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NASA NTRS1999

An Overview of the NASA Sounding Rockets and Balloon Programs

The U.S. National Aeronautics and Space Administration (NASA) Sounding Rockets and Balloon Programs conduct a combined total of approximately fifty to sixty missions per year in support of the NASA scientific community. These missions are provided in support of investigations sponsored by NASA'S Offices of Space Science, Life and Microgravity Sciences & Applications, and Earth Science. The Goddard Space Flight Center has management and implementation responsibility for these programs. The NASA Sounding Rockets Program has continued to su,pport the science community by integrating their experiments into the sounding rocket payload and providing the rocket vehicle and launch operations necessary to provide the altitude/time required obtain the science objectives. The sounding rockets continue to provide a cost-effective way to make in situ observations from 50 to 1500 km in the near-earth environment and to uniquely cover the altitude regime between 50 km and 130 km above the Earth's surface, which is physically inaccessible to either balloons or satellites. A new architecture for providing this support has been introduced this year with the establishment of the NASA Sounding Rockets Contract. The Program has continued to introduce improvements into their operations and ground and flight systems. An overview of the NASA Sounding Rockets Program with special emphasis on the new support contract will be presented. The NASA Balloon Program continues to make advancements and developments in its capabilities for support of the scientific ballooning community. Long duration balloon (LDB) is a prominent aspect of the program with two campaigns scheduled for this calendar year. Two flights are scheduled in the Northern Hemisphere from Fairbanks, Alaska, in June and two flights are scheduled from McMurdo, Antarctica, in the Southern Hemisphere in December. The comprehensive balloon research and development (R&D) effort has continued with advances being made across the spectrum of balloon related disciplines. As a result of these technology advancements a new ultra long duration balloon project (ULDB) for the development of a 100- day duration balloon capability has been initiated. The ULDB will rely upon new balloon materials and designs to accomplish its goals. The Program has also continued to introduce new technology and improvements into flights systems, ground systems and operational techniques. An overview of the various aspects of the NASA Balloon Program will be presented.

Flowers, Bobby J.↗
NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

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NASA NTRS2003

NASA's Bioreactor: Growing Cells in a Simulated Microgravity Environment

National Science Education Standards (NSES), Science for All Americans, the Secretary's Commission on Achieving Necessary Skills (SCANS) as well as the National Aeronautics and Space Administration (NASA) are all making an effort to promote scientific literacy in America. Unfortunately, major evaluation programs such as the National Assessment of Educational Progress (NAEP) and the Third International Mathematics and Science Study (TIMSS) have provided information that suggested our students are not able to compete with peers from comparable countries. Although results indicated that American students are recalling memorized, factual knowledge well enough, the real problem is the ability to apply what they know. Concerned with these reports, the National Science Teacher's Association (NSTA) has developed a mission to support innovation and high quality in science teaching and learning for every student. NSTA recommends less emphasis on factual knowledge (memorization) and information and more understanding of the concepts. Science process skills are considered imperative to prepare America's students for the 21st century. The National Aeronautics and Space Administration (NASA) supports this mission and adds that NASA strives to help prepare and encourage the next generation of researchers and explorers. One method that NASA supports educators and its mission is to publish educational briefs. NASA describes a brief as a publication that ranges from one-to-thirty pages. The focus is on mission discoveries and results. The brief provides curriculum to educators that supports their objectives and NASA's interest. Educational Briefs are specific to the grade level and course so that educators may have choices that fit their methods and students level. Sometimes, the brief includes lessons and activities teachers may use. For example, NASA's Microgravity Division has designed a student bioreactor. Consequently, an Educational Brief is being written that focuses on how to build a student bioreactor and experiments that can be conducted in it. These experiments mimic the experiments done by NASA and other researchers in the real world of work.

Richardson, Denise↗
NASA NTRS2003

2002 NASA Seal/Secondary Air System Workshop

The 2002 NASA Seal/Secondary Air System Workshop covered the following topics: (i) Overview of NASA s perspective of aeronautics and space technology for the 21st century; (ii) Overview of the NASA-sponsored Ultra-Efficient Engine Technology (UEET), Turbine-Based Combined-Cycle (TBCC), and Revolutionary Turbine Accelator (RTA) programs; (iii) Overview of NASA Glenn's seal program aimed at developing advanced seals for NASA's turbomachinery, space propulsion, and reentry vehicle needs; (iv) Reviews of sealing concepts, test results, experimental facilities, and numerical predictions; and (v) Reviews of material development programs relevant to advanced seals development. The NASA UEET and TBCC/RTA program overviews illustrated for the reader the importance of advanced technologies, including seals, in meeting future turbine engine system efficiency and emission goals. For example, the NASA UEET program goals include an 8- to 15-percent reduction in fuel burn, a 15-percent reduction in CO2, a 70-percent reduction in NOx, CO, and unburned hydrocarbons, and a 30-dB noise reduction relative to program baselines. The workshop also covered several programs NASA is funding to investigate advanced reusable space vehicle technologies (X-38) and advanced space ram/scramjet propulsion systems. Seal challenges posed by these advanced systems include high-temperature operation, resiliency at the operating temperature to accommodate sidewall flexing, and durability to last many missions.

Steinetz, Bruce M.↗
NASA NTRS2004

NASA Data for Water Resources Applications

Water Management Applications is one of twelve elements in the Earth Science Enterprise National Applications Program. NASA Goddard Space Flight Center is supporting the Applications Program through partnering with other organizations to use NASA project results, such as from satellite instruments and Earth system models to enhance the organizations critical needs. The focus thus far has been: 1) estimating water storage including snowpack and soil moisture, 2) modeling and predicting water fluxes such as evapotranspiration (ET), precipitation and river runoff, and 3) remote sensing of water quality, including both point source (e.g., turbidity and productivity) and non-point source (e.g., land cover conversion such as forest to agriculture yielding higher nutrient runoff). The objectives of the partnering cover three steps of: 1) Evaluation, 2) Verification and Validation, and 3) Benchmark Report. We are working with the U.S. federal agencies including the Environmental Protection Agency (EPA), the Bureau of Reclamation (USBR) and the Department of Agriculture (USDA). We are using several of their Decision Support Systems (DSS) tools. This includes the DSS support tools BASINS used by EPA, Riverware and AWARDS ET ToolBox by USBR and SWAT by USDA and EPA. Regional application sites using NASA data across the US. are currently being eliminated for the DSS tools. The current NASA data emphasized thus far are from the Land Data Assimilation Systems WAS) and MODIS satellite products. We are currently in the first two steps of evaluation and verification validation. Water Management Applications is one of twelve elements in the Earth Science Enterprise s National Applications Program. NASA Goddard Space Flight Center is supporting the Applications Program through partnering with other organizations to use NASA project results, such as from satellite instruments and Earth system models to enhance the organizations critical needs. The focus thus far has been: 1) estimating water storage including snowpack and soil moisture, 2) modeling and predicting water fluxes such as evapotranspiration (ET), precipitation and river runoff, and 3) remote sensing of water quality, including both point source (e.g., turbidity and productivity) and non-point source (e.g., land cover conversion such as forest to agriculture yielding higher nutrient runoff). The objectives of the partnering cover three steps of 1) Evaluation, 2) Verification and Validation, and 3) Benchmark Report. We are working with the U.S. federal agencies the Environmental Protection Agency (EPA), the Bureau of Reclamation (USBR) and the Department of Agriculture (USDA). We are using several of their Decision Support Systems (DSS) tools. T us includes the DSS support tools BASINS used by EPA, Riverware and AWARDS ET ToolBox by USBR and SWAT by USDA and EPA. Regional application sites using NASA data across the US. are currently being evaluated for the DSS tools. The current NASA data emphasized thus far are from the Land Data Assimilation Systems (LDAS) and MODIS satellite products. We are currently in the first two steps of evaluation and verification and validation.

Toll, David↗
NASA NTRS2005

A NASA Strategy for Leveraging Emerging Launch Vehicles for Routine, Small Payload Missions

Orbital flight opportunities for small payloads have always been few and far between, and then on February 1, 2002, the situation got worse. In the wake of the loss of the Columbia during STS- 107, changing NASA missions and priorities led to the termination of the Shuttle Small Payloads Projects, including Get-Away Special, Hitcbker, and Space Experiment Module. In spite of the limited opportunities, long queue, and restrictions associated with flying experiments on a man-rated transportation system; the carriers provided a sustained, high quality experiment services for education, science, and technology payloads, and was one of the few games in town. Attempts to establish routine opportunities aboard existing ELVs have been unsuccessful, as the cost-per-pound on small ELVs and conflicts with primary spacecraft on larger vehicles have proven prohibitive. Ths has led to a backlog of existing NASA-sponsored payloads and no prospects or plans for fbture opportunities within the NASA community. The prospects for breaking out of this paradigm appear promising as a result of NASA s partnership with DARPA in pursuit of low-cost, responsive small ELVs under the Falcon Program. Through this partnership several new small ELVs, providing 1000 lbs. to LEO will be demonstrated in less than two years that promise costs that are reasonable enough that NASA, DoD, and other sponsors can once again invest in small payload opportunities. Within NASA, planning has already begun. NASA will be populating one or more of the Falcon demonstration flights with small payloads that are already under development. To accommodate these experiments, Goddard s Wallops Flight Facility has been tasked to develop a multi-payload ejector (MPE) to accommodate the needs of these payloads. The MPE capabilities and design is described in detail in a separately submitted abstract. Beyond use of the demonstration flights however, Goddard has already begun developing strategies to leverage these new ELVs as elements of a larger system designed to provide routine, low-cost end-to-end services for small science, Exploration, and education payloads. The plan leverages the management approaches of the successful Sounding Rocket Program and Shuttle Small Payloads Projects. The strategy consists of using a systems implementation approach of elements, including 1) Falcon ELVs, 2) advanced launch site technologies and processes, 3) suite of experiment carriers accommodating different mission requirements, 4) streamlined integration and test operations, 5 ) experiment brokering and management, and 6) standardized, distributed payload operations. The envisioned suite of carriers includes the MPE, a standard interface experiment carrier, and potentially a reentry fieeflyer experiment carrier. Key to the success of this strategy is standard experiment interfaces within the carriers to limit mission- unique tasks, establishmg and managing a program of scheduled reoccurring flights rather than discrete missions, and streamlined, centralized implementation of the elements. These individual elements are each under development and Goddard will demonstrate the overall system strategy low-cost small payload missions on the initial Falcon demonstration launches from Wallops. goal is to show that this model should be converted to a sustained NASA program supporting science, technology, and education, with annual flight opportunities. The paper will define in detail the various elements of the overall program, as well as provide status, philosophy, and strategy for the program that will hopefully once-and-for-all provide low-cost, routine access to space for the small payloads community.

Underwood, Bruce E.↗
NASA NTRS2005

NASA's Radio Frequency Bolt Monitor: A Lifetime of Spinoffs

This story begins in the 1970s, when Dr. Joseph Heyman, a young scientist at NASA s Langley Research Center, was asked to support the investigation of a wind tunnel accident at a sister center. Although the work was outside of his physics background, it sparked a research focus that guided his lengthy NASA career and would earn him a slew of accolades, including NASA s highest award medals for Exceptional Leadership, Exceptional Achievement, and Exceptional Service; the coveted Silver Snoopy Astronaut Award for Space Shuttle Return to Flight; and the Arthur Fleming Award for being one of the Top Ten Federal Scientists in Government Service. He won 30 additional NASA awards, including the Agency s Invention of the Year and the Agency s highest award for technology transfer, and was the only person to ever win 4 R&D 100 Awards. Back in 1973, though, Heyman was a young civil servant with a background in physics who was asked to sit on an accident review panel. The panel met at Ames Research Center, in Moffet Field, California, and after considerable investigation, concluded that a high-pressure pebble heater used for heating gas had failed, due to improperly tightened bolts in a 1,000-pound gate valve control section. The accident showered the facility with incendiary ceramic spheres and nearly a ton of metal, but, luckily, caused no injuries. Heyman returned to Langley and began work on a solution. He developed an ultrasonic device that would measure bolt elongation, as opposed to torque, the factor typically measured in testing bolt preload or tension. Torque measurement can lead to load errors, with miscalculations as high as 80 percent that can be passed over during installation. Bolt stretch, however, is nearly always accurate to 1 percent or better. Within 1 month, he had an acoustic resonance solution that accurately determined bolt elongation. He assumed his work on this project had ended, but it was actually the start of nearly 15 years of work perfecting, improving, inventing, and modifying the "bolt monitor", all the while, filing numerous patents, presenting papers, and holding demonstrations as the technology matured. Industry engineers challenged Heyman s inventiveness, and reminded the physicist that most bolts are not perfect resonators, and that early devices required that the bolt have reasonably flat and parallel faces. The U.S. Geological Survey asked NASA for help in determining the load in mine roof bolts, which are 8- to 10-feet-long and rough cut. To solve that problem, Heyman modified the original device to operate at a lower frequency and to generate propagation modes that could be used to "lock" the instrument on a particular mode. Further work in this vein led to the development of the Pulsed Phase Locked Loop (P2L2) that worked on the mine bolts. The next set of problems involved high-strength bolts with head markings. For this solution, Heyman invented a modified P2L2 that tracked a specific phase point in the measurement wave. This class of instrumentation, well suited to measuring small changes in acoustic velocity, won the NASA "Invention of the Year" award in 1982. Other scientists and engineers have continued the evolution of this technology both inside NASA and outside of the Agency. Within NASA, the technology has been improved for medical applications, with a particular focus on intercranial pressure (ICP) monitoring.

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NASA NTRS2006

NASA Technologies for Product Identification

Since 1975 bar codes on products at the retail counter have been accepted as the standard for entering product identity for price determination. Since the beginning of the 21st century, the Data Matrix symbol has become accepted as the bar code format that is marked directly on a part, assembly or product that is durable enough to identify that item for its lifetime. NASA began the studies for direct part marking Data Matrix symbols on parts during the Return to Flight activities after the Challenger Accident. Over the 20 year period that has elapsed since Challenger, a mountain of studies, analyses and focused problem solutions developed by and for NASA have brought about world changing results. NASA Technical Standard 6002 and NASA Handbook 6003 for Direct Part Marking Data Matrix Symbols on Aerospace Parts have formed the basis for most other standards on part marking internationally. NASA and its commercial partners have developed numerous products and methods that addressed the difficulties of collecting part identification in aerospace operations. These products enabled the marking of Data Matrix symbols in virtually every situation and the reading of symbols at great distances, severe angles, under paint and in the dark without a light. Even unmarkable delicate parts now have a process to apply a chemical mixture called NanocodesTM that can be converted to a Data Matrix. The accompanying intellectual property is protected by 10 patents, several of which are licensed. Direct marking Data Matrix on NASA parts virtually eliminates data entry errors and the number of parts that go through their life cycle unmarked, two major threats to sound configuration management and flight safety. NASA is said to only have people and stuff with information connecting them. Data Matrix is one of the most significant improvements since Challenger to the safety and reliability of that connection. This presentation highlights the accomplishments of NASA in its efforts to develop technologies for automatic identification, its efforts to implement them and its vision on their role in space.

Schramm, Fred, Jr.↗
NASA NTRS2006

Proceedings of the NASA Laboratory Astrophysics Workshop

This report is a collection of papers presented at the 2006 NASA Workshop on Laboratory Astrophysics held in the University of Nevada, Las Vegas (UNLV) from February 14 to 16, 2006. This workshop brings together producers and users of laboratory astrophysics data so that they can understand each other's needs and limitations in the context of the needs for NASA's missions. The last NASA-sponsored workshop was held in 2002 at Ames Research Center. Recent related meetings include the Topical Session at the AAS meeting and the European workshop at Pillnitz, Germany, both of which were held in June 2005. The former showcased the importance of laboratory astrophysics to the community at large, while the European workshop highlighted a multi-laboratory approach to providing the needed data. The 2006 NASA Workshop on Laboratory Astrophysics, sponsored by the NASA Astrophysics Division, focused on the current status of the field and its relevance to NASA. This workshop attracted 105 participants and 82 papers of which 19 were invited. A White Paper identifying the key issues in laboratory astrophysics during the break-out sessions was prepared by the Scientific Organizing Committee, and has been forwarded to the Universe Working Group (UWG) at NASA Headquarters. This White Paper, which represented the collective inputs and opinions from experts and stakeholders in the field of astrophysics, should serve as the working document for the future development of NASA's R&A program in laboratory astrophysics.

Weck, Phillippe F.↗
NASA NTRS2006

2005 NASA Seal/Secondary Air System Workshop, Volume 1

The 2005 NASA Seal/Secondary Air System workshop covered the following topics: (i) Overview of NASA s new Exploration Initiative program aimed at exploring the Moon, Mars, and beyond; (ii) Overview of the NASA-sponsored Propulsion 21 Project; (iii) Overview of NASA Glenn s seal project aimed at developing advanced seals for NASA s turbomachinery, space, and reentry vehicle needs; (iv) Reviews of NASA prime contractor, vendor, and university advanced sealing concepts including tip clearance control, test results, experimental facilities, and numerical predictions; and (v) Reviews of material development programs relevant to advanced seals development. Turbine engine studies have shown that reducing high-pressure turbine (HPT) blade tip clearances will reduce fuel burn, lower emissions, retain exhaust gas temperature margin, and increase range. Several organizations presented development efforts aimed at developing faster clearance control systems and associated technology to meet future engine needs. The workshop also covered several programs NASA is funding to develop technologies for the Exploration Initiative and advanced reusable space vehicle technologies. NASA plans on developing an advanced docking and berthing system that would permit any vehicle to dock to any on-orbit station or vehicle. Seal technical challenges (including space environments, temperature variation, and seal-on-seal operation) as well as plans to develop the necessary "androgynous" seal technologies were reviewed. Researchers also reviewed tests completed for the shuttle main landing gear door seals.

Steinetz, Bruce M.↗
NASA NTRS2006

2006 NASA Strategic Plan

On January 14, 2004, President George W. Bush announced A Renewed Spirit of Discovery: The President's Vision for U.S. Space Exploration, a new directive for the Nation's space program. The fundamental goal of this directive is "to advance U.S. scientific, security, and economic interests through a robust space exploration program." In issuing it, the President committed the Nation to a journey of exploring the solar system and beyond: returning to the Moon in the next decade, then venturing further into the solar system, ultimately sending humans to Mars and beyond. He challenged NASA to establish new and innovative programs to enhance understanding of the planets, to ask new questions, and to answer questions that are as old as humankind. NASA enthusiastically embraced the challenge of extending a human presence throughout the solar system as the Agency's Vision, and in the NASA Authorization Act of 2005, Congress endorsed the Vision for Space Exploration and provided additional guidance for implementation. NASA is committed to achieving this Vision and to making all changes necessary to ensure success and a smooth transition. These changes will include increasing internal collaboration, leveraging personnel and facilities, developing strong, healthy NASA Centers,a nd fostering a safe environment of respect and open communication for employees at all levels. NASA also will ensure clear accountability and solid program management and reporting practices. Over the next 10 years, NASA will focus on six Strategic Goals to move forward in achieving the Vision for Space Exploration. Each of the six Strategic Goals is clearly defined and supported by multi-year outcomes that will enhance NASA's ability to measure and report Agency accomplishments in this quest.

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NASA NTRS2005

The NASA Exploration Design Team; Blueprint for a New Design Paradigm

NASA has chosen JPL to deliver a NASA-wide rapid-response real-time collaborative design team to perform rapid execution of program, system, mission, and technology trade studies. This team will draw on the expertise of all NASA centers and external partners necessary. The NASA Exploration Design Team (NEDT) will be led by NASA Headquarters, with field centers and partners added according to the needs of each study. Through real-time distributed collaboration we will effectively bring all NASA field centers directly inside Headquarters. JPL's Team X pioneered the technique of real time collaborative design 8 years ago. Since its inception, Team X has performed over 600 mission studies and has reduced per-study cost by a factor of 5 and per-study duration by a factor of 10 compared to conventional design processes. The Team X concept has spread to other NASA centers, industry, academia, and international partners. In this paper, we discuss the extension of the JPL Team X process to the NASA-wide collaborative design team. We discuss the architecture for such a process and elaborate on the implementation challenges of this process. We further discuss our current ideas on how to address these challenges.

Team X↗
NASA NTRS2006

A Decade of Friction Stir Welding R and D at NASA's Marshall Space Flight Center and a Glance into the Future

Welding at NASA's Marshall Space Flight Center (MSFC), Huntsville, Alabama, has taken a new direction through the last 10 years. Fusion welding processes, namely variable polarity plasma arc (VPPA) and tungsten inert gas (TIG) were once the corner stone of welding development in the Space Flight Center's welding laboratories, located in the part of MSFC know as National Center for Advanced Manufacturing (NCM). Developed specifically to support the Shuttle Program's External Tank and later International Space Station manufacturing programs, was viewed as the paragon of welding processes for joining aluminum alloys. Much has changed since 1994, however, when NASA's Jeff Ding brought the FSW process to the NASA agency. Although, at that time, FSW was little more than a "lab curiosity", NASA researchers started investigating where the FSW process would best fit NASA manufacturing programs. A laboratory FSW system was procured and the first welds were made in fall of 1995. The small initial investment NASA made into the first FSW system has certainly paid off for the NASA agency in terms of cost savings, hardware quality and notoriety. FSW is now a part of Shuttle External Tank (ET) production and the preferred weld process for the manufacturing of components for the new Crew Launch Vehicle (CLV) and Heavy Lift Launch Vehicle (HLLV) that will take this country back to the moon. It is one of the solid state welding processes being considered for on-orbit space welding and repair, and is of considerable interest for Department of Defense @OD) manufacturing programs. MSFC involvement in these and other programs makes NASA a driving force in this country's development of FSW and other solid state welding technologies. Now, a decade later, almost the entire on-going welding R&D at MSFC now focuses on FSW and other more advanced solid state welding processes.

Ding, Jeff↗
NASA NTRS2008

The New NASA Orbital Debris Mitigation Procedural Requirements and Standards

NASA has issued major updates to its principal orbital debris mitigation policy directive and standards. The new NASA Procedural Requirements for Limiting Orbital Debris (NPR 8715.6), with its supporting NASA Standard 8719.14, both refine earlier orbital debris mitigation documents and in some areas expand their applicability. Organizational and individual responsibilities along with general directives are set forth in NPR 8715.6. New requirements include routine conjunction assessments for all maneuverable NASA spacecraft in LEO and GEO, prompt notifications of intended or unintended debris generation, preparation and maintenance of formal end-of-mission plans, and disposal of vehicles in operation around the Moon and Mars and at the Earth-Sun Lagrangian points. NASA Standard 8719.14 replaces the 1995 NASA Safety Standard 1740.14 with no major new requirements but with several refinements and additions, some of which had already been adopted. Compliance with human casualty risk limitations from reentering debris will be calculated explicitly and not be expressed in terms of average debris casualty area. Moreover, the minimum kinetic energy threshold for potentially injurious reentering debris is set at 15 Joules. The overarching requirement for the disposal of GEO spacecraft and launch vehicle orbital stages is to ensure that the vehicles do not come within GEO + 200 km for at least 100 km after end of mission, rather than setting specific requirements for the disposal orbit. Spacecraft operating in or routinely transiting LEO must remain in the region for no more than 25 years after end of mission or 30 years after launch, whichever occurs sooner. A comprehensive new NASA handbook on orbital debris has also been prepared to provide background on the orbital debris environment and the related NASA mitigation requirements and standards.

Johnson, Nicholas L.↗
NASA NTRS2008

NASA's Agency-Wide Strategy for Environmental Regulatory Risk Analysis and Communication

NASA's mission is to pioneer the future in space exploration, scientific discovery, and aeronautics research. To help enable existing and future programs to pursue this mission, NASA has established the Principal Center for Regulatory Risk Analysis and Communication (RRAC PC) to proactively identify, analyze, and communicate environmental regulatory risks to the NASA community. The RRAC PC is chartered to evaluate the risks posed to NASA Programs and facilities by environmentally related drivers. The RRAC PC focuses on emerging environmental regulations, as well as risks related to operational changes that can trigger existing environmental requirements. Changing regulations have the potential to directly affect program activities. For example, regulatory changes can restrict certain activities or operations by mandating changes in how operations may be done or limiting where or how certain operations can take place. Regulatory changes also can directly affect the ability to use certain materials by mandating a production phase-out or restricting usage applications of certain materials. Such changes can result in NASA undertaking material replacement efforts. Even if a regulation does not directly affect NASA operations, U.S. and international regulations can pose program risks indirectly through requirements levied on manufacturers and vendors of components and materials. For example, manufacturers can change their formulations to comply with new regulatory requirements. Such changes can require time-consuming and costly requalification certification for use in human spaceflight programs. The RRAC PC has implemented several strategies for proactively managing regulatory change to minimize potential adverse impacts to NASA Programs and facilities. This presentation highlights the lessons learned through establishing the RRAC PC, the process by which the RRAC PC monitors and distributes information about emerging regulatory requirements, and the cross-Agency cooperation that is vital to supporting NASA's mission.

Duda, Kristen↗
NASA NTRS2008

NASA's Ares I and Ares V Launch Vehicles -- Effective Space Operations Through Efficient Ground Operations

The United States (U.S.) plans to return to the Moon by 2020, with the development of a new human-rated space transportation system to replace the Space Shuttle, which is due for retirement in 2010 after it completes its missions of building the International Space Station and servicing the Hubble Space Telescope. Powering the future of space-based scientific exploration will be the Ares I Crew Launch Vehicle, which will transport the Orion Crew Exploration Vehicle to orbit where it will rendezvous with the Lunar Lander. which will be delivered by the Ares V Cargo Launch Vehicle. This new transportation infrastructure, developed by the National Aeronautics and Space Administration (NASA), will allow astronauts to leave low-Earth orbit for extended lunar exploration and preparation for the first footprint on Mars. All space-based operations begin and are controlled from Earth. NASA's philosophy is to deliver safe, reliable, and cost-effective solutions to sustain a multi-billion-dollar program across several decades. Leveraging 50 years of lessons learned, NASA is partnering with private industry, while building on proven hardware experience. This paper will discuss how the Engineering Directorate at NASA's Marshall Space Flight Center is working with the Ares Projects Office to streamline ground operations concepts and reduce costs. Currently, NASA's budget is around $17 billion, which is less than 1 percent of the U.S. Federal budget. Of this amount, NASA invests approximately $4.5 billion each year in Space Shuttle operations, regardless of whether the spacecraft is flying or not. The affordability requirement is for the Ares I to reduce this expense by 50 percent, in order to allow NASA to invest more in space-based scientific operations. Focusing on this metric, the Engineering Directorate provides several solutions-oriented approaches, including Lean/Six Sigma practices and streamlined hardware testing and integration, such as assembling major hardware elements before shipping to the Kennedy Space Center for launch operations. This paper provides top-level details for several cost saving initiatives, including both process and product improvements that will result in space transportation systems that are designed with operations efficiencies in mind. The Engineering Directorate provides both the intellectual capital embodied in an experienced workforce and unique facilities in which to validate the information technology tools that allow a nationwide team to collaboratively connect across miles that separate them and the engineering disciplines that integrate various piece parts into a whole system. As NASA transforms ground-based operations, it also is transitioning its workforce from an era of intense hands-on labor to a new one of mechanized conveniences and robust hardware with simpler interfaces. Ensuring that space exploration is on sound footing requires that operations efficiencies be designed into the transportation system and implemented in the development stage. Applying experience gained through decades of ground and space op'erations, while using value-added processes and modern business and engineering tools, is the philosophy upon which a new era of exploration will be built to solve some of the most pressing exploration challenges today -- namely, safety, reliability, and affordability.

Dumbacher, Daniel L.↗
NASA NTRS2008

Designing the Ares I Crew Launch Vehicle Upper Stage Element and Integrating the Stack at NASA's Marshall Space Flight Center

Fielding an integrated launch vehicle system entails many challenges, not the least of which is the fact that it has been over 30 years since the United States has developed a human-rated vehicle - the venerable Space Shuttle. Over time, whole generations of rocket scientists have passed through the aerospace community without the opportunity to perform such exacting, demanding, and rewarding work. However, with almost 50 years of experience leading the design, development, and end-to-end systems engineering and integration of complex launch vehicles, NASA's Marshall Space Flight Center offers the in-house talent - both junior- and senior-level personnel - to shape a new national asset to meet the requirements for safe, reliable, and affordable space exploration solutions.' These personnel are housed primarily in Marshall's Engineering Directorate and are matrixed into the programs and projects that reside at the rocket center. Fortunately, many Apollo era and Shuttle engineers, as well as those who gained valuable hands-on experience in the 1990s by conducting technology demonstrator projects such as the Delta-Clipper Experimental Advanced, X-33, X-34, and X-37, as well as the short-lived Orbital Space Plane, work closely with industry partners to advance the nation's strategic capability for human access to space. Currently, only three spacefaring nations have this distinction, including the United States, Russia, and, more recently, China. The U.S. National Space Policy of2006 directs that NASA provide the means to travel to space, and the NASA Appropriations Act of2005 provided the initial funding to begin in earnest to replace the Shuttle after the International Space Station construction is complete in 20 IO? These and other strategic goals and objectives are documented in NASA's 2006 Strategic Plan.3 In 2005, a team of NASA aerospace experts conducted the Exploration Systems Architecture Study, which recommended a two-vehicle approach to America's next space transportation system for missions to the International Space Station in the next decade and to explore the Moon and establish an outpost around the 2020 timeframe.4 Based on this extensive study, NASA selected the Ares I crew launch vehicle configuration and the heavy-lift Ares V cargo launch vehicle (fig 1). This paper will give an overview of NASA's approach to integrating the Ares I vehicle stack using capabilities and assets that are resident in Marshall's Engineering Directorate, working in partnership with other NASA Centers and the U.S. aerospace industry. It also will provide top-level details on the progress of the in-house design of the Ares I vehicle's upper stage element.

Lyles, Garry↗
NASA NTRS2008

NASA's Agency-wide Strategy for Environmental Regulatory Risk Analysis and Communication

NASA's mission is to pioneer the future in space exploration, scientific discovery, and aeronautics research. To help enable existing and future programs to pursue this mission, NASA has established the Principal Center for Regulatory Risk Analysis and Communication (RRAC PC) to proactively identify, analyze, and communicate environmental regulatory risks to the NASA community. The RRAC PC is chartered to evaluate the risks posed to NASA Programs and facilities by environmentally related drivers. The RRAC PC focuses on emerging environmental regulations, as well as risks related to operational changes that can trigger existing environmental requirements. Changing regulations have the potential to directly affect program activities. For example, regulatory changes can restrict certain activities or operations by mandating changes in how operations may be done or limiting where or how certain operations can take place. Regulatory changes also can directly affect the ability to use certain materials by mandating a production phase-out or restricting usage aPi'iications of certain materials. Such changes can result in NASA undertaking material replacement efforts. Even if a regulation does not directly affect NASA operations, U.S. and international regulations can pose program risks indirectly through requirements levied on manufacturers and vendors of components and materials. For example, manufacturers can change their formulations to comply with new regulatory requirements. Such changes can require time-consuming and costly requalification certification for use in human spaceflight programs. The RRAC PC has implemented several strategies for proactively managing regulatory change to minimize potential adverse impacts to NASA Programs and facilities. This presentation highlights the lessons learned through establishing the RRAC PC, the process by which the RRAC PC monitors and distributes information about emerging regulatory requirements, and the cross-Agency cooperation that is vital to supporting NASA's mission.

Duda, Kristen↗