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At least 541 records · Page 30
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NASA NTRS2024

Expanding Access to Spaceflight: A Preliminary Assessment of Accommodations for Specific Disabilities on Spacecraft Design and Operations to Enable Spaceflight

This white paper address potential changes to the spaceflight system in order to accommodate persons with specific types of disabilities. The goal of this paper is to provide a preliminary assessment of needed accommodations for specific disabilities on spacecraft design and operations to ensure appropriate changes are made prior to flight.

Standards↗
NASA NTRS1996

NASA battery testbed: A designed experiment for the optimization of LEO battery operational parameters

Simulation of spacecraft battery operation is implemented. Robust design experiment to obtain optimum battery operational parameters is performed. It is found that short term tests using robust design of experiments can provide guidelines for optimum battery operation. It is decided to use robust design approach to provide guidelines for battery operation on current spacecraft in orbit as batteries age (GRO, UARS, EUVE, TOPEX).

Deligiannis, F.↗
NASA NTRS1994

The Virtual Mission Operations Center

Spacecraft management is becoming more human intensive as spacecraft become more complex and as operations costs are growing accordingly. Several automation approaches have been proposed to lower these costs. However, most of these approaches are not flexible enough in the operations processes and levels of automation that they support. This paper presents a concept called the Virtual Mission Operations Center (VMOC) that provides highly flexible support for dynamic spacecraft management processes and automation. In a VMOC, operations personnel can be shared among missions, the operations team can change personnel and their locations, and automation can be added and removed as appropriate. The VMOC employs a form of on-demand supervisory control called management by exception to free operators from having to actively monitor their system. The VMOC extends management by exception, however, so that distributed, dynamic teams can work together. The VMOC uses work-group computing concepts and groupware tools to provide a team infrastructure, and it employs user agents to allow operators to define and control system automation.

Moore, Mike↗
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 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 NTRS2018

Improving Spacecraft Design and Operability for Europa Clipper through High-Fidelity, Mission-Level Modeling and Simulation

NASA’s planned Europa Clipper mission seeks to assess the habitability of Jupiter’s moon Europa, which exhibits strong evidence of an ocean of liquid water underneath its icy crust. The sheer number of unique instruments, all of which require quiescent environments in order to operate, compounded with Jupiter’s distance from the Sun and Earth, make this planned mission challenging and resource-constrained. High fidelity, mission-level simulations that model the spacecraft, ground, and environment from launch to end-of-mission with a given trajectory and mission plan have been employed early in the project lifecycle to better understand the interactions between various components of the mission and how design changes impact the entire system. These simulations have already resulted in tangible benefits to the project by providing vital input to key spacecraft trades, assessing impacts to operability, and quantifying how well the scientific objectives of the mission can be achieved. Improvements to simulation performance and to the process by which information defining the system is gathered and built into models used by simulations have the potential to further expand the scope of their use on Europa Clipper and future missions.

Lawler, C.R.↗
NASA NTRS1994

Operating in the space plasma environment: A spacecraft charging study of the Solar X-ray Imager

This study presents the results of a spacecraft charging effects protection study conducted on the Solar X-ray Imager (SXI). The SXI is being developed by NASA Marshall Space Flight Center for NOAA's Space Environment Laboratory, and will be used to aid in forecasting energetic particle events and geomagnetic storms. Images will provide information on the intensity and location of solar flares, coronal mass ejections, and high speed solar streams. The SXI will be flown on a next-generation GOES sometime in the mid to late 1990's. Charging due to the encounter with a worst-case magnetic substorm environment is modeled using the NASCAP/GEO computer code. Charging levels of exterior surfaces and the floating potential of the spacecraft relative to plasma are determined as a function of spacecraft design, operational configuration, and orbital conditions. Areas where large surface voltage gradients exist on or near the SXI are identified as possible arc-discharge sites. Results of the charging analysis are then used to develop design recommendations that will limit the effects of spacecraft charging on the SXI operation.

Herr, Joel L.↗
NASA NTRS1987

Operational aspects of a spacecraft planning/scheduling expert system

Various operational aspects of the Earth Radiation Budget Satellite (ERBS) Tracking and Data Relay Satellite System (TDRSS) are described. The ERBS-TDRSS Contract Planning System is an expert system which has been used operationally since June 1987 by the ERBS Flight Operations Team (FOT) at Goddard Space Flight Center to build weekly schedules of requests for service from the TDRSS. The basic operation of the system and significant enhancements and changes are discussed.

Mclean, David R.↗
NASA NTRS2005

Space Technology 5: Changing the Mission Design without Changing the Hardware

The Space Technology 5 (ST-5) Project is part of NASA's New Millennium Program. The validation objectives are to demonstrate the research-quality science capability of the ST-5 spacecraft; to operate the three spacecraft as a constellation; and to design, develop, test and flight-validate three capable micro-satellites with new technologies. A three-month flight demonstration phase is planned, beginning in March 2006. This year, the mission was re-planned for a Pegasus XL dedicated launch into an elliptical polar orbit (instead of the Originally-planned Geosynchronous Transfer Orbit.) The re-plan allows the mission to achieve the same high-level technology validation objectives with a different launch vehicle. The new mission design involves a revised science validation strategy, a new orbit and different communication strategy, while minimizing changes to the ST-5 spacecraft itself. The constellation operations concepts have also been refined. While the system engineers, orbit analysts, and operations teams were re-planning the mission, the implementation team continued to make progress on the flight hardware. Most components have been delivered, and the first spacecraft is well into integration and test.

Carlisle, Candace C.↗
NASA NTRS2012

Benefits of a Single-Person Spacecraft for Weightless Operations

Historically, less than 20 percent of crew time related to extravehicular activity (EVA) is spent on productive external work. For planetary operations space suits are still the logical choice; however for safe and rapid access to the weightless environment, spacecraft offer compelling advantages. FlexCraft, a concept for a single-person spacecraft, enables any-time access to space for short or long excursions by different astronauts. For the International Space Station (ISS), going outside is time-consuming, requiring pre-breathing, donning a fitted space suit, and pumping down an airlock. For each ISS EVA this is between 12.5 and 16 hours. FlexCraft provides immediate access to space because it operates with the same cabin atmosphere as its host. Furthermore, compared to the space suit pure oxygen environment, a mixed gas atmosphere lowers the fire risk and allows use of conventional materials and systems. For getting to the worksite, integral propulsion replaces hand-over-hand translation or having another crew member operate the robotic arm. This means less physical exertion and more time at the work site. Possibly more important, in case of an emergency, FlexCraft can return from the most distant point on ISS in less than a minute. The one-size-fits-all FlexCraft means no on-orbit inventory of parts or crew time required to fit all astronauts. With a shirtsleeve cockpit, conventional displays and controls are used, there is no suit trauma and because the work is not strenuous, no rest days are required. Furthermore, there is no need to collect hand tools because manipulators are equipped with force multiplying end-effectors that can deliver the precise torque for the job. FlexCraft is an efficient solution for asteroid exploration allowing all crew to use one vehicle with no risk of contamination. And, because FlexCraft is a vehicle, its design offers better radiation and micro-meteoroid protection than space suits.

Griffin, Brand Norman↗
NASA NTRS2011

Small Orbital Debris Mitigation Mission Architecture

Small orbital debris in LEO (1-10 cm in size) presents a clear and present danger to operational LEO spacecraft. This debris field has dramatically increased (nearly doubled) in recent years following the Chinese ASAT Test in 2007 and the Iridium/Cosmos collision in 2009. Estimates of the number of small debris have grown to 500,000 objects after these two events; previously the population was 300,000 objects. These small, untracked debris objects (appproximately 500,000) outnumber the larger and tracked objects (appproximately 20,000) by a factor 25 to 1. Therefore, the risk of the small untracked debris objects to operational spacecraft is much greater than the risk posed by the larger and tracked LEO debris objects. A recent study by The Aerospace Corporation found that the debris environment will increase the costs of maintaining a constellation of government satellites by 5%, a constellation of large commercial satellites by 11%, and a constellation of factory built satellites by 26% from $7.6 billion to $9.57 billion. Based upon these facts, the NASA Marshall Space Flight Center (MSFC) Advanced Concepts Office (ACO) performed an architecture study on Small Orbital Debris Active Removal (SODAR) using a space-based nonweapons- class laser satellite for LEO debris removal. The goal of the SODAR study was to determine the ability of a space-based laser system to remove the most pieces of debris (1 cm to 10 cm, locations unknown), in the shortest amount of time, with the fewest number of spacecraft. The ESA developed MASTER2005 orbital debris model was used to probabilistically classify the future debris environment including impact velocity, magnitude, and directionality. The study ground rules and assumptions placed the spacecraft into a high inclination Low Earth Orbit at 800 km as an initial reference point. The architecture study results found that a spacecraft with an integrated forward-firing laser is capable of reducing the small orbital debris flux within a 60 to 100 km orbital shell by a significant amount within the one spacecraft's operational lifetime. The technology developments required for such an architecture to be successfully employed are: 1) A pico-pulsed, space qualified laser and 2) The ability to detect and track a small LEO small debris object from a space based platform. Therefore, a conceptual design for a demonstration satellite to showcase the ability to detect and track small orbital debris was completed

Wiegmann, Bruce M.↗
NASA NTRS1972

Fuel cell powerplant operation in Apollo spacecraft.

Primary electrical power for loads in the Apollo Command and Service Modules is furnished by a system of three fuel cell powerplants. The powerplants convert cryogenic hydrogen and oxygen into direct current. Water formed in the fuel cell reactions is supplied to the spacecraft for crew use. Waste heat is rejected through a coolant loop to a spacecraft radiator. The ability of the fuel cell to meet its voltage-power requirements and to control its own operating temperature under the environmental extremes of launch, ascent, earth orbit, translunar flight, and lunar orbit was demonstrated on successively more difficult missions leading up to the first lunar landing.

Ching, A. C.↗
NASA NTRS1991

Magellan spacecraft team remote mission operations - Experience and application to future operations systems

The Magellan Venus radar mapping mission was NASA's first planetary launch in 11 years, heralding a successful return to unmanned planetary exploration. This paper first describes the spacecraft, its mission, and its Mission Operations System, including the remotely located spacecraft team. It then discusses how the flight team achieved mission success, in spite of the obstacles imposed by challenges from the spacecraft and its environment, which had to be resolved with the spacecraft team nearly 1000 miles distant from the rest of the flight team. Benefits of remotely distributed spacecraft operations are summarized and suggestions offered, based on Magellan experience, for future mission operations systems considering the use of distributed elements.

Ledbetter, Kenneth W.↗