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NASA NTRSDate not supplied

The Comet Astrobiology Exploration Sample Return (CAESAR) Mission

The Comet Astrobiology Exploration Sample Return (CAESAR) mission will acquire and return to Earth for laboratory analysis a minimum of 80 grams of surface material from the nucleus of comet 67P/Chur-yumov-Gerasimenko (67P). CAESAR will characterize the surface region sampled, preserve the collected sample in a pristine state, and return evolved volatiles by capturing them in a separate gas reservoir. NASA Goddard Space Flight Center provides project management, systems engineering, safety and mission assurance, contamination control, mission operations, and many other important functions. Northrop Grumman Space Systems will build the spacecraft, based on Dawn mission heritage, which like CAESAR, uses solar electric propulsion. CAESAR was selected by for Phase A study in the New Frontiers 4 Competition and will be proposed to New Frontiers 5.Collection of a sample from the surface of comet 67P is facilitated by a set of cameras that together provide images to support sample site selection, perform optical navigation, and document the sample before, during, and after col-lection. The sample is collected at the end of an arm during a 5-second touch-and-go (TAG) maneuver with the Sample Acquisition System (SAS)designed by Honeybee Robotics for the surface properties of comet 67P observed by the Rosetta mission. After sample collection, and while the sample is still cold (< -80°C), the TAG Arm inserts the sample container into the Sample Containment System (SCS) mounted inside the Sample Return Capsule (SRC). The SCS is sealed, preventing the sample from escaping into space. The sample is slowly warmed inside the SCS to enable sublimation of volatiles, which are collected in the Gas Containment System (GCS), a passively cooled gas reservoir. Separating the volatiles from the solid sample protects the solid sample from alteration. Once all sublimated H2O is transferred to the GCS, the GCS is sealed to capture the volatile sit contains, and the SCS is vented to space to maintain the solid sample under vacuum. The SCS vent is closed before Earth entry to prevent atmospheric contamination. Detailed laboratory analyses of the sample from 67P will trace the history of volatile reservoirs, delineate the chemical pathways that led from simple interstellar species to complex molecules, constrain the evolution of the comet, and evaluate the role of comets in delivering water and prebiotic organics to the early Earth. CAESAR will achieve these goals by carrying out coordinated sample analyses that will link macroscopic properties of the comet with microscale mineralogy, chemistry, and isotopic studies of volatiles and solids. Most of the sample (≥75%) will be set aside for analyses by generations of scientists using continually advancing tools and methods, yielding an enduring scientific treasure that only sample return can provide. This presentation will review development conducted during NF4 Phase A and discuss the NF5 mission concept.

A G Hayes↗
NASA NTRS2008

Leading Your Leaders

Even though working on a problem has been your primary effort for the past year, your leadership may have heard about this once in a briefing a decade ago. Now they are basically clueless. Pretend that you are talking to your daughter's fifth-grade class. Explain how your complicated gizmo works. If possible, do not use acronyms. Define your terms. Put your work in context. Assume your leader has no idea what you do, who you work for, or what your gizmo does. That is a good place to start. Remember, taking the next century to study the problem or spending the Gross National Product to invent a new solution are probably not going to be acceptable solutions. Real engineers and technicians build real hardware that works in the real world in a reasonable manner within a reasonable time at a reasonable cost. True, skimping on time or money can cause mistakes, but folks whose gizmos are delayed unreasonably or cost more than is practical get their programs canceled, force the business into bankruptcy, or give the market over to the competition. Real engineers and technicians always consider cost and schedule in their work. Raising questions is important. However, we are in the business of doing things. Engineers and technicians are paid to get things done. Yes, you have to identify the problem, frame the design, identify the tests, perform the analysis, and assemble the hardware. But the goal is to solve the problem. Nobody ever said flying in space was easy. We make it look easy the same way that an Olympic champion makes her sport look easy: by working hard at improving performance every day. Better are the results of a well-defined test. Remember that a test on a laboratory bench is always an approximation of reality, and rules similar to those for good analysis also apply. One should always be mindful of Mechelay's rule: "It is better to be stupid than to run a stupid test." Often we try to overtest. If a piece of hardware passes an unbelievably difficult test, then life is good. More often when an unbelievably difficult test fails, we are left with a very long discussion of why and what was wrong in the design or execution of the test. Make sure that the test is well defined. Even then, it is important to explain to your leaders what inherent accuracy (or error) the test conditions or equipment have and what the assumptions or initial conditions were for the test. Test results without a good understanding of the test's accuracy or the pedigree of the test assumptions are worth very little. Finally, there is flight test data. Always limited, never at the edge of the envelope, it still shows how the real hardware works in a combined environment. Flight experience is dangerous because it typically doesn't show how close to the edge of the cliff the equipment is operating, but it does demonstrate how the hardware really works. A flight test is the ultimate test, again taken with the knowledge that it is probably not the extreme but something more like the middle of the environmental and systems performance. Good understanding of a problem and its solution always relies on a combination of all these methods. Be sure to lead your leaders by using all the tools you have at your disposal. At the end of the day, decisions in space flight always come down to a risk trade. Our business is not remotely safe, not in the sense that the public, the media, or our legislators use the term. Everything we do has a risk, cost, schedule, or performance trade-off. For your leaders to make an appropriate decision, you need to educate them, lead them, talk with them, and engage them in the discussion until full understanding takes place. It's your job. *

Hale, Wayne N.↗
NASA NTRS2012

Emerging Options and Opportunities in Civilian Aeronautics

This paper addresses the major problems/issues with civilian aeronautics going forward, the contextual ongoing technology revolutions, the several emerging civilian aeronautical "Big Ideas" and associated enabling technological approaches. The ongoing IT Revolution is increasingly providing, as 5 senses virtual presence/reality becomes available, along with Nano/Molecular Manufacturing, virtual alternatives to Physical transportation for both people and goods. Paper examines the potential options available to aeronautics to maintain and perhaps grow "market share" in the context of this evolving competition. Many of these concepts are not new, but the emerging technology landscape is enhancing their viability and marketability. The concepts vary from the "interesting" to the truly revolutionary and all require considerable research. Paper considers the speed range from personal/general aviation to supersonic transports and technologies from energetics to fabrication.

Bushnell, Dennis M.↗
NASA NTRS1994

Integrated design and manufacturing for the high speed civil transport

In June 1992, the School of Aerospace Engineering at Georgia Tech was awarded a three year NASA University Space Research Association (USRA) Advanced Design Program (ADP) grant to address issues associated with the Integrated Design and Manufacturing of High Speed Civil Transport (HSCT) configurations in its graduate Aerospace Systems Design courses. This report provides an overview of the on-going Georgia Tech initiative to address these design/manufacturing issues during the preliminary design phases of an HSCT concept. The new design methodology presented here has been incorporated in the graduate aerospace design curriculum and is based on the concept of Integrated Product and Process Development (IPPD). The selection of the HSCT as a pilot project was motivated by its potential global transportation payoffs; its technological, environmental, and economic challenges; and its impact on U.S. global competitiveness. This pilot project was the focus of each of the five design courses that form the graduate level aerospace systems design curriculum. This year's main objective was the development of a systematic approach to preliminary design and optimization and its implementation to an HSCT wing/propulsion configuration. The new methodology, based on the Taguchi Parameter Design Optimization Method (PDOM), was established and was used to carry out a parametric study where various feasible alternative configurations were evaluated. The comparison criterion selected for this evaluation was the economic impact of this aircraft, measured in terms of average yield per revenue passenger mile ($/RPM).

Lee, Jae Moon↗
NASA NTRS2004

Teleoperation from Mars Orbit: A proposal for Human Exploration

For a human expedition to Mars, a case can be made that the best strategy for initial exploration is not to actually land the humans on Mars, but to put the humans into Mars orbit and operate on the surface by the technology of teleoperation. This will provide the results of human exploration, but at greatly reduced risk and cost. Teleoperation of Mars surface robots from a Mars-orbital habitat will operation near real time operation with minimum time delay, giving a virtual presence on the surface. By use of teleoperation, it is possible to vastly simplify the surface exploration mission. We now have no need to develop a human-rated Mars Lander and Mars Ascent Vehicle, and we can send geologists & biologists on the mission; not VTOL pilots. It is a cheaper, simpler, and safer way to explore, and hence it will be a faster way to explore. It has the excitement of being there, at a fraction of the price. Tele-exploration from Mars orbit also allows human (virtual) presence at a wide variety of locations. With an orbital base controlling surface telerobotics, human explorers are not stuck with one base location, but can explore all over Mars. They can explore the polar caps and also near-equatorial canyon regions, from the same orbiting base. This frees the mission from landing site constraints. With no need to select a "grab bag" site that contains a large number of geologically diverse features at or near a single location; it is now possible go to all the best sites-- paleolake sites, river beds, volcanic calderas, lava tube sites, layered terrain, canyons, possible shoreline features, the North and South poles. A near-polar inclination 24-hr 39-minute period Mars orbit, for example, will put the orbital station in line-of-sight of a given region for about 8 hours per day-- one teleoperation shift. Since present day life could exist on Mars, planetary protection is also needed to preserve the (possible) fragile Mars biosphere from competition from ferocious Earth life. Isolated biospheres on Earth have been devastated when they have been exposed to alien life forms introduced-accidentally or deliberately-- from another continent. If there is life on Mars, we will wish to protect it from having to compete with introduced Earth biota. Reverse planetary protection-protecting the Earth biosphere from exposure to Mars microorganisms-is also an important consideration. Exploring from orbit will reduce biological risk by keeping humans from exposure to possible Mars microbes. A telerobotic mission will need no quarantine on return to Earth, and avoids the difficult human question of how to isolate Mars mission astronauts infected by Martian microorganisms.

Landis, Geoffrey A.↗
NASA NTRS1998

Downsizing: Is There a "Right" Way?

In response to the pressures of surviving in in a competitive global market, many companies are turning to downsizing, right sizing, restructuring, reduction-in-force, and/or business process re-engineering, among others. Regardless of the terminology used, an inevitable result is a loss of jobs. Companies fail to grasp the profound ramifications of downsizing for both the people laid off and the organization and work force that remain after downsizing is complete. A search of the literature was conducted to ascertain what leading theorists and practitioners are saying about downsizing and the "right" way to go about it. This search culminated in the Nine Point Model for Downsizing (NPMD). The model is used to analyze a downsizing case study involving the December 1997 layoff of 19.000 employees by a leading manufacturer of imagine products.

Tippett, Donald D.↗
NASA NTRS2014

Analyzing Risks and Vulnerabilities of Various Computer Systems and Undergoing Exploitation using Embedded Devices

Security is one of the most if not the most important areas today. After the several attacks on the United States, security everywhere has heightened from airports to communication among the military branches legionnaires. With advanced persistent threats (APTs) on the rise following Stuxnet, government branches and agencies are required, more than ever, to follow several standards, policies and procedures to reduce the likelihood of a breach. Attack vectors today are very advanced and are going to continue to get more and more advanced as security controls advance. This creates a need for networks and systems to be in an updated, patched and secured state in a launch control system environment. Attacks on critical systems are becoming more and more relevant and frequent. Nation states are hacking into critical networks that might control electrical power grids or water dams as well as carrying out advanced persistent threat (APTs) attacks on government entities. NASA, as an organization, must protect its self from attacks from all different types of attackers with different motives. Although the International Space Station was created, there is still competition between the different space programs. With that in mind, NASA might get attacked and breached for various reasons such as espionage or sabotage. My project will provide a way for NASA to complete an in house penetration test which includes: asset discovery, vulnerability scans, exploit vulnerabilities and also provide forensic information to harden systems. Completing penetration testing is a part of the compliance requirements of the Federal Information Security Act (FISMA) and NASA NPR 2810.1 and related NASA Handbooks. This project is to demonstrate how in house penetration testing can be conducted that will satisfy all of the compliance requirements of the National Institute of Standards and Technology (NIST), as outlined in FISMA. By the end of this project, I hope to have carried out the tasks stated above as well as gain an immense knowledge about compliance, security tools, networks and network devices, as well as policies and procedures.

Penetration Testing↗
NASA NTRS2011

Mission X: Train Like an Astronaut. International Fitness Challenge

The Mission X, Train like an Astronaut, pilot project was a 2-year effort directed by the International Life Science Working Group. The pilot was funded by the Human Research Program and was lead by the Human Research Program Education and Outreach (HRPEO) project and supported by a group of space agencies providing in-kind resources. The aim was to identify an international educational outreach concept that would promote a life science topic utilizing the education and outreach expertise of the various space agencies working on the utilization of the International Space Station. This in turn serves as an inspiration for the younger generation to aspire to go further in school, and provides insight into the capability of a participating country to ensure the effort provided value for their communities and children. The pilot project developed the necessary tools to promote communications between the partners and to use materials and expertise from all the countries? space agencies. The Mission X Website (trainlikeanastronaut.org) provided a single repository for the educational activities as well as a place for the Challenge Teams to provide their progress in the international fitness challenge. It also added to the International flavor as different countries were able to share and learn about what was happening with all those involved in the 6-week challenge period. A point system was utilized to promote constructive, cooperative competition in which 4164 students participated. The points were used to help FitKid, Astro Charlie, "Walk-To-The-Moon". The 18 physical and educational Mission X activities were made available on the Mission X website in seven languages. The Mission X pilot project was considered a success in 1) the design, development, and implementation of the multi-language website, 2) the expansion of healthy lifestyle awareness, and 3) the concept for drawing an international educational community together to highlight global topics in association with human space exploration. Metrics (70 post-event surveys) and lessons learned were collated and assessed. Key Lessons Learned were 1) foster and strengthen partnerships at all levels, 2) enhance and standardize MX Training, and 3) further expansion of activities and methods to teach the importance of fitness and nutrition. Methods used to teach the importance of nutrition and fitness are provided in the report.

Lloyd, Charles↗
NASA NTRS1998

Information Systems for NASA's Aeronautics and Space Enterprises

The aerospace industry is being challenged to reduce costs and development time as well as utilize new technologies to improve product performance. Information technology (IT) is the key to providing revolutionary solutions to the challenges posed by the increasing complexity of NASA's aeronautics and space missions and the sophisticated nature of the systems that enable them. The NASA Ames vision is to develop technologies enabling the information age, expanding the frontiers of knowledge for aeronautics and space, improving America's competitive position, and inspiring future generations. Ames' missions to accomplish that vision include: 1) performing research to support the American aviation community through the unique integration of computation, experimentation, simulation and flight testing, 2) studying the health of our planet, understanding living systems in space and the origins of the universe, developing technologies for space flight, and 3) to research, develop and deliver information technologies and applications. Information technology may be defined as the use of advance computing systems to generate data, analyze data, transform data into knowledge and to use as an aid in the decision-making process. The knowledge from transformed data can be displayed in visual, virtual and multimedia environments. The decision-making process can be fully autonomous or aided by a cognitive processes, i.e., computational aids designed to leverage human capacities. IT Systems can learn as they go, developing the capability to make decisions or aid the decision making process on the basis of experiences gained using limited data inputs. In the future, information systems will be used to aid space mission synthesis, virtual aerospace system design, aid damaged aircraft during landing, perform robotic surgery, and monitor the health and status of spacecraft and planetary probes. NASA Ames through the Center of Excellence for Information Technology Office is leading the effort in pursuit of revolutionary, IT-based approaches to satisfying NASA's aeronautics and space requirements. The objective of the effort is to incorporate information technologies within each of the Agency's four Enterprises, i.e., Aeronautics and Space Transportation Technology, Earth, Science, Human Exploration and Development of Space and Space Sciences. The end results of these efforts for Enterprise programs and projects should be reduced cost, enhanced mission capability and expedited mission completion.

Kutler, Paul↗
NASA NTRS1993

Workshop on advanced technologies for planetary instruments

NASA's robotic solar system exploration program requires a new generation of science instruments. Design concepts are now judged against stringent mass, power, and size constraints--yet future instruments must be highly capable, reliable, and, in some applications, they must operate for many years. The most important single constraint, however, is cost: new instruments must be developed in a tightly controlled design-to-cost environment. Technical innovation is the key to success and will enable the sophisticated measurements needed for future scientific exploration. As a fundamental benefit, the incorporation of breakthrough technologies in planetary flight hardware will contribute to U.S. industrial competitiveness and will strengthen the U.S. technology base. The Workshop on Advanced Technologies for Planetary Instruments was conceived to address these challenges, to provide an open forum in which the NASA and DoD space communities could become better acquainted at the working level, and to assess future collaborative efforts. Over 300 space scientists and engineers participated in the two-and-a-half-day meeting held April 28-30, 1993, in Fairfax, Virginia. It was jointly sponsored by NASA's Solar System Exploration Division (SSED), within the Office of Space Science (OSS); NASA's Office of Advanced Concepts and Technology (OACT); DoD's Strategic Defense Initiative Organization (SDIO), now called the Ballistic Missile Defense Organization (BMDO); and the Lunar and Planetary Institute (LPI). The meeting included invited oral and contributed poster presentations, working group sessions in four sub-disciplines, and a wrap-up panel discussion. On the first day, the planetary science community described instrumentation needed for missions that may go into development during the next 5 to 10 years. Most of the second day was set aside for the DoD community to inform their counterparts in planetary science about their interests and capabilities, and to describe the BMDO technology base, flight programs, and future directions. The working group sessions and the panel discussion synthesized technical and programmatic issues from all the presentations, with a specific goal of assessing the applicability of BMDO technologies to science instrumentation for planetary exploration.

Appleby, J.↗
NASA NTRS2001

Plans and Considerations for the Exploration of Space

The Mars Settlement Design Competition is a program for high school students and teachers to experience the process of mission and hardware design. It provides a top level view into how NASA plans to explore space. I will be involved with all three days of this competition. On Friday I plan to give two presentations, one to the employees of White Sands Test Facility and one to students and teachers. On Saturday, I will have a question and answer session with some of the teachers participating in the workshop. Sunday I will serve as one of the judges that will review the students projects created over the weekend. The main emphasis of my talk will focus on exploring the possibilities of the future of space exploration. I will discuss the Mars Reference Mission 3.0, as well as some of the current robotic missions being sent to Mars. Next, I will present a business model perfected by Hum Mandell, showing how the public, private, and commercial sectors all play a major role in sending humans to Mars. I will also discuss the work of the Integrated Design Team at JSC and how that working together approach is key for a successful design. Finally, I will present that the question of how humans can reach out beyond low earth orbit and place permanent settlements on Mars is really a function of the imagination of those who intend on going there.

Derkowski, Brian J.↗
NASA NTRS1997

Multiple Hub Network Choice in the Liberalized European Market

A key question that so far has received relatively little attention in the germane literature is that of the changes at various airports as a result of the EU liberalization policies. That is, presently, most major European airports still benefit from the so-called home-carrier phenomenon where the country's publicly or semi-publicly owned carrier uses the country's main airport as its gateway hub and, consequently, the home-carrier is also the principal user of this airport (in terms of proportion of total aircraft movements, number of passengers transported, connections, slots ownership, etc.). The country's main airport has substantially benefited from these monopoly conditions of airline captivity, strongly determined by the bilateral system of international air transport regulation. Therefore, European major airports were used to operate in essentially different markets, compared to the increasingly competitive markets of their home based carriers. This partly explains relative stability of transport volumes and financial results of European major airports compared to the relatively volatile financial results of most European national airlines. However, the liberalization of European aviation is likely to change this situation. Market access is open now to all community carriers, i.e. carriers with majority ownership and effective control in the hands of EU citizens. Ticket prices are free, governments can only intervene in case of dumping or excessive pricing. A community airline can choose its seat in any of the 15 member states. Licensing procedures are harmonized between member states. In the last few months community carriers have had unrestricted route access within the EU. Most probably this development will be extended to countries inside and outside Europe. Last year the European Commission got the mandate to start negotiations with 10 other European countries. In the meantime the EC has also started negotiations with the USA on so-called soft rights. In the meantime, open skies agreements have been concluded between the USA and most of the EU member states to facilitate strategic alliances between airlines of the states involved. As a result of this on-going liberalization the model of the single 'national' carrier using the national home base as its single hub for the designated third, fourth and sixth freedom operations will stepwise disappear. Within the EU the concept of the national carrier has already been replaced by that of the community carrier. State ownership in more and more European carriers is reduced. On the longer run mergers or even bankruptcy will further undermine the "single national carrier - single national hub" model in Europe. In the meantime, strategic alliances between national carriers in Europe will already reduce the airlines' loyalty to a single airport. Profit maximization and accountability to share holders will supersede the loyalty of these newly emerging alliances, probably looking for the opportunities of a multiple hub network to adequately cover the whole European market. As a consequence, some European airports might see a substantial decline in arriving, departing and transfer traffic, thus in revenues and financial solvency, as well as in their connection to other inter-continental and intra-European destinations. At the same time, other airports might realize a significant increase in traffic as they will be sought after by the profit maximizing airlines as their major gateway hubs. Which will be the losing airports and which will be the winning ones? Can airports anticipate the actions of airlines in deregulated markets and utilize policies which will improve their relative position? If so, what should be these anticipatory policies? These questions become the more urgent, since an increasing number of major European airports will be privatized in the near future. Although increasing airport congestion in Europe will also be reflected in a growing demand pressure for airport slots, this is not a guarantee for a stable transport volume growth of individual airports. The more volatile the market is, the more vulnerable privatized airports become. Therefore, the main issue of this study is the analysis of the opportunities of major European airports to become a central hub as a result of the network choices made by the new European airlines in a completely liberalized market. In a previous study (Berechman and de Wit, 1996), we already explored the potential of Amsterdam Airport Schiphol of becoming the major West-European hub, once European aviation markets are deregulated. A major hindrance of that study was the use of a single hub-and-spoke network. For example that model could not analyze the viability of different combinations of European hubs within a multiple hub network of alternative airline alliances. In this study, we have formulated the model of a multi-hub network where two West-European airports are used for inter-continental and intra-European travel to enable a more realistic analysis of hub choice. Like the previous one also this multi-hub model is primarily used to assess the potential ability of Amsterdam Airport Schiphol for becoming a major West-European hub. Thus, in particular, the policy tests focus on this airport in a double hub network.

Berechman, Joseph↗
NASA NTRS2007

Launching to the Moon, Mars, and Beyond

America is returning to the Moon in preparation for the first human footprint on Mars, guided by the U.S. Vision for Space Exploration. This presentation will discuss NASA's mission today, the reasons for returning to the Moon and going to Mars, and how NASA will accomplish that mission. The primary goals of the Vision for Space Exploration are to finish the International Space Station, retire the Space Shuttle, and build the new spacecraft needed to return people to the Moon and go to Mars. Unlike the Apollo program of the 1960s, this phase of exploration will be a journey, not a race. In 1966, the NASA's budget was 4 percent of federal spending. Today, with 6/10 of 1 percent of the budget, NASA must incrementally develop the vehicles, infrastructure, technology, and organization to accomplish this goal. Fortunately, our knowledge and experience are greater than they were 40 years ago. NASA's goal is a return to the Moon by 2020. The Moon is the first step to America's exploration of Mars. Many questions about the Moon's history and how its history is linked to that of Earth remain even after the brief Apollo explorations of the 1960s and 1970s. This new venture will carry more explorers to more diverse landing sites with more capable tools and equipment. The Moon also will serve as a training ground in several respects before embarking on the longer, more perilous trip to Mars. The journeys to the Moon and Mars will require a variety of vehicles, including the Ares I Crew Launch Vehicle, the Ares V Cargo Launch Vehicle, the Orion Crew Exploration Vehicle, and the Lunar Surface Access Module. The architecture for the lunar missions will use one launch to ferry the crew into orbit on the Ares I and a second launch to orbit the lunar lander and the Earth Departure Stage to send the lander and crew vehicle to the Moon. In order to reach the Moon and Mars within a lifetime and within budget, NASA is building on proven hardware and decades of experience derived from the Apollo Saturn, Space Shuttle, and contemporary commercial launch vehicle programs. Less than one year after the Exploration Launch Projects Office was formed at NASA's Marshall Space Flight Center, engineers are testing engine components, firing test rocket motors, refining vehicle designs in wind tunnel tests, and building hardware for the first flight test of Ares I, scheduled for spring 2009. The Vision for Exploration will require this nation to develop tools, machines, materials, and processes never before invented, technologies and capabilities that can be turned over to the private sector to benefit nearly all aspects of life on Earth. This new pioneering venture, as did the Apollo Program before it, will contribute to America's economic leadership, national security, and technological global competitiveness and serve as an inspiration for all its citizens.

Sumrall, John P.↗