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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 127 records · Page 7
All sourcesNASA NTRSDOE OSTI
NASA NTRS2004

Low Emissions Alternative Power (LEAP) Project Office Business Team of the Aeropropulsion Research Program Office (ARPO) Org. 0140

The program for which I am working at this summer is Propulsion and Power/Low Emissions Alternative Power (P&P/LEAP). It invests in a fundamental TRL 1-6 research and technology portfolio that will enable the future of: Alternative fuels and/or alternative propulsion systems, non-combustion (electric) propulsion systems. P&P/LEAP will identify and capitalize on the highest potential concepts generated both internal and external to the Agency. During my 2004 summer at NASA Glenn Research Center, I worked with my mentor Barbara Mader, in the Project Office with the Business Team completing various tasks for the project and personnel. The LEAP project is a highly matrixed organization. The Project Office is responsible for the goals advocacy and dollar (budget) of the LEAP project. The objectives of the LEAP Project are to discover new energy sources and develop unconventional engines and power systems directed towards greatly reduced emissions, enable new vehicle concepts for public mobility, new science missions and national security. The Propulsion and PowerLow Emissions Alternative Power directly supports the environmental, mobility, national security objectives of the Vehicle Systems Program and the Aeronautics Technology Theme. Technology deliverables include the demonstration through integrated ground tests, a constant volume combustor in an engine system, and UAV/small transport aircraft all electric power system. My mentor serves as a key member of the management team for the Aeropropulsion Research Program Office (ARPO). She has represented the office on numerous occasions, and is a member of a number of center-wide panels/teams, such as the Space management Committee and is chair to the Business Process Consolidation Team. She is responsible for the overall coordination of resources for the Propulsion and Power Project - from advocacy to implementation. The goal for my summer at NASA was to document processes and archive program documents from the past years. I used the computer and office machines, and also worked with personnel in setting up a Cost Estimation Plan. I gained office experience in Word, Excel, and Power Point, with the completion of a variety of tasks. I made spreadsheets that pertained to the budget plan for Journey to Tomorrow, to name a few I have supported the office by tracking resource information: including programmatic travel, project budget at the center level to budgets for individual research sub-projects and grants. I also assisted the Program Support Office in their duties including, representing the office on numerous occasions on center-wide team/panels, such as the Space management committee, IFMP Budget Formulation, Journey to Tomorrow Committee, and the Vehicle Systems Program Business Process Team.

Buttler, Jennifer A.↗
NASA NTRS2005

Learning Lessons from the X-37 Project

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite s White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with landing and turnaround maintenance performed. The Flight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development (R&D). NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of this effort, the X-37 team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff R&D and provides valuable experience to implement the Vision for Space Exploration.

Turner, Susan↗
NASA NTRS2009

Advanced Fuel Cell System Thermal Management for NASA Exploration Missions

The NASA Glenn Research Center is developing advanced passive thermal management technology to reduce the mass and improve the reliability of space fuel cell systems for the NASA exploration program. An analysis of a state-of-the-art fuel cell cooling systems was done to benchmark the portion of a fuel cell system s mass that is dedicated to thermal management. Additional analysis was done to determine the key performance targets of the advanced passive thermal management technology that would substantially reduce fuel cell system mass.

Burke, Kenneth A.↗
NASA NTRS2008

A Practical, Affordable Cryogenic Propellant Depot Based on ULA's Flight Experience

Mankind is embarking on the next step in the journey of human exploration. We are returning to the moon and eventually moving to Mars and beyond. The current Exploration architecture seeks a balance between the need for a robust infrastructure on the lunar surface, and the performance limitations of Ares I and V. The ability to refuel or top-off propellant tanks from orbital propellant depots offers NASA the opportunity to cost effectively and reliably satisfy these opposing requirements. The ability to cache large orbital quantities of propellant is also an enabling capability for missions to Mars and beyond. This paper describes an option for a propellant depot that enables orbital refueling supporting Exploration, national security, science and other space endeavors. This proposed concept is launched using a single EELV medium class rocket and thus does not require any orbital assembly. The propellant depot provides cryogenic propellant storage that utilizes flight proven technologies augmented with technologies currently under development. The propellant depot system, propellant management, flight experience, and key technologies are also discussed. Options for refueling the propellant depot along with an overview of Exploration architecture impacts are also presented.

Kutter, Bernard F.↗
NASA NTRS2014

NextGen Technologies on the FAA's Standard Terminal Automation Replacement System

This paper describes the integration, evaluation, and results from a high-fidelity human-in-the-loop (HITL) simulation of key NASA Air Traffic Management Technology Demonstration - 1 (ATD- 1) technologies implemented in an enhanced version of the FAA's Standard Terminal Automation Replacement System (STARS) platform. These ATD-1 technologies include: (1) a NASA enhanced version of the FAA's Time-Based Flow Management, (2) a NASA ground-based automation technology known as controller-managed spacing (CMS), and (3) a NASA advanced avionics airborne technology known as flight-deck interval management (FIM). These ATD-1 technologies have been extensively tested in large-scale HITL simulations using general-purpose workstations to study air transportation technologies. These general purpose workstations perform multiple functions and are collectively referred to as the Multi-Aircraft Control System (MACS). Researchers at NASA Ames Research Center and Raytheon collaborated to augment the STARS platform by including CMS and FIM advisory tools to validate the feasibility of integrating these automation enhancements into the current FAA automation infrastructure. NASA Ames acquired three STARS terminal controller workstations, and then integrated the ATD-1 technologies. HITL simulations were conducted to evaluate the ATD-1 technologies when using the STARS platform. These results were compared with the results obtained when the ATD-1 technologies were tested in the MACS environment. Results collected from the numerical data show acceptably minor differences, and, together with the subjective controller questionnaires showing a trend towards preferring STARS, validate the ATD-1/STARS integration.

air traffic management↗
NASA NTRS2010

Managing Cassini Safe Mode Attitude at Saturn

The Cassini spacecraft was launched on October 15, 1997 and arrived at Saturn on June 30, 2004. It has performed detailed observations and remote sensing of Saturn, its rings, and its satellites since that time. In the event safe mode interrupts normal orbital operations, Cassini has flight software fault protection algorithms to detect, isolate, and recover to a thermally safe and commandable attitude and then wait for further instructions from the ground. But the Saturn environment is complex, and safety hazards change depending on where Cassini is in its orbital trajectory around Saturn. Selecting an appropriate safe mode attitude that insures safe operation in the Saturn environment, including keeping the star tracker field of view clear of bright bodies, while maintaining a quiescent, commandable attitude, is a significant challenge. This paper discusses the Cassini safe table management strategy and the key criteria that must be considered, especially during low altitude flybys of Titan, in deciding what spacecraft attitude should be used in the event of safe mode.

Attitude Control↗
NASA NTRS2006

Foundations of Supply Chain Management for Space Application

Supply Chain Management (SCM) is a key piece of the framework for America's space technology investment as the National Aeronautics and Space Administration (NASA), the aerospace industry, and international partners embark on a bold new vision of human and robotic space exploration beyond Low-Earth-Orbit (LEO). This type of investment is driven by the Agency's need for cost efficient operational support associated with, processing and operating space vehicles and address many of the biggest operational challenge including extremely tight funding profiles, seamless program-to-program transition activities and the reduction of the time gap with human spaceflight capabilities in the post-Shuttle era. An investment of this magnitude is a multiyear task and must include new patterns of thought within the engineering community to respect the importance of SCM and the integration of the material and information flow. Experience within the Department of Defense and commercial sectors which has shown that support cost reductions and or avoidances of upwards to 35% over business as usual are achievable. It is SCM that will ultimately bring the solar system within the economic sphere of our society.

supply chain managemen↗
NASA NTRS2018

Supplier Research & Analysis Approach

"The implementation of NASA GSFC's portfolio of mission projects relies upon inter-connected, multi-tiered supply chains of organizations operating under direct and indirect contracts and other agreements throughout the U.S. and around the world. These supply chains are subject to an inter-related array of technical/production, business, market and security risks that are amplified by the ongoing globalization of industry and technology and which can disrupt or threaten the production and delivery of products and services when needed and in conformance with requirements. In recognition of such risks and associated challenges, GSFC's SMA directorate launched an innovative Supplier Research and Analysis (SRA) capability three years ago to gain greater insight into the operating environment, performance, capabilities and viability of current and prospective suppliers for GSFC projects and proposals. The capability uses business intelligence techniques and primarily open source information resources as part of a cost-effective, non-intrusive methodology to produce several types of research and analysis reports. The reports are based on a holistic analytical framework encompassing key technical/production, business enterprise management, market and security factors, and feature in-depth information, summary information profiles, SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, and candidate risk concerns in order to pro-actively support SMA and project management needs. The SRA capability, which is designed to complement and support ongoing SMA/project management activities and practices, has produced over 95 reports since its start-up in early 2015. This presentation addresses the approach, methodology and performance of the Supplier Research and Analysis (SRA) capability and its value in assuring the success of NASA mission projects. In doing so, the presentation provides lessons-learned, best practices, case examples and address how it fits into the development of an enterprise-level Supply Chain Risk Management capability."

supplier research and analysis↗
NASA NTRS2018

Supply Chain Research and Analysis for Space Systems

The implementation of NASA GSFC's portfolio of mission projects relies upon inter-connected, multi-tiered supply chains of organizations operating under direct and indirect contracts and other agreements throughout the U.S. and around the world. These supply chains are subject to an inter-related array of technical/production, business, market and security risks that are amplified by the ongoing globalization of industry and technology and which can disrupt or threaten the production and delivery of products and services when needed and in conformance with requirements. In recognition of such risks and associated challenges, GSFC's SMA directorate launched an innovative Supply Chain Research and Analysis capability three years ago to gain greater insight into the operating environment, performance, capabilities and viability of current and prospective suppliers for GSFC projects and proposals. The capability uses business intelligence techniques and primarily open source information resources as part of a cost-effective, non-intrusive methodology to produce several types of research and analysis reports. The reports are based on a holistic analytical framework encompassing key technical/production, business enterprise management, market and security factors, and feature in-depth information, summary information profiles, SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, and candidate risk concerns in order to pro-actively support SMA and project management needs. The SRA capability, which is designed to complement and support ongoing SMA/project management activities and practices, has produced over 105 reports since its start-up in early 2015.This presentation addresses the approach, methodology and performance of the Supply Chain Research and Analysiscapability and its value in assuring the success of NASA mission projects. In doing so, the presentation provides lessons-learned, best practices, case examples and address how it fits into the development of an enterprise-level Supply Chain Risk Management capability.

supply chain risk management↗
NASA NTRS2005

V&V of ISHM software for space exploration

NASA has established a far-reaching and long-term program for robotic and manned exploration of the solar system, beginning with missions to the moon and Mars. Integrated System Health Management (ISHM) will be key to improving the reliability, operability and maintainability of many of the systems deployed in this endeavor.

Figueroa, Fernando↗
NASA NTRSDate not supplied

Safety Expertise and the Perils of Novelty

Emerging aviation markets such as urban air mobility are giving rise to new technologies and means of operation. However, novelty may hide ‘unknown unknowns,’ raising new hazards. This paper examines how expertise and safety techniques enable transformative technologies such as reduced crew operations, hybrid wing-borne and rotor-born flight, federated air traffic services, and urban operations. We explore how analysts use expertise to address common-cause failures, collect and interpret safety data, and perform exacting tradeoffs between dissimilarity, redundancy, independence, and diversity (human, process lifecycle, or otherwise) to ensure safety. When novelty is present, analysts might not possess the expertise needed to fully understand the implications of design decisions and tradeoffs being made, especially in early lifecycle phases, on emergent properties such as safety. Safety expertise must be carefully cultivated. The conflicting views of safety experts must be unpacked to identify the divergence in fundamental assumptions, models, means, and methods that may be causing them. Once systems venture beyond the basis of what safety expertise can reliably guarantee, projects take on risk that must be managed. The paper contains key takeaways and actionable recommendations for novel OEMs and regulators touching on topics such as robust monitoring; clear and transparent reporting; incremental approaches to fielding novel systems in hazard-rich, risk-tolerant environments; the cultivation of safety culture and expertise in an organization; and the use of scientific study to reduce epistemic uncertainty in novel operations with new technologies. Since excessive novelty in aviation can undermine the current foundation of safety, humility and incrementalism are necessary to enable emerging aviation markets safely.

safety expertise↗
NASA NTRSDate not supplied

Safety Expertise and the Perils of Novelty

Emerging aviation markets such as urban air mobility are giving rise to new technologies and means of operation. However, novelty may hide ‘unknown unknowns,’ raising new hazards. This paper examines how expertise and safety techniques enable transformative technologies such as reduced crew operations, hybrid wing-borne and rotor-born flight, federated air traffic services, and urban operations. We explore how analysts use expertise to address common-cause failures, collect and interpret safety data, and perform exacting tradeoffs between dissimilarity, redundancy, independence, and diversity (human, process lifecycle, or otherwise) to ensure safety. When novelty is present, analysts might not possess the expertise needed to fully understand the implications of design decisions and tradeoffs being made, especially in early lifecycle phases, on emergent properties such as safety. Safety expertise must be carefully cultivated. The conflicting views of safety experts must be unpacked to identify the divergence in fundamental assumptions, models, means, and methods that may be causing them. Once systems venture beyond the basis of what safety expertise can reliably guarantee, projects take on risk that must be managed. The paper contains key takeaways and actionable recommendations for novel OEMs and regulators touching on topics such as robust monitoring; clear and transparent reporting; incremental approaches to fielding novel systems in hazard-rich, risk-tolerant environments; the cultivation of safety culture and expertise in an organization; and the use of scientific study to reduce epistemic uncertainty in novel operations with new technologies. Since excessive novelty in aviation can undermine the current foundation of safety, humility and incrementalism are necessary to enable emerging aviation markets safely.

safety expertise↗
NASA NTRSDate not supplied

Simulating Secure Data Exchange and Storage for Urban Air Mobility Environments

Urban Air Mobility (UAM) defines an environment for managing operations of vertical takeoff and landing (VTOL) and short takeoff and landing (STOL) vehicles in an urban environment. Within a UAM environment, UAM operators manage fleets of vehicles, relying on Providers of Services for UAM (PSUs) for managing flights in a region of airspace. Flight plan deconfliction is primarily performed by the Discovery and Synchronization Service (DSS), and the Federal Aviation Administration (FAA) maintains control over the UAM space via the FAA-Industry Exchange Protocol (FIDXP). UAM is a federated environment with many different entities owning and operating vehicles, PSUs, and other services. These entities often need to interoperate or access data generated by other organizations. This paper demonstrates the feasibility of using blockchain to facilitate a secure data exchange and storage for this flight information in a UAM environment. In particular, this paper is focused on flight plans and telemetry data. A blockchain network was developed with a set of smart contracts for managing relevant flight data. Hyperledger Fabric was chosen as it is performent, scalable, and allows organizations to reuse existing public key infrastructure (PKI) for identity management. A set of simulated UAM services were also developed. These services propose flight plans and negotiate with other UAM services for airspace access. All interactions between UAM services, as well as vehicle telemetry data, is recorded onto the blockchain. Vehicle telemetry data is generated by a vehicle flight simulation service. This paper successfully demonstrates the feasibility of using blockchain as a secure data exchange and storage mechanism in a UAM environment.

UAM↗
NASA NTRS2017

UTM Data Working Group Demonstration 1: Final Report

This document summarizes activities defining and executing the first demonstration of the NASA-FAA Research Transition Team (RTT) Data Exchange and Information Architecture (DEIA) working group (DWG). The demonstration focused on testing the interactions between two key components in the future UAS Traffic Management (UTM) System through a collaborative and distributed simulation of key scenarios. The summary incorporates written feedback from each of the participants in the demonstration. In addition to reporting the activities, this report also provides some insight into future steps of this working group.

UAS Traffic Management↗
NASA NTRS1998

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Edward J. Hoffman↗
NASA NTRS2011

How to Grow Project Scientists: A Systematic Approach to Developing Project Scientists

The Project Manager is one of the key individuals that can determine the success or failure of a project. NASA is fully committed to the training and development of Project Managers across the agency to ensure that highly capable individuals are equipped with the competencies and experience to successfully lead a project. An equally critical position is that of the Project Scientist. The Project Scientist provides the scientific leadership necessary for the scientific success of a project by insuring that the mission meets or exceeds the scientific requirements. Traditionally, NASA Goddard project scientists were appointed and approved by the Center Science Director based on their knowledge, experience, and other qualifications. However the process to obtain the necessary knowledge, skills and abilities was not documented or done in a systematic way. NASA Goddard's current Science Director, Nicholas White saw the need to create a pipeline for developing new projects scientists, and appointed a team to develop a process for training potential project scientists. The team members were Dr. Harley Thronson, Chair, Dr. Howard Kea, Mr. Mark Goldman, DACUM facilitator and the late Dr. Michael VanSteenberg. The DACUM process, an occupational analysis and evaluation system, was used to produce a picture of the project scientist's duties, tasks, knowledge, and skills. The output resulted in a 3-Day introductory course detailing all the required knowledge, skills and abilities a scientist must develop over time to be qualified for selections as a Project Scientist.

Kea, Howard↗