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All sourcesNASA NTRSDOE OSTI
NASA NTRS1972

Technology assessment in the Executive Office of the President

The involvement of the President with technology, directly and indirectly, and the best way in which his responsibilities can be discharged are discussed. Technology assessment is considered essential at all levels of the Executive agencies, but the capacity of the agencies for assessment is limited and needs to be supplemented within the Executive Branch. Complete centralization of technological assessment is felt to be ineffective. The role of the Executive Office in initiating proposals for Presidential action and sustaining links with Congress are outlined, and the apparatus for technology assessment is described, emphasizing the Office of Science and Technology. A significant area of technology assessment for the Executive Office is the field of environmental quality, and the duties of the Environmental Quality Council are summarized. It is suggested that it may be more effective to set up a separate organization for the restoration and protection of the environment and to define the task in terms of what is to be protected rather than in terms of technology.

Kidd, C. V.↗
NASA NTRS1977

Implementation and testing of a Neighborhood Office Center (NOC) and integration of the NOC with an administrative correspondence management information system

The application of telecommunications and telecomputing was investigated as a means of reducing NASA's consumption of natural resources and the proliferation of paper copies of correspondence. The feasibility, operational advantages, and limitations of decentralized (remote) neighborhood offices (NOC) linked through an electronic network are demonstrated. These offices are joined to a management information system for correspondence tracking, and to an administrative office center service based on the use of magnetic medium word processing typewriters which handle the daily typing load. In connection with an augmented teleconference network, a uniform means is provided for creating, storing, and retrieving administrative documents, records, and data, while simultaneously permitting users of the system to track their status. Information will be transferred without using paper - merely through digital electronic communication and display, as a step toward the establishment of an agency-wide electronic mail system.

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NASA NTRS1981

Residential system tested in an office--Huntsville, Alabama

System does not meet its design specifications if not matched with intended application. Key differences between office and residential application were (1) space heating demand at office was greater than design value because thermostat was not held at 70 degrees F as specified, and (2) much energy collected and stored went unused because office used relatively little hot water. Report discusses observations and contains design, performance, and test information.

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NASA NTRS1985

Office automation: The administrative window into the integrated DBMS

In parallel to the evolution of Management Information Systems from simple data files to complex data bases, the stand-alone computer systems have been migrating toward fully integrated systems serving the work force. The next major productivity gain may very well be to make these highly sophisticated working level Data Base Management Systems (DMBS) serve all levels of management with reports of varying levels of detail. Most attempts by the DBMS development organization to provide useful information to management seem to bog down in the quagmire of competing working level requirements. Most large DBMS development organizations possess three to five year backlogs. Perhaps Office Automation is the vehicle that brings to pass the Management Information System that really serves management. A good office automation system manned by a team of facilitators seeking opportunities to serve end-users could go a long way toward defining a DBMS that serves management. This paper will briefly discuss the problems of the DBMS organization, alternative approaches to solving some of the major problems, a debate about problems that may have no solution, and finally how office automation fits into the development of the Manager's Management Information System.

Brock, G. H.↗
NASA NTRS1991

NSI customer service representatives and user support office: NASA Science Internet

The NASA Science Internet, (NSI) was established in 1987 to provide NASA's Offices of Space Science and Applications (OSSA) missions with transparent wide-area data connectivity to NASA's researchers, computational resources, and databases. The NSI Office at NASA/Ames Research Center has the lead responsibility for implementing a total, open networking program to serve the OSSA community. NSI is a full-service communications provider whose services include science network planning, network engineering, applications development, network operations, and network information center/user support services. NSI's mission is to provide reliable high-speed communications to the NASA science community. To this end, the NSI Office manages and operates the NASA Science Internet, a multiprotocol network currently supporting both DECnet and TCP/IP protocols. NSI utilizes state-of-the-art network technology to meet its customers' requirements. THe NASA Science Internet interconnects with other national networks including the National Science Foundation's NSFNET, the Department of Energy's ESnet, and the Department of Defense's MILNET. NSI also has international connections to Japan, Australia, New Zealand, Chile, and several European countries. NSI cooperates with other government agencies as well as academic and commercial organizations to implement networking technologies which foster interoperability, improve reliability and performance, increase security and control, and expedite migration to the OSI protocols.

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NASA NTRS1994

A hypertext-based Internet-assessable database for the MSFC Technology Transfer Office

There exists a continuing need to disseminate technical information and facilities capabilities from NASA field centers in an effort to promote the successful transfer of technologies developed with public funds to the private sector. As technology transfer is a stated NASA mission, there exists a critical need for NASA centers to document technology capabilities and disseminate this information on as wide a basis as possible. Certainly local and regional dissemination is critical, but global dissemination of scientific and engineering facilities and capabilities gives NASA centers the ability to contribute to technology transfer on a much broader scale. Additionally, information should be disseminated in a complete and rapidly available form. To accomplish this information dissemination, the unique capabilities of the Internet are being exploited. The Internet allows widescale information distribution in a rapid fashion to aid in the accomplishment of technology transfer goals established by the NASA/MSFC Technology Transfer Office. Rapid information retrieval coupled with appropriate electronic feedback, allows the scientific and technical capabilities of Marshall Space Flight Center, often unique in the world, to be explored by a large number of potential benefactors of NASA (or NASA-derived) technologies. Electronic feedback, coupled with personal contact with the MSFC Technology Transfer Office personnel, allows rapid responses to technical requests from industry and academic personnel as well as private citizens. The remainder of this report gives a brief overview of the Mosaic software and a discussion of technology transfer office and laboratory facilities data that have been made available on the Internet to promote technology transfer.

Jackson, Jeff↗
NASA NTRS1994

Office of Space Science: Integrated technology strategy

This document outlines the strategy by which the Office of Space Science, in collaboration with the Office of Advanced Concepts and Technology and the Office of Space Communications, will meet the challenge of the national technology thrust. The document: highlights the legislative framework within which OSS must operate; evaluates the relationship between OSS and its principal stakeholders; outlines a vision of a successful OSS integrated technology strategy; establishes four goals in support of this vision; provides an assessment of how OSS is currently positioned to respond to the goals; formulates strategic objectives to meet the goals; introduces policies for implementing the strategy; and identifies metrics for measuring success. The OSS Integrated Technology Strategy establishes the framework through which OSS will satisfy stakeholder expectations by teaming with partners in NASA and industry to develop the critical technologies required to: enhance space exploration, expand our knowledge of the universe, and ensure continued national scientific, technical and economic leadership.

Huntress, Wesley T., Jr.↗
NASA NTRS2004

NASA's Meteoroid Environment Office

The Meteoroid Environment Office (MEO) has recently been formed within the Engineering Directorate at NASA's Marshall Space Flight Center. With agency-wide responsibility for defining the meteoroid environments for spacecraft engineering operations purposes, the MEO will distribute a state-of-the-art sporadic meteoroid model as well as meteor shower forecasts for spacecraft operators. To improve these models and forecasts, the MEO will manage an observation and research program. Office responsibilities, products, and plans will be discussed in this paper. The MEO is sponsored by the Office of Safety and Mission Assurance at NASA Headquarters.

Suggs, Robert M.↗
NASA NTRS2004

College Bound with the Office of Educational Programs

The Educational Programs Office at NASA Glenn Research Center hosts a variety of programs that takes on the hard task of getting students of all ages interested in pursuing careers in science, mathematics, and engineering. To help assist students along the way there are many programs to participate in such as: the explorers, shadowing opportunities, and paid internships. The Educational Programs Office not only creates learning opportunities for students, they also host workshops to help educators enhance their knowledge these fields. This summer I assisted Marie Borowski in the Educational Programs Office with the Tennessee State University College Bound Program. The Tennessee state University College Bound Program is an intensive two-week summer academic workshop designed to introduce minority students to the profession of engineering. NASA Glenn Research Center sent forty dedicated students on a bus to Nashville, Tennessee to experience college life as a whole. At the college the students day consisted of a math class, aeronautics, ACT/SAT preparation, writing and research, African American Culture, computer science, and study sessions. The students also went on educational field trips to the Fisk Museum, the Space and Rocket Center, and the Parthenon Museum. On the last day of the program the students competed in an oratorical contest where the students made a Powerpoint presentation on the class that they enjoyed the most. There were many processes that had to be put into action for the college bound program to run smoothly. The process started in early January with the preparation of applications. Once prepared, the applications were then sent to schools and past participants in hopes of receiving a well-qualified pool of applicants. Once the applications were received, a prescreening is done which ensures all of the information is complete. Then, they are reviewed by a panel, using a rubric to evaluate them, and the semifinalists are then selected. Interviews are held with the students and their parents had to be interviewed by a panel of judges and graded on a rubric. The scores were added up and the forty students were selected. My job this summer was getting the students ready to leave for Tennessee. My job consisted of working very closely with my mentor, Marie Borowski, compile the student data to provide it to the chaperones, TSU records, and NASA records. I learned about the vital communication between the NASA and the TSU program managers. After all the planning was done and the program had begun I had a chance to fly to Tennessee for six days to observe the students daily activities. The students had adjusted very well to the intense schedule, and seemed very enthusiastic about the activities to follow. The whole group was very attentive and enthusiastic program be longer. My goals for the summer were all met. I wanted to learn and retain all the information I possibly could on the job I was given. I was very happy with the end result.

Neal, Brittany D.↗
NASA NTRS2004

My Summer Experience as an Administrative Officer Assistant

The motto of the Safety and Assurance Directorate (SAAD) at NASA Glenn Research Center is "mission success starts with safety." SAAD has the functions of providing reliability, quality assurance, and system safety management to all GRC projects, programs and offices. Product assurance personnel within SAAD supervise the product assurance efforts by contractors on major contracts within GRC. The directorate includes five division offices and the Plum brook Decommissioning Office. SAAD oversees Glenn's Emergency Preparedness Program which handles security, hazmat, and disaster response and supervision.

Jones, Janelle C.↗
NASA NTRS2007

Science and the Constellation Systems Program Office

An underlying tension has existed throughout the history of NASA between the human spaceflight programs and the external scientific constituencies of the robotic exploration programs. The large human space projects have been perceived as squandering resources that might otherwise be utilized for scientific discoveries. In particular, the history of the relationship of science to the International Space Station Program has not been a happy one. The leadership of the Constellation Program Office, created in NASA in October, 2005, asked me to serve on the Program Manager s staff as a liaison to the science community. Through the creation of my position, the Program Manager wanted to communicate and elucidate decisions inside the program to the scientific community and, conversely, ensure that the community had a voice at the highest levels within the program. Almost all of my technical contributions at NASA, dating back to the Apollo Program, has been within the auspices of what is now known as the Science Mission Directorate. However, working at the Johnson Space Center, where human spaceflight is the principal activity, has given me a good deal of incidental contact and some more direct exposure through management positions to the structures and culture of human spaceflight programs. I entered the Constellation family somewhat naive but not uninformed. In addition to my background in NASA science, I have also written extensively over the past 25 years on the topic of human exploration of the Moon and Mars. (See, for example, Mendell, 1985). I have found that my scientific colleagues generally have little understanding of the structure and processes of a NASA program office; and many of them do not recognize the name, Constellation. In many respects, the international ILEWG community is better informed. Nevertheless, some NASA decision processes on the role of science, particularly with respect to the formulation of a lunar surface architecture, are not well known, even in ILEWG. At the recent annual Lunar and Planetary Science Conference, I reviewed the evolution of the program as a function of Agency leadership and the constraints put on NASA by the President in his 2004 announcement. I plan to continue my long-time ILEWG tradition of reporting a personal view of the state of development of human exploration of the solar system, this time coming from within the program office tasked to implement the vision for the United States. The current NASA implementation of the Vision for Space Exploration is consistent with certain classical scenarios that have been discussed extensively in the literature. I will discuss the role of science within the Vision, both from official policy and from a de facto interaction. While science goals are not officially driving the implementation of the Vision, the tools of scientific exploration are integral to defining the extraterrestrial design environments. In this respect the sharing of results from international missions to the Moon can make significant contributions to the success of the future human activities.

Mendell, Wendell↗
NASA NTRS2009

In Situ Measurement Activities at the NASA Orbital Debris Program Office

The NASA Orbital Debris Program Office has been involved in the development of several particle impact instruments since 2003. The main objective of this development is to eventually conduct in situ measurements to better characterize the small (millimeter or smaller) orbital debris and micrometeoroid populations in the near-Earth environment. In addition, the Office also supports similar instrument development to define the micrometeoroid and lunar secondary ejecta environment for future lunar exploration activities. The instruments include impact acoustic sensors, resistive grid sensors, fiber optic displacement sensors, and impact ionization sensors. They rely on different mechanisms and detection principles to identify particle impacts. A system consisting of these different sensors will provide data that are complimentary to each other, and will provide a better description of the physical and dynamical properties (e.g., size, mass, and impact speed) of the particles in the environment. Details of several systems being considered by the Office and their intended mission objectives are summarized in this paper.

Liou, J.-C.↗
NASA NTRS2011

A NASA Applied Spaceflight Environments Office Concept

The National Aeronautics and Space Administration (NASA) is launching a bold and ambitious new space initiative. A significant part of this new initiative includes exploration of new worlds, the development of more innovative technologies, and expansion our presence in the solar system. A common theme to this initiative is the exploration of space beyond Low Earth Orbit (LEO). As currently organized, NASA does not have an Agency-level office that provides coordination of space environment research and development. This has contributed to the formation of a gap between spaceflight environments knowledge and the application of this knowledge for multi-program use and for use outside NASA. This paper outlines a concept to establish a NASA-level Applied Spaceflight Environments (ASE) office that will provide coordination and funding for sustained multi-program support in three technical areas that have demonstrated these needs through customer requests. These technical areas are natural environments characterization and modeling, materials and systems analysis and test, and operational space environments modeling. Additionally the ASE office will serve as an entry point of contact for external users who wish to take advantage of data and assets associated with space environments, including space weather. This paper will establish the need for the ASE, discuss a concept for organizational structure and outline the scope in the three technical areas.

Spann, James F.↗
NASA NTRSDate not supplied

Systems Analysis Office (Code AA) Vehicle and Systems Analysis

• The Systems Analysis Office (Code AA) is one of six research divisions and offices under the Ames Aeronautics Directorate (Code A) • Diverse group of early career and senior aerospace engineers • Office currently composed of 19 civil servants and 5 contractors • Wide range of aerospace disciplines and capabilities for vehicle and systems analysis • Long history of supporting NASA, DoD, and commercial projects in various design and testing phases

Susie Go↗
NASA NTRS2023

Technical Basis Related to the Posture of NASA’s Office of Safety and Mission Assurance for the Launch of Radioactive Material Other than Space Nuclear Systems: Volume 1–Overview of Analysis and Results

NASA has launched and reentered payloads containing radioactive material for over 50 years. The isotopes, their quantity, and their form have varied significantly. The handling of this material prior to its integration into the spacecraft at the launch Center (and after its return to Earth after flight, if applicable) falls under the purview of the Office of the Chief Health and Medical Officer, while after the radioactive material is integrated into the spacecraft at the launch Center, it falls under the purview of the Office of Safety and Mission Assurance’s (OSMA) Nuclear Flight Safety Program. Historically, OSMA concurrence was required for any launch or reentry involving radioactive material. However, OSMA recently revisited this posture due to changes in the Federal policy in this area, and the significant accrued experience. The current report represents the more quantitative study envisioned in the recent change in posture. More specifically, this document addresses the potential risks and other considerations associated with launching small quantities of radioactive material (below the level requiring the Federally-mandated process in National Security Presidential Memorandum- (NSPM-) 20, “Presidential Memorandum on Launch of Spacecraft Containing Space Nuclear Systems” (USG, 2019) to provide the technical basis for when such activities require OSMA concurrence versus notification, as it relates to nuclear flight safety.

Don Helton↗
NASA NTRS1965

Research and Advanced Development. Volume I - Supporting Research and Technology for the Office of Space Sciences and Applications, National Aeronautics and Space Administration Semiannual Review, 1 Jan. - 30 Jun. 1968.

This volume contains a review of all supporting research and technology in progress at the Jet Propulsion Laboratory during the period January 1 to June 30, 1965, under direction of the Office of Research and Advanced Development for the Office of Space Sciences and Applications. The work units are arranged in numerical sequence by NASA code in each subject section.

NASA PROGRAM↗
NASA NTRS1965

The Post Office communication system ground station at Goonhilly, Cornwall

The initial purpose of the Post Office satellite system earth station at Goonhilly Downs, Cornwall, is to obtain information on the performance of experimental communication satellite systems; such information will be of great importance to the designers of systems for commercial operation. To facilitate this dissemination the UK and USA Governments prepared and signed, in February 1961, a Memorandum of Understanding regarding collaboration between the British Post Office and the United States National Aeronautics and Space Administration (NASA) on the testing of experimental communication satellites to be launched by NASA. The first phase of the tests covered Projects Telstar and Relay, both active satellites.

COMMUNICATIONS SATELLITE↗
NASA NTRS1978

Continued implementation and testing of a Neighborhood Office Center (NOC) and integration of the NOC with an administrative correspondence management information system

The concept of decentralized (remote) neighborhood offices, linked together through a self-sustaining communications network for exchanging voice messages, video images, and digital data was quantitatively evaluated. Hardware and procedures for the integrated multifunctional system were developed. The configuration of the neighborhood office center (NOC) is explained, its production statistics given, and an experiment for NOC network integration via satellite is described. The hardware selected for the integration NOC/management information system is discussed, and the NASA teleconferencing network is evaluated.

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