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NASA NTRS2015

Space Launch System Co-Manifested Payload Options for Habitation

The Space Launch System (SLS) has a co-manifested payload capability that will grow over time as the launch vehicle matures and planned upgrades are implemented. The final configuration is planned to be capable of inserting a payload greater than 10 metric tons (mt) into a trans-lunar injection trajectory along with the crew in the Orion capsule and its service module. The co-manifested payload is located below the Orion and its service module in a 10 m high fairing similar to the way the Saturn launch vehicle carried the lunar lander below the Apollo command and service modules. Various approaches that utilize this comanifested payload capability to build up infrastructure in deep space have been explored in support of future asteroid, lunar, and Mars mission scenarios. This paper reports on the findings of the Advanced Concepts Office study team at NASA Marshall Space Flight Center (MSFC) working with the Advanced Exploration Systems Program on the Exploration Augmentation Module Project. It includes some of the possible options for habitation in the co-manifested payload volume of the SLS. Findings include a set of module designs that can be developed in 10 mt increments to support these co-manifested payload missions along with a comparison of this approach to a large-module payload flight configuration for the SLS.

Smitherman, David↗
NASA NTRS2004

Simulation Based Acquisition for NASA's Office of Exploration Systems

In January 2004, President George W. Bush unveiled his vision for NASA to advance U.S. scientific, security, and economic interests through a robust space exploration program. This vision includes the goal to extend human presence across the solar system, starting with a human return to the Moon no later than 2020, in preparation for human exploration of Mars and other destinations. In response to this vision, NASA has created the Office of Exploration Systems (OExS) to develop the innovative technologies, knowledge, and infrastructures to explore and support decisions about human exploration destinations, including the development of a new Crew Exploration Vehicle (CEV). Within the OExS organization, NASA is implementing Simulation Based Acquisition (SBA), a robust Modeling & Simulation (M&S) environment integrated across all acquisition phases and programs/teams, to make the realization of the President s vision more certain. Executed properly, SBA will foster better informed, timelier, and more defensible decisions throughout the acquisition life cycle. By doing so, SBA will improve the quality of NASA systems and speed their development, at less cost and risk than would otherwise be the case. SBA is a comprehensive, Enterprise-wide endeavor that necessitates an evolved culture, a revised spiral acquisition process, and an infrastructure of advanced Information Technology (IT) capabilities. SBA encompasses all project phases (from requirements analysis and concept formulation through design, manufacture, training, and operations), professional disciplines, and activities that can benefit from employing SBA capabilities. SBA capabilities include: developing and assessing system concepts and designs; planning manufacturing, assembly, transport, and launch; training crews, maintainers, launch personnel, and controllers; planning and monitoring missions; responding to emergencies by evaluating effects and exploring solutions; and communicating across the OExS enterprise, within the Government, and with the general public. The SBA process features empowered collaborative teams (including industry partners) to integrate requirements, acquisition, training, operations, and sustainment. The SBA process also utilizes an increased reliance on and investment in M&S to reduce design risk. SBA originated as a joint Industry and Department of Defense (DoD) initiative to define and integrate an acquisition process that employs robust, collaborative use of M&S technology across acquisition phases and programs. The SBA process was successfully implemented in the Air Force s Joint Strike Fighter (JSF) Program.

Hale, Joe↗
NASA NTRS2021

Fairfax County Urban Development: Identifying Urban Heat Mitigation Strategies for Climate Adaptation Planning in Fairfax County, Virginia

Extreme high temperatures lead to increased instances of cardiovascular disease, pulmonary disease, and even death, as well as increased energy consumption and infrastructure costs. People in urbanized areas experience higher temperatures than rural areas due to diminished vegetation and increased impervious surfaces which absorb and radiate heat. Fairfax County, Virginia has embarked on Resilient Fairfax, a program aimed at addressing climate adaptation and resilience. The DEVELOP team partnered with the Fairfax County Office of Environmental and Energy Coordination (OEEC) to assess the extent of the urban heat island effect on the county and its most vulnerable populations. The team used data from Landsat 8 Operational Land Imager (OLI) and Thermal Infrared Sensor (TIRS), as well as the ECOsystem Spaceborne Thermal Radiometer Experiment on Space Station (ECOSTRESS) for the years 2013 to 2021 and found that the hottest spots were in densely urbanized areas, with temperatures as much as 47°F above that of undeveloped reference areas. The team used the Integrated Valuation of Ecosystem Services and Tradeoffs (InVEST) urban cooling model and determined that areas with higher tree canopy cover had greater heat mitigation capacity. Estimates from the InVEST model showed that a 4.5% increase in canopy cover across the county could result in a temperature reduction of up to 2.4°F in some areas. The results will allow partners to assess heat distribution across Fairfax County and implement effective mitigation strategies, including locating prime locations for cooling centers and increasing canopy cover.

W. Pierce Holloway↗
NASA NTRS2001

The Launch Systems Operations Cost Model

One of NASA's primary missions is to reduce the cost of access to space while simultaneously increasing safety. A key component, and one of the least understood, is the recurring operations and support cost for reusable launch systems. In order to predict these costs, NASA, under the leadership of the Independent Program Assessment Office (IPAO), has commissioned the development of a Launch Systems Operations Cost Model (LSOCM). LSOCM is a tool to predict the operations & support (O&S) cost of new and modified reusable (and partially reusable) launch systems. The requirements are to predict the non-recurring cost for the ground infrastructure and the recurring cost of maintaining that infrastructure, performing vehicle logistics, and performing the O&S actions to return the vehicle to flight. In addition, the model must estimate the time required to cycle the vehicle through all of the ground processing activities. The current version of LSOCM is an amalgamation of existing tools, leveraging our understanding of shuttle operations cost with a means of predicting how the maintenance burden will change as the vehicle becomes more aircraft like. The use of the Conceptual Operations Manpower Estimating Tool/Operations Cost Model (COMET/OCM) provides a solid point of departure based on shuttle and expendable launch vehicle (ELV) experience. The incorporation of the Reliability and Maintainability Analysis Tool (RMAT) as expressed by a set of response surface model equations gives a method for estimating how changing launch system characteristics affects cost and cycle time as compared to today's shuttle system. Plans are being made to improve the model. The development team will be spending the next few months devising a structured methodology that will enable verified and validated algorithms to give accurate cost estimates. To assist in this endeavor the LSOCM team is part of an Agency wide effort to combine resources with other cost and operations professionals to support models, databases, and operations assessments.

Prince, Frank A.↗
NASA NTRS1992

NASA's commercial space program

This paper will review the goals, status and progress of NASA's commercial space development program administered by the Office of Commercial Programs (OCP). The technologies and flight programs underway by NASA's Centers for Commercial Development (CCDS), NASA's field centers, and the NASA/Industry Joint Endeavor Programs will be summarized. A summary of completed and upcoming commercial payload activities on Shuttle, suborbital rockets, and orbital ELV's will be provided. The new commercial infrastructure and transportation initiatives will be discussed including the Wake Shield Facility, Consort and Joust suborbital rocket programs, the COMET orbital and recovery program, and the Commercial Middeck Accommodation Module Program with Spacehab Inc. Finally, the Commercial Space Station Freedom Program planned by OCP will be reviewed.

Ott, Richard H.↗
NASA NTRSDate not supplied

Improving Boundary Layer Data Assimilation in the NASA GEOS System

The Goddard Earth Observing System (GEOS) developed by the NASA Global Modeling and Assimilation Office assimilates a wide range of observations to support various NASA Earth Science missions. As Measurement of planetary boundary layer (PBL) was designated as an incubation program by the 2018 Decadal Survey, we have aimed to improve PBL thermodynamic structure using data from multiple observing systems. In particular, we have developed strategies and infrastructure to assimilate PBL height (PBLH) data derived from radiosondes, GNSS radio occultation, space-based lidar (CALIPSO, CATS, IceSat-2), ground-based lidar (MPLNET) and radar wind profilers to produce global PBL height analyses. We have also explored methods to better represent capping inversions by using PBLH data together with other observations in the GEOS to adjust background error covariance and enhance model PBL parameterization performance.

Y. Zhu↗
NASA NTRS2006

NASA Crew and Cargo Launch Vehicle Development Approach Builds on Lessons from Past and Present Missions

The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.

Dumbacher, Daniel L.↗
NASA NTRSDate not supplied

Gateway Program Progress and Overview

This paper provides an overview and status of the Gateway, which will be a small, human-tended space station in orbit around the Moon. The National Aeronautics and Space Administration (NASA) leads the Program and serves as the integrator of the spaceflight capabilities and contributions of U.S. commercial partners and international partners to develop the Gateway. Gateway is the cornerstone of sustainable deep space human exploration and is an essential element of the infrastructure necessary for the execution of the Artemis missions to the Moon. This paper will outline the current planned configuration and deployment of the station, describing the concept of operations and how Gateway supports both lunar surface missions and also serves as the springboard for exploration deeper in space. Calendar year 2022 will see the accomplishments of major milestones such as over twenty systems preliminary design reviews (PDRs), a Program-wide PDR-informed synchronization review, and NASA Key Decision Point marking the evolution of the program as a whole from the formulation phase and into implementation. This paper will provide a progress update for each major component of the Gateway: The Power and Propulsion Element; the Habitation and Logistics Outpost (HALO); Deep Space Logistics; the International Habitation module; the European System Providing Refueling, Infrastructure, and Telecommunications (ESPRIT), which includes a Refueler Module and the HALO Lunar Communications System; External Robotics System; and an Airlock with both science and crew capabilities. For each component, the paper will describe the current maturity of the modules, acquisition strategy, contracts, and if applicable, international partnership status. This paper will also outline the integration function the Gateway Program Office performs at the NASA Johnson Space Center, including the multilateral governance structure and cross-program interfaces across Artemis.

Gateway↗
NASA NTRS1990

Overview of the surface architecture and elements common to a wide range of Lunar and Mars missions

NASA has studied future missions to the moon and Mars since the 1960's, and most recently during the studies for the Space Exploration Initiative chartered by President Bush. With these most recent studies, the Lunar and Mars Exploration Program Office is looking at a number of possible options for the human exploration of the solar system. Objectives of these options include science and exploration, testing and learning centers, local planetary resource development, and self sufficient bases. To meet the objectives of any particular mission, efforts have focused primarily in three areas: (1) space transportation vehicles, (2) the associated space infrastructure to support these vehicles, and (3) the necessary infrastructure on the planet surface to carry out the mission objectives. This paper looks at work done by the Planet Surface Systems Office at JSC in the third area, and presents an overview of the approach to determining appropriate equipment and elements of the surface infrastructure needed for these mission alternatives. It describes the process of deriving appropriate surface architectures with consideration of mission objectives leading to system concepts, designation of elements and element placement.

Connolly, John F.↗
NASA NTRS1987

NASA Office of Space Flight (OSF) in-orbit servicing program

Tools, fixtures and systems being developed to improve the efficiency of extravehicular activity (EVA) servicing operations; and tools developed for EVA use being adapted for use in robot-assisted EVA, local robotic servicing, and remote robotic servicing, are presented. The basic types of satellite servicing operations, the various modes by which they can be accomplished, and the hardware which supports these modes are outlined. The program and hardware elements of the program infrastructure are reviewed.

Levin, George C.↗
NASA NTRS2023

Computer Human Interface Challenges in Space Exploration

NASA’s plans to return humans to the Lunar surface require overcoming a variety of challenging technical and operational obstacles. In 2022, NASA formed the Extravehicular Activity (EVA) and Human Surface Mobility (HSM) Program (EHP) at the Johnson Space Center with responsibilities including development of space suits and surface mobility systems for Lunar missions. This program includes a Technology Development and Partnerships office chartered to identify high priority gaps in capabilities for Lunar surface mobility and to coordinate resources to close those gaps. This presentation details the EHP technology roadmap for “Informatics and Decision Support,” a subset of spacecraft avionics focused on effective and autonomous crew interaction with spaceflight systems. The gaps, grouped into displays, audio systems, and information technology infrastructure, are largely driven by the unique interaction requirements for human spacecraft and the severe radiation environments beyond low earth orbit. The roadmap identifies ongoing activities and paths to technology infusion into Lunar spacecraft. NASA is seeking input on the content and ideas for alternative paths to gap closure. Closing these gaps is important to successful human operations on the Lunar surface and vital to NASA’s long-term goal of human missions to Mars.

Spacecraft Displays↗
NASA NTRS1995

Information Infrastructure Technology and Applications (IITA) Program: Annual K-12 Workshop

The purpose of the K-12 workshop is to stimulate a cross pollination of inter-center activity and introduce the regional centers to curing edge K-1 activities. The format of the workshop consists of project presentations, working groups, and working group reports, all contained in a three day period. The agenda is aggressive and demanding. The K-12 Education Project is a multi-center activity managed by the Information Infrastructure Technology and Applications (IITA)/K-12 Project Office at the NASA Ames Research Center (ARC). this workshop is conducted in support of executing the K-12 Education element of the IITA Project The IITA/K-12 Project funds activities that use the National Information Infrastructure (NII) (e.g., the Internet) to foster reform and restructuring in mathematics, science, computing, engineering, and technical education.

Hunter, Paul↗
NASA NTRS2005

Report of the Interagency Optical Network Testbeds Workshop 2, NASA Ames Research Center, September 12-14, 2005

The Optical Network Testbeds Workshop 2 (ONT2), held on September 12-14, 2005, was cosponsored by the Department of Energy Office of Science (DOE/SC) and the National Aeronautics and Space Administration (NASA), in cooperation with the Joint Engineering Team (JET) of the Federal Networking and Information Technology Research and Development (NITRD) Program's Large Scale Networking (LSN) Coordinating Group. The ONT2 workshop was a follow-on to an August 2004 Workshop on Optical Network Testbeds (ONT1). ONT1 recommended actions by the Federal agencies to assure timely development and implementation of optical networking technologies and infrastructure. Hosted by the NASA Ames Research Center in Mountain View, California, the ONT2 workshop brought together representatives of the U.S. advanced research and education (R&E) networks, regional optical networks (RONs), service providers, international networking organizations, and senior engineering and R&D managers from Federal agencies and national research laboratories. Its purpose was to develop a common vision of the optical network technologies, services, infrastructure, and organizations needed to enable widespread use of optical networks; recommend activities for transitioning the optical networking research community and its current infrastructure to leading-edge optical networks over the next three to five years; and present information enabling commercial network infrastructure providers to plan for and use leading-edge optical network services in that time frame.

OEP(Open Exchange Points)↗
NASA NTRS1989

NASA support for commerce in space - Broadening opportunities

The status of the NASA Office of Commercial Program's initiatives to implement the 1988 commercial space policy and expand industrial interest in the commercial development of space in the post-Challenger era is presented. Specific objectives have been developed to capture the drive and creativity of the private sector, for increasing NASA's effectiveness in conducting business with industrial firms, and impacting the commercial space market. An aggressive, comprehensive, and forward-looking program has been defined which provides the type of infrastructure and organization required to bring industry into the mainstream of space activities.

Stone, Barbara A.↗
NASA NTRS2014

Raising Nuclear Thermal Propulsion (NTP) Technology Readiness Above 3

NTP development is currently supported by the NASA program office "Advanced Exploration Systems". The concept is a main propulsion option being considered for human missions to Mars in the 2030's. Major NTP development took place in the 1960's and 1970's under the Rover/NERVA program. The technology had matured to TRL 6 and was preparing to go to TRL 7 with a prototype flight engine before the program was cancelled. Over the last 40 years, a variety of continuations started, but only lasted a few years each. The Rover/NERVA infrastructure is almost all gone. The only remains are a few pieces of hardware, final reports and a few who worked the Rover/NERVA. Two types of nuclear fuel are being investigated to meet the current engine design specific impulse of 900 seconds compared to approximately 850 seconds demonstrated during Rover/NERVA. One is a continuation of composite fuel with new coatings to better control mid-band corrosion. The other type is a CERMET fuel made of Tungsten and UO2. Both fuels are being made from Rover/NERVA lessons learned, but with slightly different recipes to increase fuel endurance at higher operating temperatures. The technology readiness level (TRL) of these current modified reactor fuels is approximately TRL 3. To keep the development cost low and help mature the TRL level past 4 quickly, a few special non-nuclear test facilities have been made to test surrogate fuel, with depleted uranium, as coupons and full length elements. Both facilities utilize inductive heating and are licensed to handle depleted uranium. TRL 5 requires exposing the fuel to a nuclear environment and TRL 6 requires a prototype ground or flight engine system test. Currently, three different NTP ground test facility options are being investigated: exhaust scrubber, bore hole, and total exhaust containment. In parallel, a prototype flight demonstration test is also being studied. The first human mission to Mars in the 2030's is currently 2033. For an advanced propulsion concept to be seriously considered for use, the engine development plans need to show it is feasible and affordable to reach TRL 8 by 2027 and can be qualified for human mission use.

Gerrish, Harold P., Jr.↗
NASA NTRS2006

Use of Virtual Mission Operations Center Technology to Achieve JPDO's Virtual Tower Vision

The Joint Program Development Office has proposed that the Next Generation Air Transportation System (NGATS) consolidate control centers. NGATS would be managed from a few strategically located facilities with virtual towers and TRACONS. This consolidation is about combining the delivery locations for these services not about decreasing service. By consolidating these locations, cost savings in the order of $500 million have been projected. Evolving to spaced-based communication, navigation, and surveillance offers the opportunity to reduce or eliminate much of the ground-based infrastructure cost. Dynamically adjusted airspace offers the opportunity to reduce the number of sectors and boundary inconsistencies; eliminate or reduce "handoffs;" and eliminate the distinction between Towers, TRACONS, and Enroute Centers. To realize a consolidation vision for air traffic management there must be investment in networking. One technology that holds great potential is the use of Virtual Mission Operations Centers to provide secure, automated, intelligent management of the NGATS. This paper provides a conceptual framework for incorporating VMOC into the NGATS.

Ivancic, William D.↗
NASA NTRS2007

Scientific Exploration of Near-Earth Objects via the Crew Exploration Vehicle

The concept of a crewed mission to a Near-Earth Object (NEO) has been analyzed in depth in 1989 as part of the Space Exploration Initiative. Since that time two other studies have investigated the possibility of sending similar missions to NEOs. A more recent study has been sponsored by the Advanced Programs Office within NASA's Constellation Program. This study team has representatives from across NASA and is currently examining the feasibility of sending a Crew Exploration Vehicle (CEV) to a near-Earth object (NEO). The ideal mission profile would involve a crew of 2 or 3 astronauts on a 90 to 120 day flight, which would include a 7 to 14 day stay for proximity operations at the target NEO. One of the significant advantages of this type of mission is that it strengthens and validates the foundational infrastructure for the Vision for Space Exploration (VSE) and Exploration Systems Architecture Study (ESAS) in the run up to the lunar sorties at the end of the next decade (approx.2020). Sending a human expedition to a NEO, within the context of the VSE and ESAS, demonstrates the broad utility of the Constellation Program s Orion (CEV) crew capsule and Ares (CLV) launch systems. This mission would be the first human expedition to an interplanetary body outside of the cislunar system. Also, it will help NASA regain crucial operational experience conducting human exploration missions outside of low Earth orbit, which humanity has not attempted in nearly 40 years.

Abell, Paul A.↗
NASA NTRS1994

Re-engineering NASA's space communications to remain viable in a constrained fiscal environment

Along with the Red and Blue Teams commissioned by the NASA Administrator in 1992, NASA's Associate Administrator for Space Communications commissioned a Blue Team to review the Office of Space Communications (Code O) Core Program and determine how the program could be conducted faster, better, and cheaper. Since there was no corresponding Red Team for the Code O Blue Team, the Blue Team assumed a Red Team independent attitude and challenged the status quo, including current work processes, functional distinctions, interfaces, and information flow, as well as traditional management and system development practices. The Blue Team's unconstrained, non-parochial, and imaginative look at NASA's space communications program produced a simplified representation of the space communications infrastructure that transcends organizational and functional boundaries, in addition to existing systems and facilities. Further, the Blue Team adapted the 'faster, better, cheaper' charter to be relevant to the multi-mission, continuous nature of the space communications program and to serve as a gauge for improving customer services concurrent with achieving more efficient operations and infrastructure life cycle economies. This simplified representation, together with the adapted metrics, offers a future view and process model for reengineering NASA's space communications to remain viable in a constrained fiscal environment. Code O remains firm in its commitment to improve productivity, effectiveness, and efficiency. In October 1992, the Associate Administrator reconstituted the Blue Team as the Code O Success Team (COST) to serve as a catalyst for change. In this paper, the COST presents the chronicle and significance of the simplified representation and adapted metrics, and their application during the FY 1993-1994 activities.

Hornstein, Rhoda Shaller↗