Results for “Governance” — Page 25

NASA NTRS2003

NASA's Management and Utilization of the Small Business Innovative Research (SBIR) Program

The United Space Congress established the SBIR program in 1982 for the following purposes: ( 1) Stimulate technological innovation (2) Increase private-sector commercialization derived from federal R&D (3) Use small business to meet federal R&D needs (4) Foster and encourage participation by disadvantaged persons and women in technological innovation The STTR program was established in 1992 with the additional requirement of having a small business partner with a research institution (usually a university) for the purpose of transferring intellectual property from the research institution to the small business concern for enabling a government technical need and furthering the technological development for the purpose of developing commercial products. The government of Japan has established a program that models portions of the U.S. SBIR and STTR programs. They are very interested in how NASA has been so successful in fulfilling the Congressional objectives of these programs. In particular, they want to understand the management practices and incentives that are provided to enable partnerships between business enterprises, academia and government. The speech will also focus on some of the many successful technologies (on a conceptual level) that have been developed through NASA s SBIR and STTR programs and mechanisms used to promote cooperation between small businesses, large businesses, academia and government agencies within the United States. The speech is on a conceptual level, focusing on U.S. and NASA policies and management implementation practices. No enabling technical discussion will be held.

Mexcur, Winfield Paul↗

NASA NTRS2004

Status of the Landsat Data Continuity Mission

Efforts to begin implementing a successor mission to Landsat 7, called the Landsat Data Continuity Mission (LDCM), suffered a set back in 2003. NASA and the Department of Interior (DOI)/U.S. Geological Survey (USGS) currently manage the Landsat Program as an interagency partnership. The two agencies had planned to purchase data meeting LDCM specifications from a privately owned and commercially operated satellite system beginning in March, 2007. This approach represented a departure from the traditional procurement of a government owned and operated satellite system. NASA, however, cancelled a Request-for-Proposals (RFP) for providing the required data after an evaluation of proposals received from private industry. NASA concluded that the proposals failed to meet a key objective and expectation of the RFP, namely, to form a fair and equitable partnership between the Government and private industry. Alternative strategies for implementing an LDCM are now under consideration. The Executive Office of the President formed an interagency working group on the LDCM following the RFP cancellation. The working group is considering other options for implementing a successor system to Landsat 7 consistent with the Land Remote Sensing Policy Act of 1992 (Public Law 102-555). This Act lists four management options for consideration: 1) private sector funding and management; 2) an international consortium; 3) funding and management by the U.S. Government; and 4) a cooperative effort between the US. Government and the private sector. The working group is currently attempting to minimize the risk of a Landsat data gap through development of a strategy that leads to a Landsat 7 successor mission. The selected strategy and the status of the mission will be presented at the Symposium.

Irons, James R.↗

NASA NTRS1978

A New Look For Greenbelt

Greenbelt, Maryland, 12 miles from the nation's capital, is an efficiently planned model town and most of its 1600 homes are almost identical in appearance. Four of them, however, stand out from their neighbors; they have distinctive blue glass rooftop superstructures made up of a series of solar collectors. They are part of a NASA community aid program, a joint energy research project involving the Greenbelt housing cooperative and NASA's Goddard Space Flight Center, located near the community. Built in 1935, Greenbelt is one of three government-planned communities of President Franklin D. Roosevelt's first administration; the others are Greendale, Wisconsin and Greenhills, Ohio. The government built the towns to make available low-cost housing, provide employment for workers on relief in the Great Depression era, and to establish models designed to encourage construction of similar developments by private industry. In 1952, the residents of Greenbelt formed a nonprofit cooperative called Greenbelt Homes, Inc., which bought the dwellings, facilities and a large part of the land from the government. The homes are individually owned but collectively maintained by the co-op, with each owner paying a prorated share of utility and maintenance costs. Greenbelt residents are mostly in the low and medium income brackets, and one of every three families lives on a fixed retirement income. For that reason, the sharp escalation of fuel oil prices that began in 1973 imposed particular hardship on the co-op community. So Greenbelt Homes' management asked its NASA neighbor, Goddard Space Flight Center, for assistance in setting up a solar energy research project. The idea was to conduct a small scale demonstration to show what savings could be realized by solar heating Greenbelt homes, with an eye toward possible future expansion of solar energy systems as a means of combating rising fuel costs. Goddard undertook the project as part of the federal government's effort to research and demonstrate ways of conserving energy. The Center was well qualified for the assignment, having acquired extensive expertise in designing thermal control systems for satellites, which must maintain stable temperatures for successful operation.

Source record↗

NASA NTRS2007

Proceedings of the 2006 Civil Commercial Imagery Evaluation Workshop

The Joint Agency Commercial Imagery Evaluation (JACIE) team is a collaborative interagency working group formed to leverage different government agencies' capabilities for the characterization of commercial remote sensing products. The team is composed of staff from the National Aeronautics and Space Administration (NASA), the National Geospatial-Intelligence Agency (NGA), and the U.S. Geological Survey (USGS). Each JACIE agency has a vested interest in the purchase and use of commercial imagery to support government research and operational applications. The intent of the 2006 workshop is to exchange information regarding the characterization and application of commercial imagery used by the government. The main focus of previous workshops has been on high-resolution satellite imagery from systems; such as, IKONOS (Space Imaging, Inc.), QuickBird (DigitalGlobe, Inc.), and OrbView-3 (ORBIMAGE). This workshop is being expanded to cover all civil medium- and high-resolution commercial imagery used by the government.

Stanley, Thomas↗

NASA NTRS1999

Economic Analysis on the Space Transportation Architecture Study (STAS) NASA Team

The National Aeronautics and Space Administration (NASA) performed the Space Transportation Architecture Study (STAS) to provide information to support end-of-the-decade decisions on possible near-term US Government (USG) investments in space transportation. To gain a clearer understanding of the costs and benefits of the broadest range of possible space transportation options, six teams, five from aerospace industry companies and one internal to NASA, were tasked to answer three primary questions: a) If the Space Shuttle system should be replaced; b) If so, when the replacement should take place and how the transition should be implemented; and c) If not, what is the upgrade strategy to continue safe and affordable flight of the Space Shuttle beyond 2010. The overall goal of the Study was "to develop investment options to be considered by the Administration for the President's FY2001 budget to meet NASA's future human space flight requirements with significant reductions in costs." This emphasis on government investment, coupled with the participation by commercial f'trms, required an unprecedented level of economic analysis of costs and benefits from both industry and government viewpoints. This paper will discuss the economic and market models developed by the in-house NASA Team to analyze space transportation architectures, the results of those analyses, and how those results were reflected in the conclusions and recommendations of the STAS NASA Team. Copyright 1999 by the American Institute of Aeronautics and Astronautics, Inc. No copyright is asserted in the United States under Title 17, U.$. Code. The U.S. Government has a royalty-free license to exercise all rights under the copyright claimed herein for Governmental purposes. All other rights are reserved by the copyright owner.

Shaw, Eric J.↗

NASA NTRS2008

GIDEP Batching Tool

This software provides internal, automated search mechanics of GIDEP (Government- Industry Data Exchange Program) Alert data imported from the GIDEP government Web site. The batching tool allows the import of a single parts list in tab-delimited text format into the local JPL GIDEP database. Delimiters from every part number are removed. The original part numbers with delimiters are compared, as well as the newly generated list without the delimiters. The two lists run against the GIDEP imports, and output any matches. This feature only works with Netscape 2.0 or greater, or Internet Explorer 4.0 or greater. The user selects the browser button to choose a text file to import. When the submit button is pressed, this script will import alerts from the text file into the local JPL GIDEP database. This batch tool provides complete in-house control over exported material and data for automated batch match abilities. The batching tool has the ability to match capabilities of the parts list to tables, and yields results that aid further research and analysis. This provides more control over GIDEP information for metrics and reports information not provided by the government site. This software yields results quickly and gives more control over external data from the government site in order to generate other reports not available from the external source. There is enough space to store years of data. The program relates to risk identification and management with regard to projects and GIDEP alert information encompassing flight parts for space exploration.

Fong, Danny↗

NASA NTRS2009

Commercialization is Required for Sustainable Space Exploration and Development

The U.S. Space Exploration policy outlines an exciting new direction in space for human and robotic exploration and development beyond low Earth orbit. Pressed by this new visionary guidance, human civilization will be able to methodically build capabilities to move off Earth and into the solar system in a step-by-step manner, gradually increasing the capability for humans to stay longer in space and move further away from Earth. The new plans call for an implementation that would create an affordable and sustainable program in order to span over generations of explorers, each new generation pushing back the boundaries and building on the foundations laid by the earlier. To create a sustainable program it is important to enable and encourage the development of a selfsupporting commercial space industry leveraging both traditional and non-traditional segments of the industrial base. Governments will not be able to open the space frontier on their own because their goals change over relatively short timescales and because the large costs associated with human spaceflight cannot be sustained. A strong space development industrial sector is needed that can one day support the needs of commercial space enterprises as well as provide capabilities that the National Aeronautics and Space Administration (NASA) and other national space agencies can buy to achieve their exploration goals. This new industrial space sector will someday provide fundamental capabilities like communications, power, logistics, and even cargo and human space transportation, just as commercial companies are able to provide these services on Earth today. To help develop and bolster this new space industrial sector, NASA and other national space agencies can enable and facilitate it in many ways, including reducing risk by developing important technologies necessary for commercialization of space, and as a paying customer, partner, or anchor tenant. This transition from all or mostly government developed and operated facilities and services to commercial supplied facilities and services should be considered from the very earliest stages of planning. This paper will first discuss the importance of space commercialization to fulfilling national goals and the associated policy and strategic objectives that will enable space exploration and development. Then the paper will offer insights into how government can provide leadership to promote the nascent commercial space industry. In addition, the paper describes programs and policies already in place at NASA and offers five important principles government can use to strengthen space industry.

Martin, Gary L.↗

NASA NTRS2001

Activities on Space Debris in U.S.

In the U.S. space debris activities are addressed at all government levels, from the Executive Office of the President to the individual federal agencies to specialized centers, laboratories, organizations, and research groups. U.S. Space Policy specifically challenges government agencies to seek to minimize the creation of space debris and to promote debris minimization practices both domestically and internationally. A set of space debris mitigation standard practices has been developed and adopted by relevant US government agencies, and their application by the commercial aerospace community is highly encouraged. A growing number of US government agencies have issued their own space debris mitigation policies, directives, regulations, and standards. Space debris research, including the definition and modeling of the current and future near-Earth space environment and the development of debris protection technologies, is principally conducted by NASA and the Department of Defense. The U.S. Space Surveillance Network continues to provide the most complete and timely characterization of the population of space debris larger than 10 cm. During the past several years major advancements have been achieved in extending this environment definition in LEO to include particles as small as only a few millimeters. The inspection of returned spacecraft surfaces continues to shed light on the even smaller debris population. With improvements in computer technology, new and more capable programs have been and are being developed to solve a number of operational and research problems. Finally, the academic and industrial sectors of the U.S. are also increasing their participation in and contributions to space debris operations and research. The cooperation of satellite and launch vehicle developers and operators is essential to the U.S. objective of promoting the preservation of the space environment for future generations.

Johnson, Nicholas L.↗

NASA NTRS2010

NASA UAS Update

Last year may prove to be a pivotal year for the National Aeronautics and Space Administration (NASA) in the Unmanned Aircraft Systems (UAS) arena, especially in relation to routine UAS access to airspace as NASA accepted an invitation to join the UAS Executive Committee (UAS ExCom). The UAS ExCom is a multi-agency, Federal executive-level committee comprised of the Federal Aviation Administration (FAA), Department of Defense (DoD), Department of Homeland Security (DHS), and NASA with the goals to: 1) Coordinate and align efforts between key Federal Government agencies to achieve routine safe federal public UAS operations in the National Airspace System (NAS); 2) Coordinate and prioritize technical, procedural, regulatory, and policy solutions needed to deliver incremental capabilities; 3) Develop a plan to accommodate the larger stakeholder community at the appropriate time; and 4) Resolve conflicts between Federal Government agencies (FAA, DoD, DHS, and NASA), related to the above goals. The committee was formed in recognition of the need of UAS operated by these agencies to access to the National Airspace System (NAS) to support operational, training, development and research requirements. In order to meet that need, technical, procedural, regulatory, and policy solutions are required to deliver incremental capabilities leading to routine access. The formation of the UAS ExCom is significant in that it represents a tangible commitment by FAA senior leadership to address the UAS access challenge. While the focus of the ExCom is government owned and operated UAS, civil UAS operations are bound to benefit by the progress made in achieving routine access for government UAS. As the UAS ExCom was forming, NASA's Aeronautics Research Mission Directorate began to show renewed interest in UAS, particularly in relation to the future state of the air transportation system under the Next Generation Air Transportation System (NextGen). NASA made funding from the American Recovery and Revitalization Act available in order to continue addressing the issue of routine civil UAS access.

Bauer, Jeffrey Ervin↗

NASA NTRS2012

NIRPS: A Year of Progress and Challenge

In the past 14 months NIRPS has gone from an idea on a sheet of paper to a working organization, performing tasks of national scale. NIRPS is beginning to establish itself among the Propulsion Community. Need is recognized for a coordination and integration function across the US Government s propulsion activities. NIRPS acts as a collaboration agent - serves as a catalyst and multi-agency facilitator NIRPS is leading a high-priority Government-wide task. 2012 Defense Authorization Act, Sec 1095; Develop National Rocket Propulsion Strategy. Beginning to perform in accordance with Grand Challenges. Performing to an Executable plan, adjusting to to Center and Agency priorities. Challenges remain to building a sustainable Institute. Effective integration and Coordination with other Government Agencies. Continued Active engagement with Industry and Academia. Building an Efficient and Responsive Governance System for a growing Institute.

Thomas, Dale↗

NASA NTRS2013

US Rocket Propulsion Industrial Base Health Metrics

The number of active liquid rocket engine and solid rocket motor development programs has severely declined since the "space race" of the 1950s and 1960s center dot This downward trend has been exacerbated by the retirement of the Space Shuttle, transition from the Constellation Program to the Space launch System (SLS) and similar activity in DoD programs center dot In addition with consolidation in the industry, the rocket propulsion industrial base is under stress. To Improve the "health" of the RPIB, we need to understand - The current condition of the RPIB - How this compares to past history - The trend of RPIB health center dot This drives the need for a concise set of "metrics" - Analogous to the basic data a physician uses to determine the state of health of his patients - Easy to measure and collect - The trend is often more useful than the actual data point - Can be used to focus on problem areas and develop preventative measures The nation's capability to conceive, design, develop, manufacture, test, and support missions using liquid rocket engines and solid rocket motors that are critical to its national security, economic health and growth, and future scientific needs. center dot The RPIB encompasses US government, academic, and commercial (including industry primes and their supplier base) research, development, test, evaluation, and manufacturing capabilities and facilities. center dot The RPIB includes the skilled workforce, related intellectual property, engineering and support services, and supply chain operations and management. This definition touches the five main segments of the U.S. RPIB as categorized by the USG: defense, intelligence community, civil government, academia, and commercial sector. The nation's capability to conceive, design, develop, manufacture, test, and support missions using liquid rocket engines and solid rocket motors that are critical to its national security, economic health and growth, and future scientific needs. center dot The RPIB encompasses US government, academic, and commercial (including industry primes and their supplier base) research, development, test, evaluation, and manufacturing capabilities and facilities. center dot The RPIB includes the skilled workforce, related intellectual property, engineering and support services, and supply chain operations and management. This definition touches the five main segments of the U.S. RPIB as categorized by the USG: defense, intelligence community, civil government, academia, and commercial sector.

Doreswamy, Rajiv↗

NASA NTRS2016

Crowd Sourcing Approach for UAS Communication Resource Demand Forecasting

Congressional attention to Unmanned Aircraft Systems (UAS) has caused the Federal Aviation Administration (FAA) to move the National Airspace System (NAS) Integration project forward, but using guidelines, practices and procedures that are yet to be fully integrated with the FAA Aviation Management System. The real drive for change in the NAS will to come from both UAS operators and the government jointly seeing an accurate forecast of UAS usage demand data. This solid forecast information would truly get the attention of planners. This requires not an aggregate demand, but rather a picture of how the demand is spread across small to large UAS, how it is spread across a wide range of missions, how it is expected over time and where, in terms of geospatial locations, will the demand appear. In 2012 the Volpe Center performed a study of the overall future demand for UAS. This was done by aggregate classes of aircraft types. However, the realistic expected demand will appear in clusters of aircraft activities grouped by similar missions on a smaller geographical footprint and then growing from those small cells. In general, there is not a demand forecast that is tightly coupled to the real purpose of the mission requirements (e.g. in terms of real locations and physical structures such as wind mills to inspect, farms to survey, pipelines to patrol, etc.). Being able to present a solid basis for the demand is crucial to getting the attention of investment, government and other fiscal planners. To this end, Mosaic ATM under NASA guidance is developing a crowd sourced, demand forecast engine that can draw forecast details from commercial and government users and vendors. These forecasts will be vetted by a governance panel and then provide for a sharable accurate set of projection data. Our paper describes the project and the technical approach we are using to design and create access for users to the forecast system.

air traffic↗

NASA NTRS2015

2015 Annual Report for the Flight Opportunities Program

Welcome to this third edition of the Flight Opportunities program annual report. In this edition, we continue our story of pathfinding NASA's role in the partnership with the U.S. commercial space and space technology R&D communities to advance national space interests and develop technologies critical to NASA's future missions. 2015 was the year in which a planned change to our payload solicitation strategy saw its first tangible result. As you might remember from our 2014 annual report, in 2015 we set out to facilitate a more direct interaction between flight providers and technology developers by providing fixed funding awards to researchers to directly purchase the flight service(s) that best meet their needs. The selection and award of the first six REDDI-F1 flight grants to non-U.S. government researchers was an important milestone in this regard. From now on, using the REDDI-F1 solicitation appendix, the program will enable non-U.S. government researchers to directly purchase flight services on the emerging suborbital market. The same (or similar) commercial flight services will be available to NASA and other U.S. government agencies (OGA) through commercial contracts that NASA has established through our program. For the latter, our program is available to provide campaign management services, similar to the role we play(ed) for technology payloads remaining in our pool from earlier selections. The full impact of this broader strategic change will likely become more visible in the years ahead as our legacy pool gets depleted and we have implemented a new NASA- and OGA-specific call for proposals. One observation that can already be made after two rounds of REDDI-F1 solicitations is that through this change, the list of commercial flight service providers of interest to non-U.S. government researchers has grown from five in 2014 to nine in 2015. On the industry development front, our Announcement of Collaborative Opportunities (ACO) solicitation was promoted to an STMD-wide solicitation and released in 2015 in combination with the Tipping Point solicitation. A total of 22 awards was announced in November 2015, 12 of which are ACO awards, and six of these are funded by Flight Opportunities. Through these ACO awards, the program funds NASA technical expertise and NASA test facilities to aid industry partners in maturing key space technologies, in our case focusing on small launch vehicle technology development. Flight test activity in 2015 saw a steady 13 campaigns with 31 payload-flights (29 unique payloads). Thirteen new payloads were selected into the program in FY2015, and 14 payloads completed flight testing, bringing the total number of completed technology demonstration payloads to 69. Overall, we are pleased with the evolution and growth of the Flight Opportunities program and look forward to continued success in our partnership with the technology R&D community and the commercial space sector.

Flight Testing↗

NASA NTRS2018

NASA 2018 Green Propulsion Roadmap

The Green Propulsion Working Group (GPWG) is a technical guidance working group formed April 2017 under the Agency's Capability Leadership Team The GPWG was tasked with recommending an agency road map and providing guidance to NASA on green propulsion technology development and infusion The GPWG's efforts focus on ionic liquid propellants and related technologies The GPWG was chartered with three representatives from NASA Centers currently exploring green propulsion technologies As other Centers may explore programs that utilize green propulsion, membership of the working group can be expanded to include more interested parties Working group also solicits and coordinates with other government agencies (e.g. AFRL, MDA) In 2015, JANNAF hosted a Technical Interchange Meeting (TIM) on Green Monopropellant Alternatives to Hydrazine (GMAH) Included both Government and non-Government contributions on the State-of-the-Art in Green Propulsion Technology Following the TIM, a Government-only session (USAF/AFRL/NASA/MDA/DLA) reviewed and identified remaining technical gaps in Green Propulsion In 2016, an inter-agency team (AFRL/NASA/MDA) worked together to develop an informal inter-agency "roadmap" based on the outcome of the TIM Approach consisted of near-term, mid-term, and long-term technology advancement areas, approaching incrementally larger thrust classes The NASA Green Propulsion Working Group reviewed the work of the 2016 Inter-Agency Working Group, and concurs that the identified technical gaps and technology development areas are still relevant and necessary to see green propulsion technology advanced The GPWG recommends the 2016 roadmap be adopted as baseline for NASA needs, with some additions The focus of the 2016 inter-agency roadmap was primarily on the thruster technology. The Agency must also invest in understanding the broader propulsion system-level technology gaps in parallel. Timeframes are considered suggested from a priority standpoint, but are also flexible as some efforts will need to occur in the nearer term or concurrently in order to meet specific mission requirements The GPWG developed 2018 roadmap breaks down the technology development goals into Technology Development Areas (TDA's), and identifies the near-, mid, and long-term sub-goals within those areas. Those TDA's are: Thruster Hardware Development Modeling & Tools Development Materials Properties and Compatibility Propellant Development.

Cavender, Dan↗

NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C Dempsey↗

NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗

NASA NTRS2019

JPSS-2 VIIRS Version 1 spectral characterization and performance assessment

The JPSS-2 VIIRS instrument is set to be the third VIIRS instrument when it launches in 2022 following S-NPP and NOAA-20 VIIRS which launched in October 2011and November 2017, respectively. To date JPSS-2 VIIRS has undergone extensive pre-launch testing at the instrument system level to determine the radiometric, spatial, and spectral performance. Spectral testing was conducted by the instrument vendor, Raytheon Corporation, at their test facility in mid-to-late 2017 with a test configuration that utilized a double monochrometer with illumination provided by tungsten lamp and ceramic glow bar to cover the full spectral range. The purpose of these measurements was to measure the relative spectral response curve and assess the spectral characteristics necessary to determine compliance with the sensor design requirements. In addition to Raytheon team, the spectral measurements were analyzed by an independent government team with members from NASA, the University of Wisconsin, and Aerospace Corporation. Two RSR curves were released by the government team from this data set: a version 0 release which was the verified RSR as calculated by Raytheon, and version 1 which was the RSR assessment from the government team. The results discussed here are those of the government team (version 1) including the independent assessment of sensor compliance and a comparison of the JPSS-2 VIIRS spectral characteristics with the two previous VIIRS instruments. The version 1 RSR was publicly released to the science community in the fall of 2018, and remains available for their use.

VIIRS↗

NASA NTRSDate not supplied

Operating a Crewed Spacecraft in the Age of Commercial Space Using Private/Government Partnership

Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.

Robert C. Dempsey↗