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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
NASA NTRS1992

Space life sciences strategic plan, 1991

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 option to be pursued during the next decade, based on the decisions, evolution, and guiding principles of the National Space Policy.

Source record↗
NASA NTRS2000

Human Exploration and Development of Space: Strategic Plan

The five goals of the Human Exploration and Development of Space include: 1) Explore the Space Frontier; 2) Expand Scientific Knowledge; 3) Enable Humans to Live and Work Permanently in Space; 4) Enable the Commercial Development of Space; and 5) Share the Experience and Benefits of Discovery.

Branscome, Darrell↗
NASA NTRS2001

Human Exploration and Development of Space: Strategic Plan

In order to make possible the permanent extension of human presence beyond the bounds of Earth and enable historic improvements in our understanding of our solar system and the universe, and the quality of life, NASA must: (1) Undertake, in partnership with the scientific community, sustained international explorations throughout the inner solar system by integrated human/robotic expeditions; (2) Achieve breakthrough discoveries and technology developments through basic, applied, and commercial research in the unique venue of space--exploiting characteristics such as microgravity, vacuum, radiation, and location; (3) Establish safe and routine access to space in support of permanent commercial human operations in low-Earth orbit and ongoing exploration activities at one or more sites beyond Earth orbit; (4) Engage the private sector in the commercial development of space and enable the creation of new space industries generating new wealth for the US economy; and (5) Communicate the excitement and importance of the discovery of new worlds and the profound insights we will gain into the origins of life and the universe. In order to guide planning, the Human Exploration and Development of Space (HEDS) Enterprise has identified some potential future targets and goals (e.g. 'Design Reference Points') beginning with the near-term and extending to the far-term and beyond.

Branscome, Darrell↗
NASA NTRS2000

Strategic Planning for Exploration of the Martian Subsurface

Exploration of the upper 2-5 km of the martian crust (i.e. the portion that we can realistically envision physically accessing) is a tantalizing prospect. This may provide our best opportunity to advance the three current objectives of the Mars exploration program: Life, Climate, and Resources, with a common theme of water.

Beaty, D. W.↗
NASA NTRS2003

National Aeronautics and Space Administration 2003 Strategic Plan

Imagine knowing that we are not alone, but that life is abundant in our solar system and throughout the universe. Imagine a world where we can safely travel anywhere, anytime, on our home planet, and in space. Imagine a world in which long-term weather forecasts are reliable, and natural disasters are predictable and perhaps even preventable. NASA is changing our understanding of the world, exploring the unknown, and creating new awareness about who we are and what our place is in the cosmos. For the first time in history, we have the tools, the insight and ability to seek answers to some of humanity's most profound questions: 1) How did we get here? 2) Where are we going? 3) Are we alone? In addition to pursuing these compelling questions, NASA helps the Nation to meet its challenges and address its urgent national needs. Among these are the requirements to improve the security and safety of our air transportation system and counter the looming shortage of U.S. scientists and engineers in our next generation of Americans.

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NASA NTRS2006

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively planning the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Implementing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA s Crew Exploration Vehicle (CEV) and Crew and Cargo Launch Vehicles (CLV). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the President s "Vision for Space Exploration," and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Henderson, Edward M.↗
NASA NTRS2007

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively flying the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Completing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA's Crew Exploration Vehicle (Orion) and Crew and Cargo Launch Vehicles (Ares I). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the Vision for Space Exploration, and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Norbraten, Gordon L.↗
NASA NTRS2011

Implementing Strategic Planning Capabilities Within the Mars Relay Operations Service

Throughout this development and deployment process we have followed a few guiding principles: (1) Ensure ubiquitous access through ReSTful and web interfaces; (2) Design a system that is mission and even planet agnostic so that future missions may be added with little hassle, and the system itself may be redeployed for other planetary relay networks; (3) Accept constant input and feedback between mission operators and the development team to ensure that there is a useful product that may be used for years to come.

software development↗
NASA NTRS2011

Implementing Strategic Planning Capabilities Within the Mars Relay Operations Service

Since the Mars Exploration Rovers (MER), Spirit and Opportunity, began their travels across the Martian surface in January of 2004, orbiting spacecraft such as the Mars 2001 Odyssey orbiter have relayed the majority of their collected scientific and operational data to and from Earth. From the beginning of those missions, it was evident that using orbiters to relay data to and from the surface of Mars was a vastly more efficient communications strategy in terms of power consumption and bandwidth compared to direct-to-Earth means. However, the coordination between the various spacecraft, which are largely managed independently and on differing commanding timelines, has always proven to be a challenge. Until recently, the ground operators of all these spacecraft have coordinated the movement of data through this network using a collection of ad hoc human interfaces and various, independent software tools. The Mars Relay Operations Service (MaROS) has been developed to manage the evolving needs of the Mars relay network, and specifically to standardize and integrate the relay planning and coordination data into a centralized infrastructure. This paper explores the journey of developing the MaROS system, from inception to delivery and acceptance by the Mars mission users.

tactical planning↗
NASA NTRS2012

Developing a Strategic Plan for NASA JSC's Technology Investments

Human space exploration has always been heavily influenced by goals to achieve a specific mission on a specific schedule. This approach drove rapid technology development, the rapidity of which adds risks as well as provides a major driver for costs. The National Aeronautics and Space Administration (NASA) is now approaching the extension of human presence throughout the solar system by balancing a proactive yet less schedule-driven development of technology with opportunistic scheduling of missions as the needed technologies are realized. This approach should provide cost effective, low risk technology development that will enable efficient and effective manned spaceflight missions. As a first step, the NASA Human Spaceflight Architecture Team (HAT) has identified a suite of critical technologies needed to support future manned missions across a range of destinations, including in cislunar space, near earth asteroid visits, lunar exploration, Mars space, and Mars exploration. The challenge now is to develop a strategy and plan for technology development that efficiently enables these missions over a reasonable time period, without increasing technology development costs unnecessarily due to schedule pressure, and subsequently mitigating development and mission risks. NASA fs Johnson Space Center (JSC), as the nation's primary center for human exploration, is addressing this challenge through an innovative approach allocating Internal Research and Development funding to projects that have been prioritized using four focus criteria, with appropriate importance weighting. These four focus criteria are the Human Space Flight Technology Needs, JSC Core Technology Competencies, Commercialization Potential, and Partnership Potential. The inherent coupling in these focus criteria have been captured in a database and have provided an initial prioritization for allocation of technology development research funding. This paper will describe this process and this database, and the preliminary technology development prioritization results.

Stecklein, Jonette M.↗
NASA NTRS2015

Human Forward Contamination Strategic Plan

When we send humans to search for life on Mars, we'll need to know what we brought with us versus what may already be there. Unlike the Mars rovers that we cleaned once and sent on their way, humans will provide a constantly regenerating contaminant source. Are we prepared to certify that we can meet forward contamination protocols as we search for life at new destinations?

Rucker, Michelle↗
NASA NTRS2016

Application of Strategic Planning Process with Fleet Level Analysis Methods

The goal of this work is to quantify and characterize the potential system-wide reduction of fuel consumption and corresponding CO2 emissions, resulting from the introduction of N+2 aircraft technologies and concepts into the fleet. Although NASA goals for this timeframe are referenced against a large twin aisle aircraft we consider their application across all vehicle classes of the commercial aircraft fleet, from regional jets to very large aircraft. In this work the authors describe and discuss the formulation and implementation of the fleet assessment by addressing the main analytical components: forecasting, operations allocation, fleet retirement, fleet replacement, and environmental performance modeling.

Mavris, Dimitri N.↗