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NASA NTRS2010

Pathways and Challenges to Innovation in Aerospace

This paper explores impediments to innovation in aerospace and suggests how successful pathways from other industries can be adopted to facilitate greater innovation. Because of its nature, space exploration would seem to be a ripe field of technical innovation. However, engineering can also be a frustratingly conservative endeavor when the realities of cost and risk are included. Impediments like the "find the fault" engineering culture, the treatment of technical risk as almost always evaluated in terms of negative impact, the difficult to account for expansive Moore's Law growth when making predictions, and the stove-piped structural organization of most large aerospace companies and federally funded research laboratories tend to inhibit cross-cutting technical innovation. One successful example of a multi-use cross cutting application that can scale with Moore's Law is the Evolutionary Computational Methods (ECM) technique developed at the Jet Propulsion Lab for automated spectral retrieval. Future innovations like computational engineering and automated design optimization can potentially redefine space exploration, but will require learning lessons from successful innovators.

Terrile, Richard J.↗
NASA NTRS2016

NASA's Public Participation Universe: Why and How the U.S. Space Agency Is Democratizing Its Approaches to Innovation

This paper analyzes NASA's increasing effort to invite greater public participation in its techno scientific work through open innovation methodologies. First we examine why NASA has expanded its use of these approaches, noting the roles of an intertwined set of forcing functions including budget constraints, the availability of technological resources, and committed individuals. Next we outline the strategies the agency has invoked to engage the public in research, technology development, and other activities to advance and shape NASA's mission. As we show, promoting greater public involvement has entailed facilitating the NASA workforce's familiarity with open innovation approaches as well as developing projects and creating outreach strategies appropriate to the envisioned participant base. We then discuss the wide variety of outcomes NASA's open innovation initiatives have yielded in support of NASA research and development objectives as well as benefits to participants and others. We conclude with a discussion of the remaining barriers to the use of open innovation techniques as a standard practice and the strategies in work to overcome those barriers so the full potential of a democratized approach to innovation can be realized.

open innovation↗
NASA NTRSDate not supplied

Open Innovation for a NASA Architecture Library

NASA’s Center of Excellence for Collaborative Innovation (CoECI) uses open innovation, or “crowdsourcing”, to access the global public to find ideas, concepts, designs, or solutions that meet a previously unmet need possibly resulting in significant advances in performance. The Center of Excellence for Collaborative Innovation was launched at the request of the White House Office of Science and Technology Policy. This is both a non-traditional method of innovation and a non-traditional method of outreach to the public to involve them in space technologies and programs. It has been used often for software development and new hardware technology. In this case we applied it to innovate with systems engineering tools for creating space architectures. The challenge was sponsored by NASA Engineering and Safety Center Systems Engineering Technical Fellow as part of a program for NASA’s adoption of MBSE. It was a trial to see if there would be as much participation or quality submissions with this more specialized topic and skill. The challenge sought space architecture representations and decompositions to create a library of modeled parts in a system modeling language (SysML). Mission architects mostly start from scratch to build model elements representing the functional and physical architecture of a system in SysML. There are a few beginning libraries, but these are also local to a program or group. A common library will save system engineers a large amount of time, will allow project stakeholders to recognize common graphics and quickly understand the architecture options. The challenge was promoted internationally, especially through professional organizations and universities with a systems engineering focus. It was open for 4 months, purposefully over the winter holiday break time to allow participants extra time outside of work or school. The challenge was designed so that expertise in space hardware was not necessary but getting to play with models of space architecture could provide motivation to participate. We did not receive as many entries as other broader outreach challenges, but the ones we received were extremely thorough and high quality. Solutions came from individuals and teams, students and professional consultants from the United States and Europe. We learned a few lessons about how to engage with the public and what characteristics of a problem result in good crowdsourcing results. The outreach challenge produced several useful ideas and modeled space elements, and the group will be engaging the winners to learn more about their new approaches.

innovation↗
NASA NTRS1989

An innovations approach to decoupling of multibody dynamics and control

The problem of hinged multibody dynamics is solved using an extension of the innovations approach of linear filtering and prediction theory to the problem of mechanical system modeling and control. This approach has been used quite effectively to diagonalize the equations for filtering and prediction for linear state space systems. It has similar advantages in the study of dynamics and control of multibody systems. The innovations approach advanced here consists of expressing the equations of motion in terms of two closely related processes: (1) the innovations process e, a sequence of moments, obtained from the applied moments T by means of a spatially recursive Kalman filter that goes from the tip of the manipulator to its base; (2) a residual process, a sequence of velocities, obtained from the joint-angle velocities by means of an outward smoothing operations. The innovations e and the applied moments T are related by means of the relationships e = (I - L)T and T = (I + K)e. The operation (I - L) is a causal lower triangular matrix which is generated by a spatially recursive Kalman filter and the corresponding discrete-step Riccati equation. Hence, the innovations and the applied moments can be obtained from each other by means of a causal operation which is itself casually invertible.

Rodriguez, G.↗
NASA NTRS2013

Exploring Mission Concepts with the JPL Innovation Foundry A-Team

The JPL Innovation Foundry has established a new approach for exploring, developing, and evaluating early concepts called the A-Team. The A-Team combines innovative collaborative methods with subject matter expertise and analysis tools to help mature mission concepts. Science, implementation, and programmatic elements are all considered during an A-Team study. Methods are grouped by Concept Maturity Level (CML), from 1 through 3, including idea generation and capture (CML 1), initial feasibility assessment (CML 2), and trade space exploration (CML 3). Methods used for each CML are presented, and the key team roles are described from two points of view: innovative methods and technical expertise. A-Team roles for providing innovative methods include the facilitator, study lead, and assistant study lead. A-Team roles for providing technical expertise include the architect, lead systems engineer, and integration engineer. In addition to these key roles, each A-Team study is uniquely staffed to match the study topic and scope including subject matter experts, scientists, technologists, flight and instrument systems engineers, and program managers as needed. Advanced analysis and collaborative engineering tools (e.g. cost, science traceability, mission design, knowledge capture, study and analysis support infrastructure) are also under development for use in A-Team studies and will be discussed briefly. The A-Team facilities provide a constructive environment for innovative ideas from all aspects of mission formulation to eliminate isolated studies and come together early in the development cycle when they can provide the biggest impact. This paper provides an overview of the A-Team, its study processes, roles, methods, tools and facilities.

Team Eureka↗
NASA NTRS2019

NIAC: The NASA Innovative Advanced Concepts Program

The NASA Innovative Advanced Concepts (NIAC) Program nurtures visionary ideas that could transform future NASA missions with the creation of breakthroughs - radically better or entirely new aerospace concepts - while engaging America's innovators and entrepreneurs as partners in the journey. NIAC projects study innovative, technically credible, advanced concepts that could one day “Change the Possible” in aerospace. NIAC supports innovative research through three phases of study, each competitively awarded. Phase I studies are for nine-month efforts to explore the overall viability of visionary concepts. Phase II studies further develop the most promising Phase I concepts for up to two years, prepare a roadmap for further development, and explore potential transition options within NASA and beyond. Phase III studies are designed to strategically transition the most promising NIAC concepts to other NASA programs, other government agencies, or commercial partners. Since 2011, NIAC has funded 128 Phase I, 51 Phase II, and 2 Phase III studies. This paper provides an update on NIAC’s history and current role in supporting NASA’s sustained investments in advanced aerospace technology development.

Innovation↗
NASA NTRS2023

NASA Kennedy Space Center Swamp Works: Innovation Methods for Advanced Research & Technology Development

Kennedy Space Center’s (KSC) Swamp Works, provides government and commercial space ventures with the technologies required for working and living on the surfaces of the Moon or other planets and bodies in our solar system. The Swamp Works team establishes agile, innovative and cost effective exploration mission solutions through leveraging of partnerships across NASA, industry and academia. Concepts start small and build up efficiently, with lean development processes and a hands on approach. Testing is performed in early stages to drive design improvements and progressively increase Technology Readiness Levels (TRL). Swamp Works provides concepts, architecture studies and trades, designs, data, technology development, technology demonstration hardware, flight hardware, testing, flight support and knowledge in support of the development of surface systems. This paper will summarize the state of the art in innovation methods, and it will compare the various other methods to how innovation is accomplished at the NASA KSC Swamp Works. Since 2013, Swamp Works has developed a wide variety of technologies, and has demonstrated viable methods for innovation while also collaborating with other government agencies, industry and academia to support space exploration. These methods focus on agile design, test, build iterations where each cycle of prototyping results in improved knowledge and designs. Failures are tole rated in the early stages of these iterations, since the overall development cycle is shorter more efficient and cost effective by retiring risk early in the cycle. Momentum is maintained and the development teams remain highly motivated by the high level of team work, technical excellence, engagement and creative freedom.

Robotic Mining↗
NASA NTRS2000

Accelerating Innovation: Turning Goals into Reality

The success of NASA's programs depends upon innovation, which is recognized by several characteristics. All aspects of a program including tools, processes, materials, subsystems, vehicles, and operations should be evaluated to determine possible innovations which might be implemented. Several examples are presented of ways in which innovation has substantially furthered the goals of NASA. The specific fields mentioned include high performance computing, advanced technologies for aerospace system design, advanced materials and manufacturing processes, neural based flight control, linear aerospike engines, advanced space propulsion systems, high altitude and long duration autonomous flights, advanced vehicle concepts, advanced space propulsion systems, as well as advanced weather information. A final list details the perceived ways in which NASA can benefit from continued innovation in such ways as partnering with the private sector.

VanDalsem, William R.↗
NASA NTRS2010

Innovation in Extraterrestrial Service Systems - A Challenge for Service Science

This presentation was prepared at the invitation of Professor Yukio Ohsawa, Department of Systems Innovation, School of Engineering, The University of Tokyo, for delivery at the International Workshop on Innovating Service Systems, sponsored by the Japanese Society of Artificial Intelligence (JSAI) as part of the JSAI Internation Symposium on AI, 2010. It offers several challenges for Service Science and Service Innovation. the goal of the presentation is to stimulate thinking about how service systems viII evolve in the future, as human society advances from its terrestrial base toward a permanent presence in space. First we will consider the complexity of the International Space Station (ISS) as it is today, with particular emphasis of its research facilities, and focus on a current challenge - to maximize the utilization of ISS research facilities for the benefit of society. After briefly reviewing the basic principles of Service Science, we will discuss the potential application of Service Innovation methodology to this challenge. Then we viII consider how game-changing technologies - in particular Synthetic Biology - could accelerate the pace of sociocultural evolution and consequently, the progression of human society into space. We will use this provocative vision to advance thinking about how the emerging field of Service Science, Management, and Engineering (SSME) might help us anticipate and better handle the challenges of this inevitable evolutionary process.

Bergner, David↗
NASA NTRS2010

Advancing Innovation Through Collaboration: Implementation of the NASA Space Life Sciences Strategy

On October 18, 2010, the NASA Human Health and Performance center (NHHPC) was opened to enable collaboration among government, academic and industry members. Membership rapidly grew to 90 members (http://nhhpc.nasa.gov ) and members began identifying collaborative projects as detailed in this article. In addition, a first workshop in open collaboration and innovation was conducted on January 19, 2011 by the NHHPC resulting in additional challenges and projects for further development. This first workshop was a result of the SLSD successes in running open innovation challenges over the past two years. In 2008, the NASA Johnson Space Center, Space Life Sciences Directorate (SLSD) began pilot projects in open innovation (crowd sourcing) to determine if these new internet-based platforms could indeed find solutions to difficult technical problems. From 2008 to 2010, the SLSD issued 34 challenges, 14 externally and 20 internally. The 14 external challenges were conducted through three different vendors: InnoCentive, Yet2.com and TopCoder. The 20 internal challenges were conducted using the InnoCentive platform, customized to NASA use, and promoted as NASA@Work. The results from the 34 challenges involved not only technical solutions that were reported previously at the 61st IAC, but also the formation of new collaborative relationships. For example, the TopCoder pilot was expanded by the NASA Space Operations Mission Directorate to the NASA Tournament Lab in collaboration with Harvard Business School and TopCoder. Building on these initial successes, the NHHPC workshop in January of 2011, and ongoing NHHPC member discussions, several important collaborations have been developed: (1) Space Act Agreement between NASA and GE for collaborative projects (2) NASA and academia for a Visual Impairment / Intracranial Hypertension summit (February 2011) (3) NASA and the DoD through the Defense Venture Catalyst Initiative (DeVenCI) for a technical needs workshop (June 2011) (4) NASA and the San Diego Zoo for a joint challenge in biomimicry (5) NASA and the FAA Center of Excellence for Commercial Space Flight for five collaborative projects (6) NASA and ESA for a Space Medicine Workshop (July 2011) (7) NASA and Tufts University for an education pilot (8) Establishment of long-term contracts (August 2011) to enable future challenges (9) Establishment of a new Center of Excellence for Collaborative Innovation (July 2011) for all federal agencies in the US

Davis, Jeffrey R.↗
NASA NTRS2018

Gradient Field Imploding Liner Fusion Propulsion System: NASA Innovative Advanced Concepts Phase I Final Report

The advancement of human deep space exploration requires the continued development of energetic in-space propulsion systems, from current chemical engines to nuclear thermal rockets to future high energy concepts such as nuclear fusion. As NASA embarks on a program to develop near-term nuclear thermal propulsion, this NASA Innovative Advanced Concepts (NIAC) Phase I activity was funded to investigate the feasibility of an innovative approach toward highly energetic pulsed fusion propulsion. Previous concept studies have proposed the conversion of fusion energy for in-space propulsion, ranging from laser-ignited fusion systems such as Gevaltig and VISTA, to the British Interplanetary Society's Daedalus concept and its more recent incarnation under Project Icarus, to steady-state spherical torus fusion systems. Recent NIAC studies have also evaluated several innovative fusion concepts, including the acceleration and compression of field reversed configuration plasmas in time-changing magnetic fields, magnetically driven liners imploding onto plasma targets, and high current z-pinch compression of material liners onto fission-fusion fuel targets. While each of these studies firmly established the potential benefits of fusion systems for interplanetary travel, they also identified significant challenges in successfully engineering such systems for spacecraft propulsion. The concept outlined in this Technical Publication (TP) builds on the lessons learned from these prior activities, approaching the quest for fusion-powered propulsion through an innovative variation of magneto-inertial fusion concepts developed for terrestrial power applications.

Lapointe, M. R.↗
NASA NTRS2016

Exploring the Science Trade Space with the JPL Innovation Foundry A-Team

The JPL Innovation Foundry has established a new approach for exploring, developing, and evaluating early concepts with a group called the Architecture Team (A-Team). The A-Team combines innovative collaborative methods and facilitated sessions with subject matter experts and analysis tools to help mature mission concepts. Science, implementation, and programmatic elements are all considered during an ATeam study. In these studies, Concept Maturity Levels (CML) are used to group methods. These levels include idea generation and capture (CML 1), initial feasibility assessment (CML 2), and trade space exploration (CML 3). Methods used for exploring the science objectives, feasibility, and scope will be described including use of a new technique for understanding the most compelling science, called a Science Return Diagram (SRD). In the process of developing the SRD, gradients in the science trade space are uncovered along with their implications for implementation and mission architecture. Special attention is paid towards developing complete investigations, establishing a series of logical claims that lead to the natural selection of a measurement approach. Over 20 science-focused A-Team studies have used these techniques to help science teams refine their mission objectives, make implementation decisions and reveal the mission concept’s most compelling science. This paper will describe the A-Team process for exploring the mission concept's science trade space and the Science Return Diagram technique.In June of 2011 a new collaborative engineering approach forearly concept formulation began in the JPL InnovationFoundry [1], six months later becoming the “A-Team” [2].Responding to a need for exploring mission architecturelevel trades [3], the A-Team precedes Team X [4,5] in asequence of concurrent engineering teams at JPL that can beused to mature a concept from a “cocktail napkin” level ideato a complete mission point design. The A-Team efficientlyexplores the science, implementation, and programmatictrade space in early concept formulation. Small, facilitatedgroups of experts generate innovative ideas, quantitativelyassess feasibility, and discover key sensitivities in the tradespace through collaborative analysis and use of advancedmethods and tools. The A-Team process builds off theexperience within JPL and other recent approaches to earlyconcept formulation [6] including best practices of the JPLInnovation Foundry, Project Systems Engineering &Formulation Section, Team Eureka and the Rapid MissionArchitecture Team[7].The A-Team is a focal point for innovative formulationapproaches and people within JPL. It relies on a largebackground of study resources, creative thinkers and “greybeard” scrutinizers, advanced tools, and subject matterexperts with both breadth and depth in experience andexpertise that are all available at JPL. The A-Team isdesigned to be a rapid and efficient process takingapproximately 6 weeks (the entire process can be as short asjust a few days or as long as up to three months) and costingthe equivalent of a work-month of a full-time employee orless. Studies begin with detailed planning and client reviewfollowed by study sessions, analysis work, and reporting.The staffing on each study is customized to the study goalsand objectives, and it is addressed early in the A-Teamprocess. Sessions are generally half-day or whole-day eventsand conducted over a series of days with focused agendas thatare moderated by a trained facilitator. Preliminary results andknowledge capture are available within hours of each session,and a final report is generally available two weeks later.One of the biggest challenges facing early conceptdevelopment is understanding the gradient in science returnversus various available mission scenarios and payload options. Often times, major areas of scientific inquiry havealready been prioritized by science groups, including throughthe National Research Council’s Decadal Studies inAstronomy, Planetary, and Earth Science. Yet science teamscontinue to struggle, especially in competitive missionsolicitations, to capture the right amount of scope that’sachievable within the cost constraints of the opportunity.Often the desire to completely and comprehensively study ascience area in just one mission (after all, true missionopportunities are rare) drives teams to take on too much,providing requirements that are unachievable within theresources of the opportunity without inducing unacceptableimplementation risk. Alternatively, science teams can seekto reduce risk by using an established instrument, but havenot thought through the traceability and key aspects of thescience question to justify its use. Both scenarios lead to badassumptions at the beginning of the concept development thatcan then ripple through implementation option choices,potentially preventing what would have been a good scienceinvestigation from being selected.The purpose of this paper is first to provide some additionalbackground and summary of the A-Team process, tools,people, and facilities. We then focus on the A-Teammethodology for overcoming the barriers of defining thescience scope well at the early concept development stage.This includes understanding the science story andtraceability, and then examining the gradient in science returnversus key characteristics of observables, developing theright payload and mission requirement specification throughexamining the science and implementation trade space.

Ziemer, John K.↗
NASA NTRSDate not supplied

Creating Portfolio Management Concepts for Highly Agile and Innovative Government Research Programs Using Design Thinking and Lean Startup Methodologies

Managing a research and development (R&D) portfolio presents numerous challenges, such as prioritizing research areas, remaining agile, strategic workforce planning, and measuring return on investment, impact, and innovation. One government R&D program is charged with producing a high degree of innovative, transformational breakthroughs in aviation technology. A practical, structured methodology for strategically prioritizing emerging aviation R&D in such an environment is lacking. The existing multi-criteria decision aid tools are primarily utilized at an enterprise level, take months to set up and collect data, require large teams of experts, are used on an infrequent basis, and are not conducive to a highly innovative, high-risk portfolio. Prior to audaciously creating a new portfolio prioritization process, the exact challenges with portfolio management for R&D projects were identified using the design thinking and lean start-up methods. A key part of this discovery process was interviewing stakeholders, as well as other managers of organizations charged with producing innovative portfolios. These interviews, as well as additional techniques, were used to develop a deeper understanding of the challenges and, subsequently, lay the foundation for development of an effective portfolio prioritization process. Four potential concepts that represent key findings emerged: carefully selected criteria for portfolio assessment and selection, targeted portfolio turnover rate, dynamic portfolio prioritization framework, and streamlined transition or commercialization of R&D. Acting on any one of the resulting portfolio management concepts will increase the transparency and confidence in portfolio decisions and, ideally, result in a greater degree of transformational breakthroughs in aviation technology.

project portfolio management↗
NASA NTRSDate not supplied

A Conceptual Model for Integrating Design Thinking and Lean Startup Methods into the Innovation Process

Design thinking is a methodology that comes from the industrial design realm and is centred on culling better insight into needs from users. Another popular methodology is based on gaining insight on the potential of an opportunity through experimentation, testing, and iterating with users. These are commonly referred to as lean startup methods. However, from a research perspective, we still do not know the most effective way to implement these user-focused design methods within the innovation process within organizations, and which aspects of the design process are the most impactful in developing new opportunities. In this research, we propose a high-level conceptual process model on how user-focused design methods such as design thinking and lean startup methods can be integrated into the up-front innovation process within organizations. This is based on a mix of digital ethnography, business historiography, and ethnographic, embedded participant observation of an organization's development of an innovation process. We review the conceptual model, associated activities, and process considerations. The article concludes with thoughts on future research.

Design Innovation↗
NASA NTRS2023

Swamp Works Technology Development 10th Anniversary: 2013-2023 - Innovative Research & Technology Development Summary

Kennedy Space Center’s (KSC) Swamp Works, provides government and commercial space ventures with the technologies required for working and living on the surfaces of the Moon or other planets and bodies in our solar system. The Swamp Works team establishes rapid, innovative and cost-effective exploration mission solutions through leveraging of partnerships across NASA, industry and academia. Concepts start small and build up efficiently, with lean development processes and a hands-on approach. Testing is performed in early stages to drive design improvements and progressively increase Technology Readiness Levels (TRL). Swamp Works provides concepts, architecture studies and trades, designs, data, technology development, technology demonstration hardware, flight hardware, testing, flight support and knowledge in support of the development of surface systems. It consists of several teams with associated laboratories and test capabilities. The Granular Mechanics and Regolith Operations (GMRO) Laboratory and the Electrostatics and Surface Physics Laboratory (ESPL) are co-located in the Engineering Development Lab (EDL) facility high bay. The Applied Chemistry Lab (ACL) is in an adjacent facility and other KSC labs are being influenced by the innovation methods pioneered at the Swamp Works. The Swamp Works was founded in January 2013 by a group of scientists and engineers at KSC with the over-arching vision of expanding humanity and civilization into the solar system by the use of space resources via advanced technology. Ultimately, this will create a solar system economy that will improve the human condition due to the abundance of energy and resources. This presentation will summarize the projects and technology development that have been performed by the Swamp Works to celebrate its 10th Anniversary of innovation success.

Swamp Works↗
NASA NTRS1974

The effects of techno-economic and organizational factors on the adoption of NASA-innovations by commercial firms in the U.S

The present work reports on the effects of several organizational and techno-economic factors which tend to facilitate or inhibit the successful transfer and commercial utilization of technology generated outside the organizational setting of a potential industrial user. Innovations were regarded as either product cases or process cases, and successful adoption of these innovations was related to systematic data on the relation between innovator and user and on channels of communication.

Chakrabarti, A. K.↗
NASA NTRS1981

Tactical STOL moment balance through innovative configuration technology

Innovative and conventional thrust vectoring moment balance mechanisms, as applied to advanced tactical fighters, are examined. The innovative mechanisms include thrust line translation, life line translation, and auxiliary power control; the conventional mechanisms under investigation are horizontal tails, canards, and variable sweep wings. These mechanisms are tested for their ability to provide negative static margins for landing approach or relocation of the vectored thrust line nearer the aircraft's center of gravity. The net pitching moment due to wing, flaps, and vectored thrust lift would then be small, making possible beneficial trim forces from small trimming devices. These innovative mechanisms are, however, possibly heavy and must be evaluated on their complexity, reliability, maintainability, and STOL capabilities. Several candidate fighter configurations are compared and evaluated.

Eckard, G. J.↗
NASA NTRS1985

The use of analogs in the innovation process - A software engineering protocol analysis

A human information processing account of how experienced practitioners utilize analogs in the innovation process is presented. The protocols of several practitioners are collected and analyzed. The problem behavior graphs, knowledge elements utilized, and operator elements applied are described, and a descriptive model of the innovation process is assembled. Implications for a production system, deviations from other models of the innovation process, and extensions to other models of the analogy procedure are explored.

Silverman, B. G.↗