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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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All sourcesNASA NTRSDOE OSTI
NASA NTRS1991

Solar System Exploration Division Strategic Plan, volume 1. Executive summary and overview

This first document is the first of a six-volume series presenting the Solar System Exploration Division's Strategic Plan for the 10-year period FY 1994 to FY 2003. The overall strategy is characterized by five fundamental precepts: (1) execute the current program; (2) improve the vitality of the program and the planetary science community; (3) initiate innovative, small, low-cost planetary missions; (4) initiate new major and moderate missions; and (5) prepare for the next generation of missions. This Strategic Plan describes in detail our proposed approach to accomplish these goals. Volume 1 provides first an Executive Summary of highlights of each of the six volumes, and then goes on to present an overview of the plan, including a discussion of the planning context and strategic approach. Volumes 2, 3, 4, and 5 describe in detail the initiatives proposed. An integral part of each of these volumes is a set of responses to the mission selection criteria questions developed by the Space and Earth Science Advisory Committee. Volume 2, Mission From Planet Earth, describes a strategy for exploring the Moon and Mars and sets forth proposed moderate missions--Lunar Observer and a Mars lander network. Volume 3, Pluto Flyby/Neptune Orbiter, discusses our proposed major new start candidate for the FY 1994 to FY 1998 time frame. Volume 4, Discovery, describes the Near-Earth Asteroid Rendezvous, as well as other candidates for this program of low-cost planetary missions. Volume 5, Toward Other Planetary Systems, describes a major research and analysis augmentation that focuses on extrasolar planet detection and the study of planetary system processes. Finally, Volume 6 summarizes the technology program that the division has structured around these four initiatives.

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NASA NTRS1994

Langley Research Center Strategic Plan for Education

Research assignment centered on the preparation of final draft of the NASA Langley Strategic Plan for Education. Primary research activity consisted of data collection, through interviews with LaRC Office of Education and NASA Headquarters staff, university administrators and faculty, and school administrators / teachers; and documentary analysis. Pre-college and university programs were critically reviewed to assure effectiveness, support of NASA and Langley's mission and goals; National Education Goals; and educational reform strategies. In addition to these mandates, pre-college programs were reviewed to address present and future LaRC activities for teacher enhancement and preparation. University programs were reviewed with emphasis on student support and recruitment; faculty development and enhancement; and LaRC's role in promoting the utilization of educational technologies and distance learning. The LaRC Strategic Plan for Education will enable the Office of Education to provide a focused and well planned continuum of education programs for students, teachers and faculty. It will serve to direct and focus present activities and programs while simultaneously offering the flexibility to address new and emerging directions based on changing national, state, and agency trends.

Proctor, Sandra B.↗
NASA NTRS2010

An Overview of the NASA Aeronautics Test Program Strategic Plan

U.S. leadership in aeronautics depends on ready access to technologically advanced, efficient, and affordable aeronautics test capabilities. These systems include major wind tunnels and propulsion test facilities and flight test capabilities. The federal government owns the majority of the major aeronautics test capabilities in the United States, primarily through the National Aeronautics and Space Administration (NASA) and the Department of Defense (DoD), however an overarching strategy for management of these national assets was needed. Therefore, in Fiscal Year (FY) 2006 NASA established the Aeronautics Test Program (ATP) as a two-pronged strategic initiative to: (1) retain and invest in NASA aeronautics test capabilities considered strategically important to the agency and the nation, and (2) establish a strong, high level partnership with the DoD Test Resources Management Center (TRMC), stewards of the DoD test and evaluation infrastructure. Since then, approximately seventy percent of the ATP budget has been directed to underpin fixed and variable costs of facility operations within its portfolio and the balance towards strategic investments in its test facilities, including maintenance and capability upgrades. Also, a strong guiding coalition was established through the National Partnership for Aeronautics Testing (NPAT), with governance by the senior leadership of NASA s Aeronautics Research Mission Directorate (ARMD) and the DoD's TRMC. As part of its strategic planning, ATP has performed or participated in many studies and analyses, including assessments of major NASA and DoD aeronautics test capabilities, test facility condition evaluations and market research. The ATP strategy has also benefitted from unpublished RAND research and analysis by Ant n et al. (2009). Together, these various studies, reports and assessments serve as a foundation for a new, five year strategic plan that will guide ATP through FY 2014. Our vision for the future is a balanced portfolio of aeronautics ground and flight test capabilities that advance U.S. leadership in aeronautics in the short and long term. Key to the ATP vision is the concept of availability, not necessarily ownership; that is, NASA does not have to own and operate all facilities that are envisioned for future aeronautics testing. However, ATP will enable access to capabilities which are needed but not owned by NASA through strategic partnerships and reliance agreements. This paper will outline the major aspects of the ATP strategic plan for achieving its mission.

Marshall, Timothy J.↗
NASA NTRS2021

Report on Workshop on Artificial Intelligence in Strategic Planning and Science Prioritization

This report details the observations from a two-day virtual workshop, held May 12-13, 2020, focused on whether, and how, artificial intelligence (AI) could assist humans in strategic planning, specifically in science and technology prioritization. The participants identified several “key challenges” that AI might tackle in this area. To further understand the value of these key challenges the workshop then developed related test cases that would demonstrate specifically how AI/machine learning (ML) could provide assistance to humans. Approximately 40 subject matter experts (SMEs), with backgrounds in AI, strategic planning for science, and scientific data, were gathered for the conference. This report collates the details of the output of the workshop. The “best” test cases include (in no particular order):Use of AI to assist in selecting Decadal Survey priorities. * Use of AI to identify new, or previously unidentified, science topics for prioritization. * Using AI to better label and increase discoverability of scientific literature and proposals. * Use of AI to enhance current observation capabilities for scientific missions. * Using AI to mitigate biases in selection of proposal reviewers and membership of advisory committees. Examination of these test cases indicates that Natural Language Processing (NLP) is a common capability found in most of the ”best” (top-rated) test cases and is a valuable, multi-purpose tool which enables ML in this area.

strategic planning↗
NASA NTRS1988

Microgravity strategic plan, 1988

The NASA agency-wide microgravity strategic plan is presented, and its research, applications, and commercialization for the 1990's is addressed. The plan presents an analysis of the current situation, identifies critical factors, and defines goals, objectives, and strategies, which are intended to: (1) provide a context for decision making; (2) assure realism in long-range planning and direction for hardware development; and (3) establish a framework for developing a national microgravity research plan.

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NASA NTRS2002

Strategic Plan

The Mission of the NSBRI will be to lead a National effort for accomplishing the integrated, critical path, biomedical research necessary to support the long term human presence, development, and exploration of space and to enhance life on Earth by applying the resultant advances in human knowledge and technology acquired through living and working in space. To carry out this mission, the NSBRI focuses its activities on three Strategic Programs: Strategic Program 1: Countermeasure Research Strategic Program 2: Education, Training and Outreach Strategic Program 3: Cooperative Research and Development. This document contains the detailed Team Strategic Plans for the 11 research teams focused on Strategic Program 1, and the Education and Outreach Team focused on Strategic Program 2. There is overlap and integration among the Programs and Team Strategic Plans, as described in each of the Plans.

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NASA NTRS1991

Microgravity strategic planning exercise

The Center for Space and Advanced Technology supported a planning exercise for the Microgravity Program management at the Marshall Space Flight Center. The effort focused on the status of microgravity work at MSFC and elsewhere with the objective of preparing a goal-oriented strategic planning document which could be used for informational/brochure purposes. The effort entailed numerous interactions and presentations with Field Center programmatic components and Headquarters personnel. Appropriate material was consolidated in a draft format for a MSFC Strategic Plan.

Halpern, Richard↗
NASA NTRS1981

DSN model for use in strategic planning

A System Dynamics Model of the DSN to support strategic planning for the Network is addressed. Applications for the model are described, as well as the foundations of system dynamics and the methodology used to develop the model. Activities to date and plans for future work are also discussed.

Kelly, K. C.↗
DOE OSTI2026

ARM Aerosol Measurement Science Group 2024 Strategic Planning Workshop Report

This report summarizes the results of the 2024 Strategic Planning Workshop conducted by the Aerosol Measurement Science Group (AMSG) for the U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) User Facility. The objective of this workshop was to provide ARM facility guidance through specific recommendations relating to aerosol science for a period of five years. The AMSG primary focus of this workshop was to help advance strategic external partnership engagement for ARM’s aerosol measurement program. The workshop was held July 9-10, 2024 at the University of Utah. This was the third such workshop since the AMSG was chartered in 2015 to enhance coordination of ARM observations of aerosols and atmospheric trace gases with the needs of ARM users.

54 ENVIRONMENTAL SCIENCES↗
NASA NTRS1991

Space science and applications: Strategic plan 1991

The Office of Space Science and Applications (OSSA) 1991 Strategic Plan reflects a transitional year in which we respond to changes and focus on carrying out a vital space science program and strengthening our research base to reap the benefits of current and future missions. The Plan is built on interrelated, complementary strategies for the core space science program, for Mission to Planet Earth, and for Mission from Planet Earth. Each strategy has its own unique themes and mission priorities, but they share a common set of principles and a common goal - leadership through the achievement of excellence. Discussed here is the National Space Policy; an overview of OSSA activities, goals, and objectives; and the implications of the OSSA space science and applications strategy.

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NASA NTRS2000

The Space Science Enterprise Strategic Plan

It is a pleasure to present our new Space Science Strategic Plan. It represents contributions by hundreds of members of the space science community, including researchers, technologists, and educators, working with staff at NASA, over a period of nearly two years. Our time is an exciting one for space science. Dramatic advances in cosmology, planetary research, and solar-terrestrial science form a backdrop for this ambitious plan. Our program boldly addresses the most fundamental questions that science can ask: (1) how the universe began and is changing, (2) what are the past and future of humanity, and (3) whether we are alone. In taking up these questions, researchers and the general public--for we are all seekers in this quest--will draw upon all areas of science and the technical arts. Our Plan outlines how we will communicate our findings to interested young people and adults. The program that you will read about in this Plan includes forefront research and technology development on the ground as well as development and operation of the most complex spacecraft conceived. The proposed flight program is a balanced portfolio of small missions and larger spacecraft. Our goal is to obtain the best science at the lowest cost, taking advantage of the most advanced technology that can meet our standards for expected mission success. In driving hard to achieve this goal, we experienced some very disappointing failures in 1999. But NASA, as a research and development agency, makes progress by learning also from mistakes, and we have learned from these.

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NASA NTRS1993

Role of strategic planning in engineering management

Today, more than ever before, engineers are faced with uncertain and sometimes chaotic environments in which to function. The traditional roles of an engineer to design, develop, and streamline a manufacturing process for a product are still valued and relevant. However, the need for an engineer to participate in the process of identifying the product to be developed, the schedule and resources required, and the goal of satisfying the customer, has become paramount to achieving the success of the enterprise. When we include these endeavors in the functions of an engineer, management of 'engineering' takes on a new dimension. In this paper, the ramifications of the changing and increased functions of an engineer and consequent impacts on engineering management are explored. The basic principles which should be invoked in order to embrace the new environment for engineering management are outlined. The ultimate finding of this study is that the enterprise strategic plan should be developed in such a way as to allow engineering management to encompass the full spectrum of the responsibilities of engineers. A consequence of this is that the fundamental elements of the strategic process can best be implemented through a project team or group approach. The paper thus concentrates on three areas: evolving environment, strategic plan, and ways to achieve enterprise success.

Krishen, Kumar↗
NASA NTRS2015

Strategic Planning of Efficient Oceanic Flights

The efficiency of oceanic flights is low due to limited navigational and communication equipment, congestion and airspace restrictions. The availability of Automated Dependent Surveillance-Broadcast (ADS-B) and other improvements provides opportunity for better strategic planning of trajectories. Transatlantic flights between US and Europe constitute one of the busiest oceanic airspace regions in the world. This paper examines the benefits of a wind-optimal trajectory concept with a strategic de-confliction component compared to the current flight planning using the North Atlantic Tracks. The methodology generates a wind-optimal route for each aircraft and a strategic reduction in the potential conflicts between aircraft by a combination of small adjustments to departure times and rerouting. The de-confliction is achieved by optimization techniques involving simulated annealing with local gradient searching. The fuel burn for the tracks in today's Organized Track System are compared with the corresponding quantities for the wind-optimized routes to evaluate the potential benefits of flying wind-optimal routes in North Atlantic Airspace. The analysis is based on air traffic between US and Europe during July 2012. The potential fuel savings depend on existing inefficiencies in current flight plans, atmospheric conditions and location of the city-pairs. The paper provides both aggregate results and detailed examination of some of the most popular city-pairs. Results show that strategic planning can improve the efficiency of flight trajectories by 3 to 5 depending on city-pairs and aircraft type. This translates into a potential fuel savings in the range of (420-970) kg per flight for a Boeing 767-300, the most widely used aircraft between the city-pairs in this study.

oceanic operations↗
DOE OSTI2026

Cyber-Informed Engineering for Strategic Planning

The CIE Guide for Engaging Organizational Leadership: Board and C-Suite describes how to apply CIE at the senior-level of organizational management. This guidance integrates CIE concepts into theory and practice of guiding coalition leadership to improve permeation of CIE concepts throughout organizational culture. This guide incorporates feedback from CIE community of practice volunteers in a study of how business administrative and strategic planning and management guidance and course materials can be applied to CIE implementation throughout an organization's principles and processes. This guide defines the interests guiding senior leadership, managers and supervisors, and technicians and workers involved in creating and operating and maintaining systems, and cultural/ historical/ political assumptions or influences shaped the landscape that could facilitate or impede development of CIE. The included guidance for organizational strategic management and leadership can be imbedded into contract guidance based on the CIE implementation guide and lessons learned from industry application.

97 MATHEMATICS AND COMPUTING↗
NASA NTRS2001

NASA strategic planning for 2000 and beyond

This short paper outlines the United States National Aeronautics and Space Administration's development of its 2000 Strategic Plan.

United States National Aeronautics and Space Admin↗
NASA NTRS1994

Space Science for the 21st Century. Strategic Plan for 1995-2000

This publication is one of three volumes in 'Space Science for the 21st Century', the Office of Space Science Strategic plan for 1995-2000. The other two volumes are the recently released Integrated Technology Strategy and the Education Plan, which is in preparation at this publication date. The Science Plan was developed by the Office of Space Science (OSS) in partnership with the Space Science Advisory Committee. The mission of the OSS is to seek answers to fundamental questions about: the galaxy and the universe; the connection between the Sun, Earth, and Heliosphere; the origin and evolution of planetary systems; and the origin and distribution of life in the universe. The strategy to answer these questions includes completing the means to survey the universe across the entire electromagnetic spectrum; completing the survey of cosmic rays through their highest energies, and of interstellar gas; carrying out a basic new test of the Theory of General Relativity; completing development of the means to understand the mechanisms of solar variability and its effects on Earth; completing the first exploration of the inner and outer frontiers of the heliosphere; determining the plasma environments of the solar system planets and how those environments are affected by solar activity; completing development of the means to finish the reconnaissance of the entire solar system from the Sun to Pluto; beginning the comprehensive search for other planets around other stars; resuming surface exploration of solar system bodies to understand the origin and evolution of the Sun's planetary system; continuing the study of biogenic compounds and their evolution in the universe; and searching for indicators of past and present conditions conducive to life.

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NASA NTRS1990

Coordinating Council. Third Meeting: STI Strategic Plans

The NASA Scientific and Technical Information Program Coordinating Council conducts meetings after which both modified transcripts of presentations and interactive discussions are published. The theme for the November 1990 meeting was 'STI Strategic Plans'. This theme was the focus of recorded discussions by members of the council. The last section of the report presents visuals on strategic goals for the STI Information Division. NASA's vision is to be at the forefront of advancements in aeronautics, space science, and exploration. More specific NASA goals are listed followed by the STI Division mission statement. The Strategic Goals for the STI Division are outlined as follows: Implement effective management strategies, Accomplish rapid deployment of the NASA STI Network, Seek out and develop cooperative partnerships, Establish the STI Program as an integral part of the NASA R&D effort, Enhance the quality of our products and services through a focus on the customer, Build an attitude of quality throughout the enterprise, Expand the existing participant community, Assert a NASA leadership role for STI policy, and Develop a program for information science R&D. The STI division mission statement appears on the document cover as follows 'The mission of the NASA STI Program is to advance aerospace knowledge, contribute to U.S. competitiveness, and become an integral partner in NASA R&D programs to support NASA goals.'

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