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All sourcesNASA NTRSDOE OSTI
NASA NTRS2022

NASA Earth Science Technology Office (ESTO) Advanced Information Systems Technology (AIST) New Observing Strategies (NOS)

NASA's Advanced Information Systems Technology (AIST) Program is one of several Technology programs managed by the Earth Science Technology Office (ESTO) in the Earth Science Division (ESD). The AIST Program focuses on advanced information systems and novel computer science technologies that will be needed by NASA Earth Science in the next 5 to 10 years. New Observing Strategies is one the three main thrusts of the AIST Program. Each year, all the PI's present the technical advancements of their projects during a Grouped Technical Session.

Jacqueline Le Moigne-stewart↗
NASA NTRS1999

Management of Guidance, Navigation and Control Technologies for Spacecraft Formations under the NASA Cross-Enterprise Technology Development Program (CETDP)

Breakthrough technology development is critical to securing the future of our space industry. The National Aeronautics and Space Administration (NASA) Cross-Enterprise Technology Development Program (CETDP) is developing critical space technologies that enable innovative and less costly missions, and spawn new mission opportunities through revolutionary, long-term, high-risk, high-payoff technology advances. The CETDP is a NASA-wide activity managed by the Advanced Technology and Mission Studies Division (AT&MS) at Headquarters Office of Space Science. Program management for CETDP is distributed across the multiple NASA Centers and draws on expertise throughout the Agency. The technology research activities are organized along Project-level divisions called thrust areas that are directly linked to the Agency's goals and objectives of the Enterprises: Earth Science, Space Science, Human Exploration and Development of Space; and the Office of the Chief Technologist's (OCT) strategic technology areas. Cross-Enterprise technology is defined as long-range strategic technologies that have broad potential to span the needs of more than one Enterprise. Technology needs are identified and prioritized by each of the primary customers. The thrust area manager (TAM) for each division is responsible for the ultimate success of technologies within their area, and can draw from industry, academia, other government agencies, other CETDP thrust areas, and other NASA Centers to accomplish the goals of the thrust area. An overview of the CETDP and description of the future directions of the thrust area called Distributed Spacecraft are presented in this paper. Revolutionary technologies developed within this thrust area will enable the implementation of a spatially distributed network of individual vehicles, or assets, collaborating as a single collective unit, and exhibiting a common system-wide capability to accomplish a shared objective. With such a capability, new Earth and space science measurement concepts become a reality.

Hartman, Kathy↗
NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measureable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These Outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Earle, Kevin D.↗
NASA NTRS2018

Strategic Framework for NASA’s Space Technology Mission Directorate

In October 2016, NASA’s Space Technology Mission Directorate (STMD) began adopting a new strategic framework that focuses investment prioritization and communication on impacts, outcomes, and challenges. The structure of the framework has been modeled after one successfully pioneered by NASA’s Aeronautics Research Mission Directorate over the past five years, incorporating lessons learned and changes where appropriate. The Framework is driven by two major factors: (a) dialogue with the community and (b) analysis of the overarching trends shaping the course of civilian space research. These factors are captured in the Framework as Mega-Drivers, which represent major axes of change within the space industry and are characterized by a collection of industry trends and projections. In response to these Mega-Drivers, STMD has developed its understanding of the vision for the future of civilian space relative to STMD space research, captured in five Strategic Thrusts that represent the major lines of investment within STMD’s portfolio. Within each of these Strategic Thrusts, multiple measurable, community-level goals have been established that STMD chooses to pursue as part of a joint effort across the community. STMD chose these goals based upon their potential impact, refers to them as Outcomes within the Framework. These outcomes are decomposed into the products and/or capabilities that will be delivered by STMD, represented in the framework as Technical Challenges. This paper will further describe the framework structure and the progress that has been in defining each of the above elements to date.

Kevin D Earle↗
NASA NTRSDate not supplied

A Decade of NASA Strategic Astrophysics Technology Investments: Technology Maturation, Infusion, and Other Benefits

NASA’s Astrophysics Division (APD) funds development of cutting-edge technology to enable its missions to achieve ambitious and groundbreaking science goals. These technology development efforts are managed by the Physics of the Cosmos (PCOS), Cosmic Origins (COR), and Exoplanet Exploration (ExE) Programs. The NASA Strategic Astrophysics Technology (SAT) Program was established in 2009 as a new technology maturation program to fill the gap in the Technology Readiness Level (TRL) range from 3 to 6. Since program inception, 100 SAT grants have been openly competed and awarded, along with dozens of direct-funded projects, leading to a host of technologies advancing their TRLs and/or being infused into space and suborbital missions and ground-based projects. We present the portfolio distribution in terms of specific technology areas addressed, including optics, detectors, coatings, coronagraphs, starshades, lasers, electronics, cooling systems, and micro-thruster subsystems. We show an analysis of the rate of TRL advances, infusion success stories, and other benefits such as training the future astrophysics workforce, including students and postdoctoral fellows hired by projects. Finally, we present APD’s current strategic technology maturation priorities for investment, enabling a range of future strategic astrophysics missions

NASA, astrophysics, technology development, optics↗
NASA NTRS1979

Blood Pressure Checker

An estimated 30 million people in the United States have high blood pressure, or hypertension. But a great many of them are unaware of it because hypertension, in its initial stages, displays no symptoms. Thus, the simply-operated blood pressure checking devices now widely located in public places are useful health aids. The one pictured above, called -Medimax 30, is a direct spinoff from NASA technology developed to monitor astronauts in space. For manned space flights, NASA wanted a compact, highly-reliable, extremely accurate method of checking astronauts' blood pressure without the need for a physician's interpretive skill. NASA's Johnson Space Center and Technology, Inc., a contractor, developed an electronic sound processor that automatically analyzes blood flow sounds to get both systolic (contracting arteries) and diastolic (expanding arteries) blood pressure measurements. NASA granted a patent license for this technology to Advanced Life Sciences, Inc., New York City, manufacturers of Medimax 30.

Source record↗
NASA NTRS1998

Overview of NASA Advanced Transportation Technologies Program

A General Overview of NASA Advanced Transportation Technologies Program is presented. The contents include: 1) Center-TRACON Automation System (CTAS) which provides automation tools to assist air traffic controllers in planning and controlling air traffic arriving into major airports; 2) Surface Movement Advisor (SMA) for expediting and optimizing aircraft operations on the airport surface; and 3) Terminal Area Productivity Program (TAP), which is aimed at improving airport throughput in instrument meteorological conditions to match that attainable in clear weather.

Ashford, Rose↗
NASA NTRS1986

Spinoff, 1985

Mainline NASA programs, whose challenging objectives necessitate advances across a diverse scientific/technological spectrum are summarized. A representative selection of spinoff products and processes are presented and the NASA technology from which these transfers are derived, are described. The mechanisms NASA employs to foster technology utilization and stimulate interest among prospective users of the technology are detailed.

Haggerty, J. J.↗
NASA NTRS1988

Laser transmitter module for NASA lidar in space technology experiment (LITE)

NASA's lidar in Space Technology Experiment (LITE) is a multimission Space Transportation System (STS) program to evaluate the capability of a lidar experiment to measure aerosols and other atmospheric parameters from a space platform. The measurements will be made at three wavelengths (1.06, 0.532 and 0.355 microns). This paper presents the results to date of the program to produce the space-qualified laser transmitter module (LTM) for this mission.

Chang, J. H.↗
NASA NTRS2022

Deep Space Atomic Clock Technology Demonstration Mission Results

The Deep Space Atomic Clock (DSAC), a NASA Technology Demonstration Mission, was launched into low-Earth orbit on June 25, 2019 as a hosted payload aboard General Atomics’ Orbital Test Bed (OTB) spacecraft. The DSAC mission has been conducting a two-year demonstration of a mercury ion atomic clock to characterize its space-based performance and to validate its utility for deep space navigation and radio science. Analysis of the collected data using JPL’s GIPSY-OASIS software has shown DSAC’s AD at one-day to be near 310-15; much better than required AD of 210-14. Such low spacecraft clock errors will enable one-way radiometric tracking data with precision equivalent to or better than current-day two way tracking data, allowing a shift to a more efficient and flexible one-way deep space navigation architecture. To verify this, an analog deep space navigation experiment was performed using JPL’s operational navigation software (Monte). The experiment recovered orbit solutions with reduced data sets and geometric variations that are more representative of deep space missions, and showed that orbit determination using DSAC derived data is on par with more traditional two-way datatypes. As a technology demonstrator, DSAC’s development focus has been on maturing the mercury ion trap clock technology rather than achieving the smallest size, weight, and power (SWaP). Over the course of DSAC’s development the project has identified numerous improvements that could be made to significantly reduce SWaP for DSAC’s next version. Indeed, DSAC-2 was recently selected by NASA for further demonstration on the VERITAS mission to Venus. This work will review the DSAC technology, mission, and results from its two-year mission.

Wang, Rabi↗
NASA NTRS2005

Down-to-Earth Benefits of Space Exploration: Past, Present, Future

A ventricular device that helps a weakened heart keep pumping while awaiting a transplant. A rescue tool for extracting victims from dangerous situations such as car wrecks. A video analysis tool used to investigate the bombing at the 1996 Olympics in Atlanta. A sound-differentiation tool for safer air traffic control. A refrigerator that run without electricity or batteries. These are just a few of the spin-offs of NASA technology that have benefited society in recent years. Now, as NASA sets its vision on space exploration, particularly of the moon and Mars, even more benefits to society are possible. This expansion of societal benefits is tied to a new emphasis on technology infusion or spin-in. NASA is seeking partners with industry, universities, and other government laboratories to help the Agency address its specific space exploration needs in five areas: (1) advanced studies, concepts, and tools; (2) advanced materials; (3) communications, computing, electronics, and imaging; (4) software, intelligent systems, and modeling; and (5) power, propulsion, and chemical systems. These spin-in partnerships will offer benefits to U.S. economic development as well as new products for the global market. As a complement to these spin-in benefits, NASA also is examining the possible future spin-outs of the innovations related to its new space exploration mission. A matrix that charts NASA's needs against various business sectors is being developed to fully understand the implications for society and industry of spin-in and spin-out. This matrix already has been used to help guide NASA s efforts to secure spin-in partnerships. This paper presents examples of NASA spin-offs, discusses NASA s present spin-in/spin-out projects for pursuing partnerships, and considers some of the future societal benefits to be reaped from these partnerships. This paper will complement the proposed paper by Frank Schowengerdt on the Innovative Partnerships Program structure and how to work with the PP.

Neumann, Benjamin↗
NASA NTRS1978

Building Specifications

The building in the top photo is the new home of the National Permanent Savings Bank in Washington, D.C., designed by Hartman-Cox Architects. Its construction was based on a money-saving method of preparing building specifications which derived from NASA technology developed to obtain quality construction while holding down cost of launch facilities, test centers and other structures. Written technical specifications spell out materials and components to be used on construction projects and identify the quality tests each item must pass. Specifications can have major impact on construction costs. Poorly formulated specifications can lead to unacceptable construction which must be replaced, unnecessarily high materials costs, safety hazards, disputes and often additional costs due to delays and litigation. NASA's Langley Research Center developed a novel approach to providing accurate, uniform, cost-effective specifications which can be readily updated to incorporate new building technologies. Called SPECSINTACT, it is a computerized - system accessible to all NASA centers involved in construction programs. The system contains a comprehensive catalog of master specifications applicable to many types of construction. It enables designers of any structure to call out relevant sections from computer storage and modify them to fit the needs of the project at hand. Architects and engineers can save time by concentrating their efforts on needed modifications rather than developing all specifications from scratch. Successful use of SPECSINTACT has led to a number of spinoff systems. One of the first was MASTERSPEC, developed from NASA's experience by Production Systems for Architects and Engineers, Inc., an organization established by the American Institute of Architects. MASTERSPEC, used in construction of the bank building pictured, follows the same basic format as SPECSINTACT and can be used in either automated or manual modes. The striking appearance of the bank building shows that, while MASTERSPEC saves time and money, its use involves no sacrfice in architectural design freedom. The Naval Engineering Facilities Command employs an automated specifications system based on SPECSINTACT. The Public Buildings Service of the General Services Administration used SPECSINTACT as a starting point in a plan to make its guideline specifications available to architects and engineers on a nationwide computer network. Public Technology, Inc., a NASA Technology Application Team, is working with Production Systems for Architects and Engineers, Inc., to promote widespread use of the system by state and local governments for cost benefits to taxpayers.

Source record↗
NASA NTRS2001

NASA's Spaceliner 100 Investment Area Technology Activities

NASA's has established long term goals for access-to-space. The third generation launch systems are to be fully reusable and operational around 2025. The goals for the third generation launch system are to reduce cost by a factor of 100 and improve safety by a factor of 10,000 over current conditions. The Advanced Space Transportation Program Office (ASTP) at the NASA's Marshall Space Flight Center in Huntsville, AL has the agency lead to develop space transportation technologies. Within ASTP, under the Spaceliner100 Investment Area, third generation technologies are being pursued in the areas of propulsion, airframes, integrated vehicle health management (IVHM), launch systems, and operations and range. The ASTP program will mature these technologies through ground system testing. Flight testing where required, will be advocated on a case by case basis.

Hueter, Uwe↗
NASA NTRS1972

The NASA Advanced Transport Technology Program.

Review of an advanced technology program initiated by NASA to expedite the development and application of advanced technologies to the next generation of subsonic CTOL jet transports. The major technical elements of this program include airframe and engine system studies for identifying technology needs, technology development for providing the necessary base in those areas of the aeronautical disciplines offering significant payoffs, and exploratory flight vehicles for validating advanced concepts and demonstrating specific benefits associated with civil applications. The possible benefits and application of the NASA-developed supercritical aerodynamic technology are discussed in some detail. Early experimental aerodynamic results obtained from wind tunnel and flight investigations are included.

Ayers, T. G.↗
NASA NTRS2020

Pterodactyl: Thermal Protection System for Integrated Control Design of a Mechanically Deployed Entry Vehicle

The need for precision landing of high mass payloads on Mars and the return of sensitive samples from other planetary bodies to specific locations on Earth is driving the development of an innovative NASA technology referred to as the Deployable Entry Vehicle (DEV). A DEV has the potential to deliver an equivalent science payload with a stowed diameter 3 to 4 times smaller than a traditional rigid capsule configuration. However, the DEV design does not easily lend itself to traditional methods of directional control. The NASA Space Technology Mission Directorate (STMD)’s Pterodactyl project is currently investigating the effectiveness of three different Guidance and Control (G&C) systems – actuated flaps, Center of Gravity (CG) or mass movement, and Reaction Control System (RCS) – for use with a DEV using the Adaptable, Deployable, Entry, and Placement Technology (ADEPT) design. This paper details the Thermal Protection System (TPS) design and associated mass estimation efforts for each of the G&C systems. TPS is needed for the nose cap of the DEV and the flaps of the actuated flap control system. The development of a TPS selection, sizing, and mass estimation method designed to deal with the varying requirements for the G&C options throughout the trajectory is presented. The paper discusses the methods used to i) obtain heating environments throughout the trajectory with respect to the chosen control system and resulting geometry; ii) determine a suitable TPS material; iii) produce TPS thickness estimations; and, iv) determine the final TPS mass estimation based on TPS thickness, vehicle control system, vehicle structure, and vehicle payload.

Hays, Zane B.↗
NASA NTRS2023

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate (recently separated into the new Exploration Systems Development Mission Directorate and Space Operations Mission Directorate). The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides strategic advice, supported by independent assessments and rigorous analysis, to inform NASA senior leadership on key areas to align mission and agency-level activities. OTPS serves as a trusted authority to inform technology strategy at the agency to enable future missions. Specifically, OTPS coordinates and uses inputs from a broad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OTPS develops and maintains the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OTPS has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OTPS as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗
NASA NTRS1976

NASA's present and future sensor technology developments

NASA's overall sensing, data acquisition, and instrumentation programs are reviewed. The review shows that the trends in advanced sensor technology involve increased use of solid-state sensors, multiapplication sensors, standardized instrumentation, and miniaturized detectors. Examples are given of several new technologies, showing how improvements in sensor operational capability (such as enhanced sensitivity and spectral range) derived from these advances have resulted in relaxed spacecraft stability requirements, mission time savings, and savings in weight, size, and power. The introduction of multiapplication sensors and standardized instrumentation will result in measurement cost reduction and improved compatibility with standardized spacecraft.

Rubin, B.↗