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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

DIP Announcement of Collaborative Opportunity (ACO) for Service Providers

The Digital Information Sub-project will hold a virtual information session regarding the Announcement for Collaborative Opportunity being released to solicit feedback and potential partnership opportunities. The objectives of this information session are to inform the service provider (SP) community of the DIP sub-project and provide insight into sub-project formulation and information about the sub-project they would not get without personal engagement.

Digital Information Platform↗
NASA NTRS2013

Space Mission Concept Development Using Concept Maturity Levels

Over the past five years, pre-project formulation experts at the Jet Propulsion Laboratory (JPL) has developed and implemented a method for measuring and communicating the maturity of space mission concepts. Mission concept development teams use this method, and associated tools, prior to concepts entering their Formulation Phases (Phase A/B). The organizing structure is Concept Maturity Level (CML), which is a classification system for characterizing the various levels of a concept's maturity. The key strength of CMLs is the ability to evolve mission concepts guided by an incremental set of assessment needs. The CML definitions have been expanded into a matrix form to identify the breadth and depth of analysis needed for a concept to reach a specific level of maturity. This matrix enables improved assessment and communication by addressing the fundamental dimensions (e.g., science objectives, mission design, technical risk, project organization, cost, export compliance, etc.) associated with mission concept evolution. JPL's collaborative engineering, dedicated concept development, and proposal teams all use these and other CML-appropriate design tools to advance their mission concept designs. This paper focuses on mission concept's early Pre-Phase A represented by CMLs 1- 4. The scope was limited due to the fact that CMLs 5 and 6 are already well defined based on the requirements documented in specific Announcement of Opportunities (AO) and Concept Study Report (CSR) guidelines, respectively, for competitive missions; and by NASA's Procedural Requirements NPR 7120.5E document for Projects in their Formulation Phase.

Concept Maturity Levels (CMLs)↗
NASA NTRS2006

Design Tools for Cost-Effective Implementation of Planetary Protection Requirements

Since the Viking missions to Mars in the 1970s, accounting for the costs associated with planetary protection implementation has not been done systematically during early project formulation phases, leading to unanticipated costs during subsequent implementation phases of flight projects. The simultaneous development of more stringent planetary protection requirements, resulting from new knowledge about the limits of life on Earth, together with current plans to conduct life-detection experiments on a number of different solar system target bodies motivates a systematic approach to integrating planetary protection requirements and mission design. A current development effort at NASA's Jet Propulsion Laboratory is aimed at integrating planetary protection requirements more fully into the early phases of mission architecture formulation and at developing tools to more rigorously predict associated cost and schedule impacts of architecture options chosen to meet planetary protection requirements.

mission architecture↗
NASA NTRS2019

Partnering with Industry: Lessons Learned from the Wide Field Instrument on the Wide Field InfraRed Survey Telescope Mission

Through most of the project formulation prior to Phase A, the Wide Field InfraRed Survey Telescope (WFIRST) project was developed as a Goddard Space Flight Center (GSFC) in house mission with one secondary instrument developed by JPL and an existing telescope donated from elsewhere in the federal government and managed by the original industry vendor. GSFC was responsible for the spacecraft bus, the instrument supporting structure and the Wide Field Instrument (WFI), which provides the primary science for the mission. Shortly before the beginning of Phase A, NASA codified its acquisition strategy for WFIRST to explore a more substantial role for industry in the mission. The project decided to have a large portion of the WFI be co-developed by industry. This paper describes lessons learned and recommendations for bringing potential industry partners into a project at later stages of conceptual design and presents viewpoints from both the vendor and customer on the experience with WFIRST.

Peabody,Hume L.↗
NASA NTRS2016

Mars Missions Using Emerging Commercial Space Transportation Capabilities

New Discoveries regarding the Martian Environment may impact Mars mission planning. Transportation of investigation payloads can be facilitated by Commercial Space Transportation options. The development of Commercial Space Transportation. Capabilities anticipated from various commercial entities are examined objectively. The potential for one of these options, in the form of a Mars Sample Return mission, described in the results of previous work, is presented to demonstrate a high capability potential. The transportation needs of the Mars Environment Team Project at ISU 2016 may fit within the payload capabilities of a Mars Sample Return mission, but the payload elements may or may not differ. Resource Modules will help you develop a component of a strategy to address the Implications of New Discoveries in the Martian Environment using the possibility of efficient, commercial space transportation options. Opportunities for open discussions as appropriate during the team project formulation period at the end of each Resource Module. The objective is to provide information that can be incorporated into your work in the Team Project including brainstorming.

Commercial Transporation↗
NASA NTRSDate not supplied

Risk Reduction through Early Software Prototyping for the Mars Ascent Vehicle

Despite the critical nature flight software plays in the development of spacecraft, software development teams are often brought on to the project after initial requirements definition and design efforts have started, and well after the conceptual design phase has completed. The flight software development team for the Mars Ascent Vehicle has supported the project from project formulation and conceptual design into the formal design and development. This approach has allowed for the development of a robust software prototype that supported risk reduction in numerous areas for the project. Early software prototyping supported decision making in the areas of hardware selection and considerations, software architecture, and simulation requirements. The prototype software actively supported ongoing trade studies and analyses for the project and enable valuable collaboration across multiple subsystems as well as between MSFC and the Jet Propulsion Laboratory. This early development also allowed the team to leverage past projects’ lessons learned to make valuable process improvements.

Stefanie Justice↗
NASA NTRS1999

New Mission Concepts for Astrophysics Large Area X-Ray Spectroscopy Mission

Work at SAO was performed under the overall direction of Dr. Harvey Tananbaum, the Principal Investigator for the program. Dr. Jay Bookbinder was responsible for day to day program coordination at SAO and liaison with GSFC. Dr. Nicholas E. White served as GSFC Technical Officer for the Grant. The effort was directed at formulating the general characteristics and scientific requirements of the contemplated mission. While funding and therefore effort was limited, nonetheless SAO was involved in a broad range of activities. These activities were defined by our SAO proposal to GSFC that were subsequently accepted and funded by this Grant. The main activities were: Support of mission studies. Support the development of science requirements. and Performance of selected engineering studies and trades. During this period, an integrated GSFC/SAO management team began to form and work together. Jean F. Grady was appointed Project Formulation Manager at GSFC and assumed the overall management direction of the project including coordination of work performed under the grant.

Tananbaum, Harvey↗
NASA NTRS2009

Human-Centered Design Capability

For NASA, human-centered design (HCD) seeks opportunities to mitigate the challenges of living and working in space in order to enhance human productivity and well-being. Direct design participation during the development stage is difficult, however, during project formulation, a HCD approach can lead to better more cost-effective products. HCD can also help a program enter the development stage with a clear vision for product acquisition. HCD tools for clarifying design intent are listed. To infuse HCD into the spaceflight lifecycle the Space and Life Sciences Directorate developed the Habitability Design Center. The Center has collaborated successfully with program and project design teams and with JSC's Engineering Directorate. This presentation discusses HCD capabilities and depicts the Center's design examples and capabilities.

Fitts, David J.↗
NASA NTRSDate not supplied

A Technology Maturation Plan for the Development of Nuclear Electric Propulsion

Over the last two years NASA’s Space Nuclear Propulsion (SNP) Project formulated a Technology Maturation Plan (TMP) for development of the sub-systems needed for a MW-class Nuclear Electric Propulsion (NEP) system which, combined with a high thrust chemical propulsion stage, would be suitable for human missions to Mars. Two recent assessments, independently conducted by the National Academies for Science, Engineering, and Medicine and the NASA Engineering & Safety Center, concluded that the technologies required for a high-power NEP system are immature and the attendant risks insufficiently quantified to justify initiating a flight project. For NEP to be available as a viable option to meet flight opportunities in the late 2030s / 2040s time frame, development of the key sub-systems must begin now. SNP has subdivided the NEP system into five Critical Technology Elements (CTE): the nuclear reactor, power conversion, power management and distribution, electric propulsion sub-system, and the primary heat rejection system. Development plans for each of these CTEs have been drafted which will serve as the template for a focused milestone-driven research and development campaign intended to advance each CTE to Technology Readiness Level (TRL) 5. This will be accomplished by building and testing hardware at relevant power levels (~ 1 MW) and for relevant durations (2,500 hours, ~10% of the required operational lifetime) and conducting numerical modeling of the CTEs anchored by the accumulated test data to predict system performance and reliability. Concurrent with this work, high-level coupled system/mission modeling will be carried out to refine the key performance parameters that the various CTEs must achieve. Non-advocate reviews will be held at milestone points to assess progress and inform down-select decisions. The strategy for formulating the TMP was described previously; this paper describes ongoing progress on the drafting and baselining of the plan, including key specific details.

Space Nuclear Propulsion↗
NASA NTRSDate not supplied

A Technology Maturation Plan for the Development of Nuclear Electric Propulsion

Over the last two years NASA’s Space Nuclear Propulsion (SNP) Project formulated a Technology Maturation Plan (TMP) for development of the sub-systems needed for a MW-class Nuclear Electric Propulsion (NEP) system which, combined with a high thrust chemical propulsion stage, would be suitable for human missions to Mars. Two recent assessments, independently conducted by the National Academies for Science, Engineering, and Medicine and the NASA Engineering & Safety Center, concluded that the technologies required for a high-power NEP system are immature and the attendant risks insufficiently quantified to justify initiating a flight project. For NEP to be available as a viable option to meet flight opportunities in the late 2030s / 2040s time frame, development of the key sub-systems must begin now. SNP has subdivided the NEP system into five Critical Technology Elements (CTE): the nuclear reactor, power conversion, power management and distribution, electric propulsion sub-system, and the primary heat rejection system. Development plans for each of these CTEs have been drafted which will serve as the template for a focused milestone-driven research and development campaign intended to advance each CTE to Technology Readiness Level (TRL) 5. This will be accomplished by building and testing hardware at relevant power levels (~ 1 MW) and for relevant durations (2,500 hours, ~10% of the required operational lifetime) and conducting numerical modeling of the CTEs anchored by the accumulated test data to predict system performance and reliability. Concurrent with this work, high-level coupled system/mission modeling will be carried out to refine the key performance parameters that the various CTEs must achieve. Non-advocate reviews will be held at milestone points to assess progress and inform down-select decisions. The strategy for formulating the TMP was described previously*; this paper describes ongoing progress on the drafting and baselining of the plan, including key specific details. * “Strategy for Developing Technologies for Megawatt-class Nuclear Electric Propulsion Systems”, K.A. Polzin, et. al., International Electric Propulsion Conference IEPC 2022, IEPC-2022-155

Nuclear Electric Propulsion↗
NASA NTRS2023

Information and Best Practices Related to NASA Nuclear Flight Safety for Space Flights Involving Space Nuclear Systems

The purpose of this handbook is to facilitate a repeatable and robust process that promotes clear and effective interfaces between activities and stakeholders focused on meeting nuclear flight safety requirements for missions utilizing space nuclear systems (SNS), within the context of NASA’s broader nuclear-related activities and interfaces. NPR 8715.26, Nuclear Flight Safety, requires that the NASA project manager “incorporate nuclear flight safety considerations starting with program or project formulation through the point at which the SNS or other radioactive material no longer has the potential to affect Earth’s biosphere.” NASA’s use of SNS inherently involves partnering with other stakeholders to conduct a range of related activities that interface with nuclear flight safety. From a categorical perspective these include: (i) meeting the authorities and licensing requirements for possession and use of nuclear material, as governed by other Federal authorities; (ii) conducting National Environmental Policy Act (NEPA) activities for nuclear-enabled missions; (iii) meeting Federal nuclear launch authorization requirements; (iv) conducting radiological contingency planning activities, including those associated with international commitments; (v) performing risk communication and public outreach activities; and (vi) ensuring decommissioning and disposal strategies reflect National policies and interests. It is the intent of this handbook to promote an effective interface between nuclear flight safety and these interrelated categorical activities. In addition to activities undertaken with partnering agencies, there are individual nuclear-related activities and programs that have a nexus to nuclear flight safety, and these include: (i) applicable NASA Standing Review Boards; (ii) the US Department of Energy nuclear safety activities conducted in partnership with NASA under Memoranda of Understanding; (iii) the Department of Defense’s Range Safety activities; (iv) NASA’s general involvement in interagency and international dialogues regarding nuclear safety; (v) the NASA-administered Interagency Nuclear Safety Review Board; (vi) NASA’s program and project governance activities and nuclear-specific Technical Discipline Team activities under the Office of the Chief Engineer; and others. It is the intent of this handbook to promote effective leveraging of these additional interrelated organizational activities, as appropriate.

Donald Helton↗
NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) KM Initiative

NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗
NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) Knowledge Management (KM) Initiative

NASA Marshall Space Flight Center's Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities within the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center of Excellence (AISCE), lntergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KNI implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to suppo~th e planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have beon pedormed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural1KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level svstems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, - evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗
DOE OSTI2021

Topology optimization of additively manufactured fluidic components free of internal support structures

This report integrates projection-based approaches for implementing overhang constraints with fluid topology optimization to design additively manufactured fluidic components that do not require internal support structures. Internal support structures are challenging, potentially impossible to remove in complex fluid networks, yet would degrade fluidic performance if left within the part. This presents a major challenge in coupling topology optimization with additive manufacturing in the design of fluid components. The proposed approach leverages past work in overhang constraints for solid mechanics, including projection formulations and adjoint sensitivity analysis, and considers incompressible Navier–Stokes equations for laminar fluid flow. The approach is demonstrated on 2D and 3D fluid topology optimization problems to minimize pressure drop and constrain mass flow rates in pipes and manifolds. Resulting designs are crisp, logical, satisfy performance constraints, and satisfy overhang constraints, eliminating the need for internal support structures.

42 ENGINEERING↗
DOE OSTI2021

Development of a Nearly Autonomous Management and Control (NAMAC) System for Advanced Reactors (Final Report for ARPA-E Project)

The project formulates a technical basis for, and preliminary development of, a Nearly Autonomous Management and Control (NAMAC) system in advanced reactors. The system is intended to provide recommendations to operators during plant operation. The NAMAC system utilizes simulation-informed, data/knowledge-driven, AI-guided, plant-data-assimilated real-time operating procedures to effectively support the operator in risk-informed management of plant operations.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2025

The DREAM approach to demand-side emissions reductions in Indonesia, 2020–2060

Indonesia’s current energy system modeling is heavily focused on the supply side, but emissions reductions in the demand sector have a significant impact on advancing Indonesia’s ambitious emissions reductions goals. To address the gap, we develop a new modeling tool DREAM Indonesia based on a bottom-up, technology-rich demand side framework and formulate projections of demand-side emissions reductions in Indonesia in 2020–2060. We find that demand-side energy efficiency and electrification can halve the growth rate of final energy demand to 1.4% annually over 2020–2060 and reverse the growing trend of emissions. The feasibility of full electrification by 2060, coupled with rapid adoption of existing technologies, positions the building sector as a model for achievable decarbonization and a cornerstone of Indonesia’s emissions reductions ambitions. In the industrial sector, extensive emissions reductions of 87% by 2060 (compared to business-as-usual) are achievable through energy efficiency improvements, alongside enhanced material efficiency measures including optimized material usage, low-carbon substitutions, innovative technologies, and increased circularity. In the transportation sector, balancing final energy demand by incorporating energy efficiency improvements across all transport modes, along with electrification particularly in road transportation, could decrease the emissions by up to 82% in 2060 compared to business-as-usual. This study provides insights and modeling approaches for rapidly growing Asian economies as well as other developing countries facing combined development and decarbonization challenges.

DREAM Indonesia↗
NASA NTRS1980

Improved components for engine fuel savings

The Engine Component Improvement (ECI) Project formulated to address near term improvements for current engines is described with emphasis on the development of component technologies to reduce the fuel consumption of CF6, JT9D, and JT8D engines. The technical and economical acceptability and the fuel saving potential of nine concepts are demonstrated. Descriptions of these concepts, results of testing, and the status as to entering airline service are presented. Also presented is the status of the remaining concepts still under development.

Antl, R. J.↗
NASA NTRS2002

Constellation X-Ray Mission and Support

This Fourth Annual Report summarizes work performed by the Smithsonian Astrophysical Observatory (SAO) for NASA Goddard Space Flight Center (GSFC) under Cooperative Agreement NCC5-368. The Agreement is entitled Constellation X-ray Mission Study and SAO continues to perform work under the overall direction of Dr. Harvey Tananbaum, the SAO Principal Investigator for the program. Mr. Robert Rasche is the SAO Program Manager and is responsible for day-to-day program management at SAO and coordination with GSFC. The report summarizes the main areas of SAO activity. Most of the work has been done jointly with personnel from GSFC and Marshall Space Flight Center (MSFC). We describe SAO participation in these efforts. As is appropriate to a Cooperative Agreement, SAO continued to work with GSFC in an integrated team mode. SAO was involved in the overall mission management, technology development, scientific direction, and mission definition. While formal overall management responsibility resides with GSFC, scientific lead and subordinate responsibilities continue to be shared by GSFC and SAO. The work performed by SAO is consistent with the SAO proposal 'Constellation X-ray Mission Study and Optics Development' dated September 1997, which was the basis for establishing the Cooperative Agreement under which SAO is currently funded. Over time, the scope of the effort has expanded somewhat to accommodate the needs of the project. Work, except for meeting support and high priority program tasks, has been at a level of effort. Priorities and work progress have been closely coordinated with the Constellation-X Project Formulation Manager at GSFC. Funding limitations constrained the work accomplished during this period. Nonetheless, a significant amount of work was accomplished. Under the Agreement, SAO performed work in seven major areas of activity. These areas related to: Constellation X-ray Mission Facility Definition Team and Study Management; Science Support; Spectroscopy X-ray Telescope (SXT); Systems Engineering; Travel in Support of the Work Effort; In-house Management and Coordination.

Grady, Jean↗