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NASA NTRS1987

Communication satellites: Guidelines for a strategic plan

To maintain and augment the leadership that the United States has enjoyed and to ensure that the nation is investing sufficiently and wisely to this purpose, a strategic plan for satellite communications research and development was prepared by NASA. Guidelines and recommendations for a NASA plan to support this objective and for the conduct of communication satellite research and development program over the next 25 years were generated. The guidelines are briefly summarized.

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NASA NTRSDate not supplied

Strategic Planning with Unscented Optimal Guidance for Urban Air Mobility

This study proposes a strategic trajectory planning framework to support development of Urban Air Mobility (UAM) traffic networks and optimization of UAM aircraft trajectories that are robust to uncertain wind fields. The development of UAM traffic networks considers static aviation constraints and dynamic weather constraints in urban airspace and the connections to ground transportation networks for preliminary selection of feasible time-optimal routes. The trajectory optimization of UAM aircraft utilizes an unscented optimal guidance approach to generate cost-optimal trajectories constrained on the selected sigma values of probability distribution of uncertain wind fields while ensuring that the end-point constraints are met for reducing wind-induced trajectory uncertainty. Unscented guidance commands are assessed based on trajectory perturbations at subsequent end-points in various wind fields by conducting Monte Carlo simulations.An example of wind-optimal UAM corridor and the associated trajectory-based operation volume is created utilizing the perturbations of the unscented trajectories for preliminary assessment of required aircraft separation minima without knowledge of aircraft navigation performance.

Strategic Planning↗
NASA NTRS1991

Overconfidence, preview, and probability in strategic planning

The performance of eight subjects in a 'rescue' video game requiring choices as to which node they should fly to in order to rescue the simulated casualties is presently studied with a view to biases and display support criteria in strategic planning. After each choice, the subjects needed to fly a challenging tracking dynamic along a path to reach the next node. The results obtained indicate that the choices of the subjects were less optimal when full preview was offered, perhaps due to subjects' reliance on the simple strategy of choosing routes with the greatest number of casualties.

Wickens, Christopher D.↗
NASA NTRS1995

A linguistic geometry for 3D strategic planning

This paper is a new step in the development and application of the Linguistic Geometry. This formal theory is intended to discover the inner properties of human expert heuristics, which have been successful in a certain class of complex control systems, and apply them to different systems. In this paper we investigate heuristics extracted in the form of hierarchical networks of planning paths of autonomous agents. Employing Linguistic Geometry tools the dynamic hierarchy of networks is represented as a hierarchy of formal attribute languages. The main ideas of this methodology are shown in this paper on the new pilot example of the solution of the extremely complex 3D optimization problem of strategic planning for the space combat of autonomous vehicles. This example demonstrates deep and highly selective search in comparison with conventional search algorithms.

Stilman, Boris↗
NASA NTRS1995

Space Science for the 21st Century: The Space Science Enterprise Strategic Plan

Throughout its history, the U.S. Space Science technologies program has been enormously productive. Its accomplishments have rewritten the textbooks. But now, the economic environment has changed dramatically. The Nation's scientific and technological goals are being reexamined and redefined.And the social contract between the scientific community and the Federal Government is being rewritten. There is an expectation that the American public should receive more direct benefits from its investment in science and technology. This Strategic Plan reflects this new paradigm. It presents a carefully selected set of new scientific initiatives that build on past accomplishments to continue NASA's excellence in Space Science. At the same time, it responds to fiscal constraints by defining a new approach to planning, developing, and operating Space Science missions. In particular, investments in new technologies will permit major scientific advances to be made with smaller, more focused, and less costly missions. With the introduction of advanced technologies, smaller does not have to mean less capable. The focus on new technologies also provides and opportunity for the Space Science program to enhance its direct contribution to the country's economic base. At the same time, the program can build on public interest to strengthen its contributions to education and scientific literacy. With this plan we are taking the first steps toward shaping the Space Science program of the 21st century. In doing so, we face major challenges. It will be a very different program than might have been envisioned even a few years ago. But it will be a program that remains at the forefront of science, technology, and education. We intend to continue rewriting the textbooks.

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NASA NTRS2024

Alignment of NASA’s Human System Risks with Technological Capability Gaps to Enable Integrated Research and Technology Development Strategic Planning

BACKGROUND: Radiation, reduced gravity, distance from earth, isolation and confinement, and habitation within artificially created and controlled life support environments are hazards that present risk to human space explorers. NASA’s Human System Risk Board (HSRB) maintains a set of twenty-nine different Human System Risks with subject matter experts from across the agency providing regular updates to the estimated likelihood and consequence associated with each risk. The Human Research Program (HRP) has historically used these risk classifications as a primary basis for identifying and prioritizing human research investments aimed at characterizing and/or mitigating the respective human system risks. In many cases, technology development is required to mature and validate risk mitigation strategies, however, NASA’s primary technology development programs have not typically used Human System Risks as a basis for strategic planning. A primary function of the Environmental Control and Life Support Systems (ECLSS) – Crew Health and Performance (CHP) System Capability Leadership Team (SCLT) is to continually identify, review, and update technological capability gaps and to establish and oversee multiyear strategic roadmaps aimed at guiding NASA’s technology development priorities in these areas. These roadmaps are intended to be agency-wide and independent of any program, directorate, or other organization within NASA. DESCRIPTION: The SCLT and HRP collaborated to establish a set of Human System Capability Gaps, which establish a formal linkage between the capability gaps used to prioritize investments across much of NASA, and the Human System Risks that are primarily used to inform and prioritize human research. This set of twenty-eight gaps was developed by subject matter experts, and each gap mapped to the primary associated Human System Risks. The gaps and risk mapping were then reviewed and approved via the HSRB, thereby formally aligning the research-focused Human System Risks with the technology-focused capability gaps. DISCUSSION: This effort has enabled development of integrated roadmaps and budget coordination with research and technology development activities that are formally linked to agency-recognized capability gaps and Human System Risks. Close and ongoing coordination between the SCLT, HRP, Mars Campaign Office, and the Health & Medical Technical Authority (HMTA) is essential to ensure alignment and prioritization of CHP-related research and technology development to enable NASA’s future exploration missions.

Andrew F J Abercromby↗
NASA NTRS1992

NASA's strategic plan for education. A strategy for change, 1993-1998

NASA's education vision is to promote excellence in America's education system through enhancing and expanding scientific and technological competence. In doing so, NASA strives to be recognized by the education community as the premier mission agency in support of the National Education Goals and in the development and implementation of education standards. To realize this vision, NASA has clearly defined and developed three specific goals to promote excellence in education. Specific objectives and milestones are defined for each goal in the body of this strategic plan.

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NASA NTRS1996

Advanced Environmental Monitoring and Control Program: Strategic Plan

Human missions in space, from short-duration shuttle missions lasting no more than several days to the medium-to-long-duration missions planned for the International Space Station, face a number of hazards that must be understood and mitigated for the mission to be carried out safely. Among these hazards are those posed by the internal environment of the spacecraft itself; through outgassing of toxic vapors from plastics and other items, failures or off-nominal operations of spacecraft environmental control systems, accidental exposure to hazardous compounds used in experiments: all present potential hazards that while small, may accumulate and pose a danger to crew health. The first step toward mitigating the dangers of these hazards is understanding the internal environment of the spacecraft and the compounds contained within it. Future spacecraft will have integrated networks of redundant sensors which will not only inform the crew of hazards, but will pinpoint the problem location and, through analysis by intelligent systems, recommend and even implement a course of action to stop the problem. This strategic plan details strategies to determine NASA's requirements for environmental monitoring and control systems for future spacecraft, and goals and objectives for a program to answer these needs.

Schmidt, Gregory↗
NASA NTRS1991

Transportation technology program: Strategic plan

The purpose of this report is to define the technology program required to meet the transportation technology needs for current and future civil space missions. It is a part of an integrated plan, prepared by NASA in part in response to the Augustine Committee recommendations, to describe and advocate expanded and more aggressive efforts in the development of advanced space technologies. This expanded program will provide a technology basis for future space missions to which the U.S. aspires, and will help to regain technology leadership for the U.S. on a broader front. The six aspects of this integrated program/plan deal with focused technologies to support space sciences, exploration, transportation, platforms, and operations as well as provide a Research and Technology Base Program. This volume describes the technologies needed to support transportation systems, e.g., technologies needed for upgrades to current transportation systems and to provide reliable and efficient transportation for future space missions. The Office of Aeronautics, Exploration, and Technology (OAET) solicited technology needs from the major agency technology users and the aerospace industry community and formed a transportation technology team (appendix A) to develop a technology program to respond to those needs related to transportation technologies. This report addresses the results of that team activity. It is a strategic plan intended for use as a planning document rather than as a project management tool. It is anticipated that this document will be primarily utilized by research & technology (R&T) management at the various NASA Centers as well as by officials at NASA Headquarters and by industry in planning their corporate Independent Research and Development (IR&D) investments.

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NASA NTRS2010

OMEGA (Offshore Membrane for Enclosing Algae). NASA-NAVY: A Strategic Planning Discussion

This briefing packet provides a short introduction to OMEGA and a truncated version of our project approach, with an example of the kind of work break down structure (WBS) used to guide our Phase I activities. It is meant to give you an impression of how we are approaching the challenge of creating the world's first marine photobioreactor (PBR) that will scale to address the strategic energy problems confronting the United States and the world. Some of our conceptual PBR designs and plans for logistics are included to communicate the path we have taken. We have also included an aerial photograph of the experimental tanks we are using at the Cal Fish and Game, followed by concluding remarks. The overarching purpose of the strategic planning discussion in Norfolk is to establish the relationship between the NASA OMEGA Team and the Navy, to unite the strengths of both agencies, and to map a mutual way forward along the project's established critical path.

Trent, Jonathan↗
NASA NTRS1993

Strategic planning for aircraft noise route impact analysis: A three dimensional approach

The strategic routing of aircraft through navigable and controlled airspace to minimize adverse noise impact over sensitive areas is critical in the proper management and planning of the U.S. based airport system. A major objective of this phase of research is to identify, inventory, characterize, and analyze the various environmental, land planning, and regulatory data bases, along with potential three dimensional software and hardware systems that can be potentially applied for an impact assessment of any existing or planned air route. There are eight data bases that have to be assembled and developed in order to develop three dimensional aircraft route impact methodology. These data bases which cover geographical information systems, sound metrics, land use, airspace operational control measures, federal regulations and advisories, census data, and environmental attributes have been examined and aggregated. A three dimensional format is necessary for planning, analyzing space and possible noise impact, and formulating potential resolutions. The need to develop this three dimensional approach is essential due to the finite capacity of airspace for managing and planning a route system, including airport facilities. It appears that these data bases can be integrated effectively into a strategic aircraft noise routing system which should be developed as soon as possible, as part of a proactive plan applied to our FAA controlled navigable airspace for the United States.

Bragdon, C. R.↗
NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

The National Aeronautics and Space Administration (NASA) Space Technology Mission Directorate (STMD) has been developing a new Strategic Framework to guide investment prioritization and communication of STMD strategic goals to stakeholders. STMD’s analysis of global trends identified four overarching drivers which are anticipated to shape the needs of civilian space research for years to come. These Mega-Drivers form the foundation of the Strategic Framework. The Increasing Access Mega-Driver reflects the increase in the availability of launch options, more capable propulsion systems, access to planetary surfaces, and the introduction of new platforms to enable exploration, science, and commercial activities. Accelerating Pace of Discovery reflects the exploration of more remote and challenging destinations, drives increased demand for improved abilities to communicate and process large datasets. The Democratization of Space reflects the broadening participation in the space industry, from governments to private investors to citizens. Growing Utilization of Space reflects space market diversification and growth. This paper will further describe the observable trends that inform each of these Mega Drivers, as well as the interrelationships between them within STMD’s new Strategic Framework.

Grande, Melanie L.↗
NASA NTRS2018

Mega-Drivers to Inform NASA Space Technology Strategic Planning

The National Aeronautics and Space Administration (NASA) Space Technology Mission Directorate (STMD) has been developing a new Strategic Framework to guide investment prioritization and communication of STMD strategic goals to stakeholders. STMD’s analysis of global trends identified four overarching drivers which are anticipated to shape the needs of civilian space research for years to come. These Mega-Drivers form the foundation of the Strategic Framework. The Increasing Access Mega-Driver reflects the increase in the availability of launch options, more capable propulsion systems, access to planetary surfaces, and the introduction of new platforms to enable exploration, science, and commercial activities. Accelerating Pace of Discovery reflects the exploration of more remote and challenging destinations, drives increased demand for improved abilities to communicate and process large datasets. The Democratization of Space reflects the broadening participation in the space industry, from governments to private investors to citizens. Growing Utilization of Space reflects space market diversification and growth. This paper will further describe the observable trends that inform each of these Mega Drivers, as well as the interrelationships between them within STMD’s new Strategic Framework.

Melanie L Grande↗
NASA NTRS1992

Space life sciences strategic plan

Over the last three decades the Life Sciences Program has significantly contributed to NASA's manned and unmanned exploration of space, while acquiring new knowledge in the fields of space biology and medicine. The national and international events which have led to the development and revision of NASA strategy will significantly affect the future of life sciences programs both in scope and pace. This document serves as the basis for synthesizing the options to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy. The strategies detailed in this document are fully supportive of the Life Sciences Advisory Subcommittee's 'A Rationale for the Life Sciences,' and the recent Aerospace Medicine Advisory Committee report entitled 'Strategic Considerations for Support of Humans in Space and Moon/Mars Exploration Missions.' Information contained within this document is intended for internal NASA planning and is subject to policy decisions and direction, and to budgets allocated to NASA's Life Sciences Program.

Nicogossian, Arnauld E.↗
NASA NTRS1995

NASA strategic plan

NASA's Plan summarizes the Agency's vision, mission, and values. Specific goals are listed for each externally focused Enterprise: Mission to Planet Earth, Aeronautics, Human Exploration and Development of Space, Space Science, and Space Technology. These Enterprises satisfy the needs of customers external to NASA. The Strategic Functions (Space Communications, Human Resources, and Physical Resources) are necessary in order to meet the goals of the Enterprises. The goals of these Functions are also presented. All goals must be met while adhering to the discussed values and operating principles of NASA. A final section outlines the implementing strategy.

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