and-forward, can increase network science data return, reduce surface unit's direct-to-earth communication demands, and enable communication even when the surface unit is not facing Earth. It is the objective of this paper to take advantage of the relay operation to efficiently plan and schedule the network communications.

Relay Network planning and scheduling constrained ↗

NASA NTRS2011

Integrated Modeling, Mapping, and Simulation (IMMS) Framework for Exercise and Response Planning

EmergenCy management personnel at federal, stale, and local levels can benefit from the increased situational awareness and operational efficiency afforded by simulation and modeling for emergency preparedness, including planning, training and exercises. To support this goal, the Department of Homeland Security's Science & Technology Directorate is funding the Integrated Modeling, Mapping, and Simulation (IMMS) program to create an integrating framework that brings together diverse models for use by the emergency response community. SUMMIT, one piece of the IMMS program, is the initial software framework that connects users such as emergency planners and exercise developers with modeling resources, bridging the gap in expertise and technical skills between these two communities. SUMMIT was recently deployed to support exercise planning for National Level Exercise 2010. Threat, casualty. infrastructure, and medical surge models were combined within SUMMIT to estimate health care resource requirements for the exercise ground truth.

Mapar, Jalal↗

NASA NTRS2011

Implementing Strategic Planning Capabilities Within the Mars Relay Operations Service

Since the Mars Exploration Rovers (MER), Spirit and Opportunity, began their travels across the Martian surface in January of 2004, orbiting spacecraft such as the Mars 2001 Odyssey orbiter have relayed the majority of their collected scientific and operational data to and from Earth. From the beginning of those missions, it was evident that using orbiters to relay data to and from the surface of Mars was a vastly more efficient communications strategy in terms of power consumption and bandwidth compared to direct-to-Earth means. However, the coordination between the various spacecraft, which are largely managed independently and on differing commanding timelines, has always proven to be a challenge. Until recently, the ground operators of all these spacecraft have coordinated the movement of data through this network using a collection of ad hoc human interfaces and various, independent software tools. The Mars Relay Operations Service (MaROS) has been developed to manage the evolving needs of the Mars relay network, and specifically to standardize and integrate the relay planning and coordination data into a centralized infrastructure. This paper explores the journey of developing the MaROS system, from inception to delivery and acceptance by the Mars mission users.

tactical planning↗

NASA NTRS2016

Operational Characteristics Identification and Simulation Model Verification for Incheon International Airport

Incheon International Airport (ICN) is one of the hub airports in East Asia. Airport operations at ICN have been growing more than 5% per year in the past five years. According to the current airport expansion plan, a new passenger terminal will be added and the current cargo ramp will be expanded in 2018. This expansion project will bring 77 new stands without adding a new runway to the airport. Due to such continuous growth in airport operations and future expansion of the ramps, it will be highly likely that airport surface traffic will experience more congestion, and therefore, suffer from efficiency degradation. There is a growing awareness in aviation research community of need for strategic and tactical surface scheduling capabilities for efficient airport surface operations. Specific to ICN airport operations, a need for A-CDM (Airport - Collaborative Decision Making) or S-CDM(Surface - Collaborative Decision Making), and controller decision support tools for efficient air traffic management has arisen since several years ago. In the United States, there has been independent research efforts made by academia, industry, and government research organizations to enhance efficiency and predictability of surface operations at busy airports. Among these research activities, the Spot and Runway Departure Advisor (SARDA) developed and tested by National Aeronautics and Space Administration (NASA) is a decision support tool to provide tactical advisories to the controllers for efficient surface operations. The effectiveness of SARDA concept, was successfully verified through the human-in-the-loop (HITL) simulations for both spot release and runway operations advisories for ATC Tower controllers of Dallas/Fort Worth International Airport (DFW) in 2010 and 2012, and gate pushback advisories for the ramp controller of Charlotte/Douglas International Airport (CLT) in 2014. The SARDA concept for tactical surface scheduling is further enhanced and is being integrated into NASA's Airspace Technology Demonstration - 2 (ATD-2) project for technology demonstration of Integrated Arrival/Departure/Surface (ADS) operations at CLT. This study is a part of the international research collaboration between KAIA (Korea Agency for Infrastructure Technology Advancement)/KARI (Korea Aerospace Research Institute) and NASA, which is being conducted to validate the effectiveness of SARDA concept as a controller decision support tool for departure and surface management of ICN. This paper presents the preliminary results of the collaboration effort. It includes investigation of the operational environment of ICN, data analysis for identification of the operational characteristics of the airport, construction and verification of airport simulation model using Surface Operations Simulator and Scheduler (SOSS), NASA's fast-time simulation tool.

scheduling↗

NASA NTRS1999

Dan Goldin Presentation: Pathway to the Future

In the "Path to the Future" presentation held at NASA's Langley Center on March 31, 1999, NASA's Administrator Daniel S. Goldin outlined the future direction and strategies of NASA in relation to the general space exploration enterprise. NASA's Vision, Future System Characteristics, Evolutions of Engineering, and Revolutionary Changes are the four main topics of the presentation. In part one, the Administrator talks in detail about NASA's vision in relation to the NASA Strategic Activities that are Space Science, Earth Science, Human Exploration, and Aeronautics & Space Transportation. Topics discussed in this section include: space science for the 21st century, flying in mars atmosphere (mars plane), exploring new worlds, interplanetary internets, earth observation and measurements, distributed information-system-in-the-sky, science enabling understanding and application, space station, microgravity, science and exploration strategies, human mars mission, advance space transportation program, general aviation revitalization, and reusable launch vehicles. In part two, he briefly talks about the future system characteristics. He discusses major system characteristics like resiliencey, self-sufficiency, high distribution, ultra-efficiency, and autonomy and the necessity to overcome any distance, time, and extreme environment barriers. Part three of Mr. Goldin's talk deals with engineering evolution, mainly evolution in the Computer Aided Design (CAD)/Computer Aided Engineering (CAE) systems. These systems include computer aided drafting, computerized solid models, virtual product development (VPD) systems, networked VPD systems, and knowledge enriched networked VPD systems. In part four, the last part, the Administrator talks about the need for revolutionary changes in communication and networking areas of a system. According to the administrator, the four major areas that need cultural changes in the creativity process are human-centered computing, an infrastructure for distributed collaboration, rapid synthesis and simulation tools, and life-cycle integration and validation. Mr. Goldin concludes his presentation with the following maxim "Collaborate, Integrate, Innovate or Stagnate and Evaporate." He also answers some questions after the presentation.

Source record↗

NASA NTRS2006

Considerations for Isochronous Data Services over the Proximity-1 Space Link

Future mission concepts for robotic and human explorations will involve a high level of real time control/monitoring operations such as tele-operation for spacecraft rendezvous and surface mobile platforms carrying life-support equipments. The timely dissemination of voice, command, and real-time telemetry for monitoring and coordination purposes is critical for mission success. It is envisioned that future missions will require a network infrastructure capable of supporting isochronous data services. The CCSDS Proximity-1 Space Link Protocol1 could be used to carry isochronous traffic. This paper we will focus on the data link layer portion of the Proximity-1 protocol specification and analyze its jitter and performance for supporting isochronous applications. In particular we will focus on constrained scenarios where the protocol operates in full-duplex mode, carrying isochronous traffic in one direction and error-controlled traffic in the other direction. We analyze the impact of the strict priority scheme in Proximity-1 used to arbitrate channel access on the latency jitter of the isochronous traffic and the efficiency of the reliable data transfer. In general, jitter performance is driven by the loading of the acknowledgement traffic on the forward link. Under light loading condition, the upper-bound of the delay jitter is the transmission duration of an acknowledgement frame on the forward link; for higher loading scenarios, the maximum jitter is scaled up by the inverse of the residual bandwidth, i.e., the spare capacity available in the forward link after accounting for the acknowledgement traffic. We derive analytical expression on the maximum jitter and discuss its performance.

space link↗