The U.S. CMS HL-LHC R&D Strategic Plan
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Gutsche, Oliver↗
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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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Strategic Planning and Change Management for the Move to Hybrid Work .
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Morrell, Matthew↗
2021 ATR Strategic Plan
Collaborative development of nuclear energy science and technology by three major sectors—academia, the commercial nuclear power industry, and the federal government—is key to meeting the challenges of nuclear energy. All three share a common need for experimental capabilities, whether for basic science investigations, applied research in nuclear fuels and materials, or validation of data. The Advanced Test Reactor (ATR) provides the unique irradiation capabilities to support the need.
11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
Strategic Planning for Energy-Resilient Communities
Distributed energy resources (DERs) offer flexibility and community benefits in both blue- and black-sky conditions. Outside of a power disruption, they can provide significant cost savings and reduce grid stress during times of high demand. During a disruption to the central grid, these technologies can meet critical energy needs through the use of battery storage. However, communities must consider many planning and design dimensions and tradeoffs to integrate energy systems that meet financial and resilience goals. This presentation, given at the 2026 State Energy Conference of North Carolina, defines resilience in an energy context, discusses strategies and best practices for planning resilient energy systems and sites, including resilience hubs and microgrids, highlights NLR tools and capabilities for helping communities in this space, and features successful case studies in North Carolina related to energy resilience.
24 POWER TRANSMISSION AND DISTRIBUTION↗
Microgravity strategic plan, 1990
The mission of the NASA Microgravity program is to utilize the unique characteristics of the space environment, primarily the near absence of gravity, to understand the role of gravity in materials processing, and to demonstrate the feasibility of space production of improved materials that have high technological, and possible commercial, utility. The following five goals for the Microgravity Program are discussed: (1) Develop a comprehensive research program in fundamental sciences, materials science, and biotechnology for the purpose of attaining a structured understanding of gravity dependent physical phenomena in both Earth and non-Earth environments; (2) Foster the growth of interdisciplinary research community to conduct research in the space environment; (3) Encourage international cooperation for the purpose of conducting research in the space environment; (4) Utilize a permanently manned, multi-facility national microgravity laboratory in low-Earth orbit to provide a long-duration, stable microgravity environment; (5) Promote industrial applications of space research for the development of new, commercially viable products, services, and markets resulting from research in the space environment.
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Strategic planning for the International Space Station
The concept for utilization and operations planning for the International Space Station Freedom was developed in a NASA Space Station Operations Task Force in 1986. Since that time the concept has been further refined to definitize the process and products required to integrate the needs of the international user community with the operational capabilities of the Station in its evolving configuration. The keystone to the process is the development of individual plans by the partners, with the parameters and formats common to the degree that electronic communications techniques can be effectively utilized, while maintaining the proper level and location of configuration control. The integration, evaluation, and verification of the integrated plan, called the Consolidated Operations and Utilization Plan (COUP), is being tested in a multilateral environment to prove out the parameters, interfaces, and process details necessary to produce the first COUP for Space Station in 1991. This paper will describe the concept, process, and the status of the multilateral test case.
Griner, Carolyn S.↗
Microgravity Program strategic plan, 1991
The all encompassing objective of the NASA Microgravity Program is the use of space as a lab to conduct research and development. The on-orbit microgravity environment, with its substantially reduced buoyancy forces, hydrostatic pressures, and sedimentation, enables the conduction of scientific studies not possible on Earth. This environment allows processes to be isolated and controlled with an accuracy that cannot be obtained in the terrestrial environment. The Microgravity Science and Applications Div. has defined three major science categories in order to develop a program structure: fundamental science, including the study of the behavior of fluids, transport phenomena, condensed matter physics, and combustion science; materials science, including electronic and photonic materials, metals and alloys, and glasses and ceramics; and biotechnology, focusing on macromolecular crystal growth as well as cell and molecular science. Experiments in these areas seek to provide observations of complex phenomena and measurements of physical attributes with a precision that is enabled by the microgravity environment.
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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.
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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↗
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↗
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.↗
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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Strategic planning for exploration of the shallow Martian subsurface
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Martian subsurface↗
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.↗
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.↗
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↗
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↗