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NASA NTRS1996

Advanced Technology: It's Available at JPL

Non-NASA activities at JPL are the province of the JPL Technology and Applications Programs Directorate, and include working relationships with industry, academia, and other government agencies. Within this Directorate, the JPL Undersea Technology Program endeavors to apply and transfer these capabilities to the area of underwater research and operations. Of particular interest may be a Reversed Electron Attachment Detector (READ). It is a man-portable device capabable of unambiguous detection of unique chemical signatures associated with mines. In addition, there are other JPL technologies which merit investigation for marine applications.

microelectronics undersea technology mines chemica↗

NASA NTRS2006

An Overview of the Role of Systems Analysis in NASA's Hypersonics Project

NASA's Aeronautics Research Mission Directorate recently restructured its Vehicle Systems Program, refocusing it towards understanding the fundamental physics that govern flight in all speed regimes. Now called the Fundamental Aeronautics Program, it is comprised of four new projects, Subsonic Fixed Wing, Subsonic Rotary Wing, Supersonics, and Hypersonics. The Aeronautics Research Mission Directorate has charged the Hypersonics Project with having a basic understanding of all systems that travel at hypersonic speeds within the Earth's and other planets atmospheres. This includes both powered and unpowered systems, such as re-entry vehicles and vehicles powered by rocket or airbreathing propulsion that cruise in and accelerate through the atmosphere. The primary objective of the Hypersonics Project is to develop physics-based predictive tools that enable the design, analysis and optimization of such systems. The Hypersonics Project charges the systems analysis discipline team with providing it the decision-making information it needs to properly guide research and technology development. Credible, rapid, and robust multi-disciplinary system analysis processes and design tools are required in order to generate this information. To this end, the principal challenges for the systems analysis team are the introduction of high fidelity physics into the analysis process and integration into a design environment, quantification of design uncertainty through the use of probabilistic methods, reduction in design cycle time, and the development and implementation of robust processes and tools enabling a wide design space and associated technology assessment capability. This paper will discuss the roles and responsibilities of the systems analysis discipline team within the Hypersonics Project as well as the tools, methods, processes, and approach that the team will undertake in order to perform its project designated functions.

Robinson, Jeffrey S.↗

NASA NTRS2006

Technology Transition a Model for Infusion and Commercialization

The National Aeronautics and Space Administration has as part of its charter the mission of transferring technologies developed for the space program into the private sector for the purpose of affording back to the American people the economical and improved quality of life benefits associated with the technologies developed. In recent years considerable effort has been made to use this program for not only transitioning technologies out of the NASA Mission Directorate Programs, but also to transfer technologies into the Mission Directorate Programs and leverage the impact of government and private sector innovation. The objective of this paper is to outline an approach and the creation of a model that brings together industry, government, and commercialization strategies. When these elements are integrated, the probability of successful technology development, technology infusion into the Mission Programs, and commercialization into the private sector is increased. This model primarily addresses technology readiness levels between TRL 3 and TRL 6. This is typically a gap area known as the valley of death. This gap area is too low for commercial entities to invest heavily and not developed enough for major programs to actively pursue. This model has shown promise for increasing the probably of TRL advancement to an acceptable level for NASA programs and/or commercial entities to afford large investments toward either commercialization or infusion.

McMillan, Vernotto C.↗

NASA NTRS2007

Radiometric Calibration of the AWiFS Using Vicarious Calibration Techniques

A radiometric calibration assessment of the AWiFS (Advanced Wide Field Sensor) on the Indian Remote Sensing Resourcesat-1 satellite was performed by the NASA Applied Research & Technology Project Office (formerly the Applied Sciences Directorate) at the John C. Stennis Space Center. A reflectance-based vicarious calibration approach, requiring ground-based measurements coincident with satellite acquisitions and radiative transfer calculations, was used to estimate at-sensor radiance. The AWiFS is a 4-band, multispectral, moderate-resolution (60 m) imaging sensor that operates in the visible through short-wave infrared spectrum and is currently being considered as a Landsat-like alternative. Several study sites near the Stennis Space Center that attempted to span the dynamic range of the sensor were employed. Satellite at-sensor radiance values were compared to those estimated to determine the sensor's radiometric accuracy. The results of this evaluation provide the user community with an independent assessment of the radiometric accuracy of AWiFS image products, which are commercially available through GeoEye. These results are an extension of an independent assessment made by the University of Arizona Remote Sensing Group, the South Dakota State University Satellite Calibration Group & Image Processing Lab, and the NASA Applied Sciences Directorate at the John C. Stennis Space Center the previous year.

Pagnutti, Mary↗

NASA NTRS2005

Implementation of Programmatic Quality and the Impact on Safety

The purpose of this paper is to discuss the implementation of a programmatic quality assurance discipline within the International Space Station Program and the resulting impact on safety. NASA culture has continued to stress safety at the expense of quality when both are extremely important and both can equally influence the success or failure of a Program or Mission. Although safety was heavily criticized in the media after Col~imbiaa, strong case can be made that it was the failure of quality processes and quality assurance in all processes that eventually led to the Columbia accident. Consequently, it is possible to have good quality processes without safety, but it is impossible to have good safety processes without quality. The ISS Program quality assurance function was analyzed as representative of the long-term manned missions that are consistent with the President s Vision for Space Exploration. Background topics are as follows: The quality assurance organizational structure within the ISS Program and the interrelationships between various internal and external organizations. ISS Program quality roles and responsibilities with respect to internal Program Offices and other external organizations such as the Shuttle Program, JSC Directorates, NASA Headquarters, NASA Contractors, other NASA Centers, and International Partner/participants will be addressed. A detailed analysis of implemented quality assurance responsibilities and functions with respect to NASA Headquarters, the JSC S&MA Directorate, and the ISS Program will be presented. Discussions topics are as follows: A comparison of quality and safety resources in terms of staffing, training, experience, and certifications. A benchmark assessment of the lessons learned from the Columbia Accident Investigation (CAB) Report (and follow-up reports and assessments), NASA Benchmarking, and traditional quality assurance activities against ISS quality procedures and practices. The lack of a coherent operational and sustaining quality assurance strategy for long-term manned space flight. An analysis of the ISS waiver processes and the Problem Reporting and Corrective Action (PRACA) process implemented as quality functions. Impact of current ISS Program procedures and practices with regards to operational safety and risk A discussion regarding a "defense-in-depth" approach to quality functions will be provided to address the issue of "integration vs independence" with respect to the roles of Programs, NASA Centers, and NASA Headquarters. Generic recommendations are offered to address the inadequacies identified in the implementation of ISS quality assurance. A reassessment by the NASA community regarding the importance of a "quality culture" as a component within a larger "safety culture" will generate a more effective and value-added functionality that will ultimately enhance safety.

Huls, Dale Thomas↗

NASA NTRS2007

Conceptual Inquiry of the Space Shuttle and International Space Station GNC Flight Controllers

The concept of Mission Control was envisioned by Christopher Columbus Kraft in the 1960's. Instructed to figure out how to operate human space flight safely, Kraft envisioned a room of sub-system experts troubleshooting problems and supporting nominal flight activities under the guidance of one Flight Director who is responsible for the success of the mission. To facilitate clear communication, MCC communicates with the crew through a Capsule Communicator (CAPCOM) who is an astronaut themselves. Gemini 4 was the first mission to be supported by such a MCC and successfully completed the first American EVA. The MCC seen on television is called the Flight Control Room (FCR, pronounced ficker) or otherwise known as the front room. While this room is the most visible aspect, it is a very small component of the entire control center. The Shuttle FCR is known as the White FCR (WFCR) and Station's as FCR-1. (FCR-1 was actually the first FCR built at JSC which was used through the Gemini, Apollo and Shuttle programs until the WFCR was completed in 1992. Afterwards FCR-1 was refurbished first for the Life Sciences Center and then for the ISS in 2006.) Along with supporting the Flight Director, each FCR operator is also the supervisor for usually two or three support personnel in a back room called the Multi-Purpose Support Room (MPSR, pronounced mipser). MPSR operators are more deeply focused on their specific subsystems and have the responsible to analyze patterns, and diagnose and assess consequences of faults. The White MPSR (WMPSR) operators are always present for Shuttle operations; however, ISS FCR controllers only have support from their Blue MPSR (BMPSR) while the Shuttle is docked and during critical operations. Since ISS operates 24-7, the FCR team reduces to a much smaller Gemini team of 4-5 operators for night and weekend shifts when the crew is off-duty. The FCR is also supported by the Mission Evaluation Room (MER) which is a collection of contractor engineers who provide analysis and long-term troubleshooting support. Each MER operator is an expert in a very small portion of a sub-system and each FCR console usually interfaces with several MER positions.

Kranzusch, Kara↗

NASA NTRS2007

Future Opportunities for Dynamic Power Systems for NASA Missions

Dynamic power systems have the potential to be used in Radioisotope Power Systems (RPS) and Fission Surface Power Systems (FSPS) to provide high efficiency, reliable and long life power generation for future NASA applications and missions. Dynamic power systems have been developed by NASA over the decades, but none have ever operated in space. Advanced Stirling convertors are currently being developed at the NASA Glenn Research Center. These systems have demonstrated high efficiencies to enable high system specific power (>8 W(sub e)/kg) for 100 W(sub e) class Advanced Stirling Radioisotope Generators (ASRG). The ASRG could enable significant extended and expanded operation on the Mars surface and on long-life deep space missions. In addition, advanced high power Stirling convertors (>150 W(sub e)/kg), for use with surface fission power systems, could provide power ranging from 30 to 50 kWe, and would be enabling for both lunar and Mars exploration. This paper will discuss the status of various energy conversion options currently under development by NASA Glenn for the Radioisotope Power System Program for NASA s Science Mission Directorate (SMD) and the Prometheus Program for the Exploration Systems Mission Directorate (ESMD).

Shaltens, Richard K.↗

NASA NTRS2006

Exploring the Possibilities: Earth and Space Science Missions in the Context of Exploration

According to Dr. Edward J. Weiler, Director of the Goddard Space Flight Center, "Exploration without science is tourism". At the American Astronautical Society's 43rd Annual Robert H. Goddard Memorial Symposium it was quite apparent to all that NASA's current Exploration Initiative is tightly coupled to multiple scientific initiatives: exploration will enable new science and science will enable exploration. NASA's Science Mission Directorate plans to develop priority science missions that deliver science that is vital, compelling and urgent. This paper will discuss the theme of the Goddard Memorial Symposium that science plays a key role in exploration. It will summarize the key scientific questions and some of the space and Earth science missions proposed to answer them, including the Mars and Lunar Exploration Programs, the Beyond Einstein and Navigator Programs, and the Earth-Sun System missions. It will also discuss some of the key technologies that will enable these missions, including the latest in instruments and sensors, large space optical system technologies and optical communications, and briefly discuss developments and achievements since the Symposium. Throughout history, humans have made the biggest scientific discoveries by visiting unknown territories; by going to the Moon and other planets and by seeking out habitable words, NASA is continuing humanity's quest for scientific knowledge.

Pfarr, Barbara↗

NASA NTRS2007

Dryden Flight Research Center

As part of a session at the 2007 Thermal & Fluids Analysis Workshop (TFAWS), an overview of the operations at NASA Dryden Flight Research Center was given. Mission support at this site includes the Aeronautics Research Mission Directorate (ARMD); Exploration Systems Mission Directorate (ESMD), Science - ER-2; Science - G3 UAVSAR; Science - Ikhana and Space Operations. In addition, the presentation describes TFAWS related work at Dryden.

Kostyk, Christopher Barry↗

NASA NTRS2008

Robotic Exploration of Moon and Mars: Thematic Education Approach

Safe, sustained, affordable human and robotic exploration of the Moon, Mars, and beyond is a major NASA goal. Robotic exploration of the Moon and Mars will help pave the way for an expanded human presence in our solar system. To help share the robotic exploration role in the Vision for Space Exploration with classrooms, informal education groups, and the public, our team researched and consolidated the thematic story components and associated education activities into a useful education materials set for educators. We developed the set of materials for a workshop combining NASA Science Mission Directorate and Exploration Systems Mission Directorate engineering, science, and technology to train informal educators on education activities that support the robotic exploration themes. A major focus is on the use of robotic spacecraft and instruments to explore and prepare for the human exploration of the Moon and Mars.

Allen, J S.↗

NASA NTRS2008

Constellation Program Life-cycle Cost Analysis Model (LCAM)

The Constellation Program (CxP) is NASA's effort to replace the Space Shuttle, return humans to the moon, and prepare for a human mission to Mars. The major elements of the Constellation Lunar sortie design reference mission architecture are shown. Unlike the Apollo Program of the 1960's, affordability is a major concern of United States policy makers and NASA management. To measure Constellation affordability, a total ownership cost life-cycle parametric cost estimating capability is required. This capability is being developed by the Constellation Systems Engineering and Integration (SE&I) Directorate, and is called the Lifecycle Cost Analysis Model (LCAM). The requirements for LCAM are based on the need to have a parametric estimating capability in order to do top-level program analysis, evaluate design alternatives, and explore options for future systems. By estimating the total cost of ownership within the context of the planned Constellation budget, LCAM can provide Program and NASA management with the cost data necessary to identify the most affordable alternatives. LCAM is also a key component of the Integrated Program Model (IPM), an SE&I developed capability that combines parametric sizing tools with cost, schedule, and risk models to perform program analysis. LCAM is used in the generation of cost estimates for system level trades and analyses. It draws upon the legacy of previous architecture level cost models, such as the Exploration Systems Mission Directorate (ESMD) Architecture Cost Model (ARCOM) developed for Simulation Based Acquisition (SBA), and ATLAS. LCAM is used to support requirements and design trade studies by calculating changes in cost relative to a baseline option cost. Estimated costs are generally low fidelity to accommodate available input data and available cost estimating relationships (CERs). LCAM is capable of interfacing with the Integrated Program Model to provide the cost estimating capability for that suite of tools.

Prince, Andy↗

NASA NTRS2008

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

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

Lyles, Garry↗

NASA NTRS2008

The Moon is a Planet Too: Lunar Science and Robotic Exploration

The first decades of the 21st century will be marked by major lunar science and exploration activities. The Moon is a witness to 4.5 billion years of solar system history, recording that history more completely and more clearly than any other planetary body. Lunar science encompasses early planetary evolution and differentiation, lava eruptions and fire fountains, impact scars throughout time, and billions of years of volatile input. I will cover the main outstanding issues in lunar science today and the most intriguing scientific opportunities made possible by renewed robotic and human lunar exploration. Barbara is a planetary scientist at NASA s Marshall Space Flight Center. She studies meteorites from the Moon, Mars and asteroids and has been to Antarctica twice to hunt for them. Barbara also works on the Mars Exploration Rovers Spirit and Opportunity and has an asteroid named after her. She is currently helping the Lunar Precursor Robotics Program on the Lunar Mapping and Modeling Project, a project tasked by the Exploration System Mission Directorate (ESMD) to develop maps and tools of the Moon to benefit the Constellation Program lunar planning. She is also supporting the Science Mission Directorate s (SMD) lunar flight projects line at Marshall as the co-chair of the Science Definition Team for NASA s next robotic landers, which will be nodes of the International Lunar Network, providing geophysical information about the Moon s interior structure and composition.

Cohen, Barbara↗

NASA NTRS2008

[Presentation of the Lunar Precursor Robotics Program]

The Lunar Precursor Robotics Program (LPRP) is the host program for the Exploration Systems Mission Directorate's (ESMD) lunar robotic precursor missions to the Moon. The program includes two missions, the Lunar Reconnaissance Orbiter (LRO), and the Lunar CRater Observation and Sensing Satellite (LCROSS). Both missions will provide the required lunar information to support development and operations of those systems required for Human lunar return. LPRP is developing a lunar mapping plan, Called the Lunar Mapping and Modeling Project, to create the capability to archive and present all data from LRO, LCROSS, historical lunar missions, and international lunar missions for future mission planning and operations. LPRP is also developing its educational and public outreach activities for the Vision for Space Exploration's first missions. LPRP is working closely with the Science Mission Directorate as their lunar activities come into focus.

Lavoie, Anthony R.↗

NASA NTRS2009

Human-Centered Design Capability

For NASA, human-centered design (HCD) seeks opportunities to mitigate the challenges of living and working in space in order to enhance human productivity and well-being. Direct design participation during the development stage is difficult, however, during project formulation, a HCD approach can lead to better more cost-effective products. HCD can also help a program enter the development stage with a clear vision for product acquisition. HCD tools for clarifying design intent are listed. To infuse HCD into the spaceflight lifecycle the Space and Life Sciences Directorate developed the Habitability Design Center. The Center has collaborated successfully with program and project design teams and with JSC's Engineering Directorate. This presentation discusses HCD capabilities and depicts the Center's design examples and capabilities.

Fitts, David J.↗

NASA NTRS2009

Review of the Constellation Level II Safety, Reliability, and Quality Assurance (SR&QA) Requirements Documents during Participation in the Constellation Level II SR&QA Forum

At the request of the Exploration Systems Mission Directorate (ESMD) and the Constellation Program (CxP) Safety, Reliability; and Quality Assurance (SR&QA) Requirements Director, the NASA Engineering and Safety Center (NESC) participated in the Cx SR&QA Requirements forum. The Requirements Forum was held June 24-26; 2008, at GRC's Plum Brook Facility. The forums purpose was to gather all stakeholders into a focused meeting to help complete the process of refining the CxP to refine its Level II SR&QA requirements or defining project-specific requirements tailoring. Element prime contractors had raised specific questions about the wording and intent of many requirements in areas they felt were driving costs without adding commensurate value. NESC was asked to provide an independent and thorough review of requirements that contractors believed were driving Program costs, by active participation in the forum. This document contains information from the forum.

Cameron, Kenneth D.↗

NASA NTRS2009

Laboratory for Atmospheres 2008 Technical Highlights

The 2008 Technical Highlights describes the efforts of all members of the Laboratory for Atmospheres. Their dedication to advancing Earth Science through conducting research, developing and running models, designing instruments, managing projects, running field campaigns, and numerous other activities, is highlighted in this report. The Laboratory for Atmospheres (Code 613) is part of the Earth Sciences Division (Code 610), formerly the Earth Sun Exploration Division, under the Sciences and Exploration Directorate (Code 600) based at NASA s Goddard Space Flight Center in Greenbelt, Maryland. In line with NASA s Exploration Initiative, the Laboratory executes a comprehensive research and technology development program dedicated to advancing knowledge and understanding of the atmospheres of Earth and other planets. The research program is aimed at understanding the influence of solar variability on the Earth s climate; predicting the weather and climate of Earth; understanding the structure, dynamics, and radiative properties of precipitation, clouds, and aerosols; understanding atmospheric chemistry, especially the role of natural and anthropogenic trace species on the ozone balance in the stratosphere and the troposphere; and advancing our understanding of physical properties of Earth s atmosphere. The research program identifies problems and requirements for atmospheric observations via satellite missions. Laboratory scientists conceive, design, develop, and implement ultraviolet, infrared, optical, radar, laser, and lidar technology for remote sensing of the atmosphere. Laboratory members conduct field measurements for satellite data calibration and validation, and carry out numerous modeling activities. These modeling activities include climate model simulations, modeling the chemistry and transport of trace species on regional-to-global scales, cloud-resolving models, and development of next-generation Earth system models. Interdisciplinary research is carried out in collaboration with other laboratories and research groups within the Earth Sciences Division, across the Sciences and Exploration Directorate, and with partners in universities and other Government agencies. The Laboratory for Atmospheres is a vital participant in NASA s research agenda. Our Laboratory often has relatively large programs, sizable satellite missions, and observational campaigns that require the cooperative and collaborative efforts of many scientists. We ensure an appropriate balance between our scientists responsibility for these large collaborative projects and their need for an active individual research agenda. This balance allows members of the Laboratory to continuously improve their scientific credentials. Members of the Laboratory interact with the general public to support a wide range of interests in the atmospheric sciences. Among other activities, the Laboratory raises the public s awareness of atmospheric science by presenting public lectures and demonstrations, by making scientific data available to wide audiences, by teaching, and by mentoring students and teachers. The Laboratory makes substantial efforts to attract new scientists to the various areas of atmospheric research. We strongly encourage the establishment of partnerships with Federal and state agencies that have operational responsibilities to promote the societal application of our science products. This report describes our role in NASA s mission, gives a broad description of our research, and summarizes our scientists major accomplishments during calendar year 2008. The report also contains useful information on human resources, scientific interactions, and outreach activities.

Cote, Charles E.↗

NASA NTRS2009

An Effective Health and Medical Technical Authority

The NASA Governance model directed the formation of three Technical Authorities, Engineering; Safety and Mission Assurance; and Health and Medical, to ensure that risks are identified and adjudicated efficiently and transparently in concert with the spaceflight programs and projects. The Health and Medical Technical Authority (HMTA) has been implemented at the Johnson Space Center (JSC) and consists of the Chief Medical Office (CMO), the Deputy CMO, and HMTA Delegates. The JSC HMTA achieves the goals of risk identification and adjudication through the discharge of the appropriate technical expertise to human space flight programs and projects and the escalation of issues within program and technical authority boards. The JSC HMTA relies on subject matter experts (SMEs) in the Space Life Sciences Directorate at JSC as well as experts from other Centers to work crew health and performance issues at the technical level, develop requirements, oversee implementation and validation of requirements, and identify risks and non-compliances. Once a risk or potential noncompliance has been identified and reported to the programs or projects, the JSC HMTA begins to track it and closely monitor the program's or project's response. As a risk is developed or a non-compliance negotiated, positions from various levels of decision makers are sought at the program and project control boards. The HMTA may support a program or project position if it is satisfied with the decision making and vetting processes (ex. the subject matter expert voiced his/her concerns and all dissenting opinions were documented) and finds that the position both acknowledges the risk and cost of the mitigation and resolves the issue without changing NASA risk posture. The HMTA may disagree with a program or project position if the NASA risk posture has been elevated or obfuscated. If the HMTA does disagree with the program or project position, it will appeal to successively higher levels of authority so that risk acceptance and risk trades will be acknowledged and sanctioned at the highest appropriate level; this includes Program Managers, Mission Directorate Associate Administrators and the Agency Administrator.

Fogarty, Jennifer A.↗