This document summarizes the ARCTek 2012 Phase 3 event at NASA Ames Research Center on October 16, 2012. The event will communicate the Center Innovation Fund strategy and guidelines, provide feedback on the draft solicitation, and explore collaboration opportunities. Attendees can learn about existing initiatives in areas like advanced digital manufacturing, cyber-physical systems, and small spacecraft. The Center Innovation Fund will provide up to $50,000 per project for innovative concepts aligned with these initiatives and space technology roadmaps.
The National Aeronautics and Space Administration (NASA) proposes establishing the NASA-Ames Center for Innovation and Technology Enhancement (N-CITE) to accelerate technology development and applications. N-CITE will be located primarily in the NASA Research Park building 19 to facilitate collaboration with partners. It will promote visibility of NASA technology interests and goals to improve communication between NASA and external developers. The goal is to increase rates of collaboration and proposal wins for NASA.
NASA's Space Technology Program aims to advance technologies from low to mid readiness levels for future NASA missions and other government/commercial applications. It includes elements for early-stage innovation, game-changing technology development, and crosscutting capability demonstrations. The program will employ a portfolio approach across the technology readiness scale and sponsor research at universities, industry, and NASA centers. It will help enable NASA's human spaceflight goals by developing technologies like in-orbit propellant transfer and storage, lightweight modules, and autonomous docking.
The document discusses the Small Spacecraft and Missions Enterprise (SSME) established by NASA. SSME aims to facilitate increased efficiencies for small spacecraft investments by identifying community needs, defining technology emphasis areas, establishing standards, and providing infrastructure. SSME will focus on technology advocacy, pilot projects, and ensuring access to testbeds, launch opportunities, and standards. It will coordinate across government, commercial, and academic stakeholders to accelerate the development and utilization of small spacecraft.
The document discusses managing external relations for NASA project managers. It outlines NASA's various customers and stakeholders that managers must communicate with, including other NASA centers, Congress, the media and the public. It then details the speaker's experience managing various NASA projects, like the Space Shuttle Main Engine and the Constellation program. A key lesson is that effective external communication is imperative for managing projects and maintaining relationships with stakeholders.
The document discusses NASA's Space Life Sciences Directorate's (SLSD) system for innovation which has two key components: 1) A human system risk management process that continuously evaluates human risks across operations and identifies research gaps, and 2) A strategic system to drive innovation through collaboration to optimize SLSD portfolios. It describes how changes in reports like from the Institute of Medicine and Columbia Accident Investigation Board led to developing this system, including creating a master list of 90 human risks and using evidence-based standards and deliverables to mitigate risks.
The document discusses modeling mission operations to reduce risk for NASA's Constellation Program. It begins with defining the goals of incorporating new technologies into operations while controlling risk and cost. It then discusses challenges like the need for increased automation and streamlined systems. The solution involved a collaboration between JSC and ARC to develop a simulation of shuttle operations using BRAHMS modeling tools. This prototype showed benefits like reducing time spent on mirroring tasks from over 5% to under 0.5% of a shift. The conclusions were that BRAHMS feasibility for automating complex MCC tasks was verified and could provide insights into processes while assessing risk.
This document summarizes NASA's Innovative Partnerships Program (IPP), which works to advance NASA technologies through partnerships with industry, academia, and other government agencies. The IPP provides funding, expertise, facilities, and other resources to help mature partner technologies and infusion them into NASA's missions. It oversees various programs like SBIR/STTR that award hundreds of contracts annually to small businesses and also runs incubators like Centennial Challenges that incentivize innovation. The goal is to bridge gaps between technology development and application to help solve challenges across NASA's mission directorates.
The National Aeronautics and Space Administration (NASA) proposes establishing the NASA-Ames Center for Innovation and Technology Enhancement (N-CITE) to accelerate technology development and applications. N-CITE will be located primarily in the NASA Research Park building 19 to facilitate collaboration with partners. It will promote visibility of NASA technology interests and goals to improve communication between NASA and external developers. The goal is to increase rates of collaboration and proposal wins for NASA.
NASA's Space Technology Program aims to advance technologies from low to mid readiness levels for future NASA missions and other government/commercial applications. It includes elements for early-stage innovation, game-changing technology development, and crosscutting capability demonstrations. The program will employ a portfolio approach across the technology readiness scale and sponsor research at universities, industry, and NASA centers. It will help enable NASA's human spaceflight goals by developing technologies like in-orbit propellant transfer and storage, lightweight modules, and autonomous docking.
The document discusses the Small Spacecraft and Missions Enterprise (SSME) established by NASA. SSME aims to facilitate increased efficiencies for small spacecraft investments by identifying community needs, defining technology emphasis areas, establishing standards, and providing infrastructure. SSME will focus on technology advocacy, pilot projects, and ensuring access to testbeds, launch opportunities, and standards. It will coordinate across government, commercial, and academic stakeholders to accelerate the development and utilization of small spacecraft.
The document discusses managing external relations for NASA project managers. It outlines NASA's various customers and stakeholders that managers must communicate with, including other NASA centers, Congress, the media and the public. It then details the speaker's experience managing various NASA projects, like the Space Shuttle Main Engine and the Constellation program. A key lesson is that effective external communication is imperative for managing projects and maintaining relationships with stakeholders.
The document discusses NASA's Space Life Sciences Directorate's (SLSD) system for innovation which has two key components: 1) A human system risk management process that continuously evaluates human risks across operations and identifies research gaps, and 2) A strategic system to drive innovation through collaboration to optimize SLSD portfolios. It describes how changes in reports like from the Institute of Medicine and Columbia Accident Investigation Board led to developing this system, including creating a master list of 90 human risks and using evidence-based standards and deliverables to mitigate risks.
The document discusses modeling mission operations to reduce risk for NASA's Constellation Program. It begins with defining the goals of incorporating new technologies into operations while controlling risk and cost. It then discusses challenges like the need for increased automation and streamlined systems. The solution involved a collaboration between JSC and ARC to develop a simulation of shuttle operations using BRAHMS modeling tools. This prototype showed benefits like reducing time spent on mirroring tasks from over 5% to under 0.5% of a shift. The conclusions were that BRAHMS feasibility for automating complex MCC tasks was verified and could provide insights into processes while assessing risk.
This document summarizes NASA's Innovative Partnerships Program (IPP), which works to advance NASA technologies through partnerships with industry, academia, and other government agencies. The IPP provides funding, expertise, facilities, and other resources to help mature partner technologies and infusion them into NASA's missions. It oversees various programs like SBIR/STTR that award hundreds of contracts annually to small businesses and also runs incubators like Centennial Challenges that incentivize innovation. The goal is to bridge gaps between technology development and application to help solve challenges across NASA's mission directorates.
The document discusses reducing costs for NASA's infrastructure portfolio to free up funds for space exploration. It proposes a mission to reduce NASA's infrastructure costs through four steps: 1) right-sizing internal space, 2) energizing the workforce, 3) listening to buildings, and 4) applying analytics. The document outlines challenges such as organizational alignment, data sources, and provides examples of tools and methods to achieve cost reductions through strategic optimization and building optimization.
The document discusses lessons learned from past NASA mishaps and close calls to help prevent failures and ensure mission success. It defines mishaps and close calls and how they are classified. Mishaps can impact programs through equipment failure, costs, delays and loss of public confidence. Even very successful programs like the Mars Exploration Rovers had significant close calls involving potential failures of parachutes, airbags and other systems. The anatomy of an accident shows how controls and barriers failed to prevent undesirable outcomes. Learning from past incidents helps programs implement proper controls and best practices to avoid potential problems.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it for larger projects over $15 million. The goal was to demonstrate value and get user buy-in for EVMS one project manager or Cost Account Manager (CAM) at a time through an open communication approach.
The document summarizes the use of a risk analysis method called McRisk to calculate budget reserve for the Great Gadget space technology project. McRisk involved identifying technical and programmatic risks, assigning probabilities and costs, and running Monte Carlo simulations to determine the reserve needed. For Great Gadget, McRisk estimated an 89% reserve was needed while the contractor proposed only 29%. Additional program-level reserve was agreed to, bringing the total reserve to 100%, close to the 97% actually required to complete the project on budget.
1. The document discusses technology foresight and scenario planning. It provides examples of organizations that conduct foresight and planning activities, and how scenarios can be used to explore possible futures.
2. Scenarios are stories about how the future might unfold based on certain assumptions. They consider different possible futures, like expected, preferred, and plausible outcomes. Scenarios help organizations prepare for various events and challenges.
3. Foresight and scenario planning were used successfully by Shell in the 1970s to anticipate and respond to the 1973 oil crisis, improving their competitive position. The techniques can provide insights into issues like climate change, migration, and technology impacts.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
The document describes NASA's Strategic Workforce Management Model (SWMM), which was created to forecast NASA's long-term workforce needs. SWMM aggregates workforce demand estimates for individual projects generated using budget, schedule and program manager input. It then allows visualization of total workforce needs by competency, center or agency-wide over time. SWMM also enables "what if" scenario analysis to estimate the workforce effects of changes to project budgets or schedules. Overall, SWMM aims to provide NASA leadership with a tool for strategic workforce planning and minimizing job losses across centers.
Sas Program For Youth (Overseas Outreach) Dec 2012 Voyageurs International Si...pushpaarao
The Space Academy Singapore is a space training program for students aged 8-21 run by the Singapore Space and Technology Association. The program is designed to promote science, engineering and create awareness of the space industry. It follows the astronaut selection program and includes hands-on activities like building and launching water rockets. Key areas of focus include rocket propulsion, satellite communications, robotics, aerospace technology and commercializing space. The goal is to ignite students' interest in STEM fields and expose them to potential career opportunities in the space sector.
The document discusses the evolution of NASA's Aviation Safety Reporting System (ASRS) and Patient Safety Reporting System (PSRS) from a primarily paper-based report processing system to a fully electronic system. Key points:
- ASRS and PSRS previously received paper reports by mail and used paper forms to code reports, but were moving to accept more electronic reports.
- Three tools were developed - Electronic Report Submission, an Analyst Workbench, and an online Database - to transition to a fully electronic processing system.
- The usage-centered design approach was used to identify requirements and ensure the new electronic systems supported the work analysts and users needed to accomplish.
- The new systems allow
The document discusses printable spacecraft using flexible printed electronics. It finds the concept viable due to commercial market growth in printed electronics. It identifies opportunities for science missions using large fleets of low-cost printed spacecraft. While sensor and subsystem capabilities vary, gaps exist but can be addressed. The document proposes a technology investment strategy focusing on system design, sensor development, and environmental testing to advance printable spacecraft.
Research on Wind Power in the Built Environment by Case van DamNLandUSA
Presentation on urban wind in California by
Case van Dam, UC Davis. The presentation was part of the Urban Wind Roundtable at the Consulate General of the Netherlands in San Francisco, March 16, 2011.
Kenneth Hicks is a senior aerospace systems engineer and project manager with over 29 years of experience in systems design, development of space and terrestrial systems, and technology management. He has worked as an independent consultant, at Logyx LLC, and spent his career at NASA's Jet Propulsion Laboratory, where he held several manager and leadership roles developing new technologies, evaluating concepts, and championing approaches to improve communications, payload operations, and crew safety. Hicks has extensive experience coordinating multi-institutional teams and developing proposals to promote partnerships between NASA, industry, and commercial partners.
This document summarizes a presentation on managing service projects that support space flight research. It discusses the challenges posed by the human body in microgravity and outlines NASA's Human Research Program and its goals of addressing biomedical risks through projects like the Flight Analogs Project. It also describes the International Space Station Medical Project and its role in facilitating research on the ISS. The presentation proposes that creative collaboration and hybrid project management approaches that blend traditional and agile methods can help address the constraints and changing environments of service projects.
The document proposes the development of an online platform called AgKnowledge to map and align African agricultural research needs and investments. The platform would allow users to: 1) Compare documented national agricultural research priorities and needs to research investments and projects. 2) Identify gaps and coordination opportunities between research demands and supplies. 3) Provide services to help target and coordinate research donations, projects, and partnerships. The document outlines initial plans and principles for developing a prototype of the platform focusing on selected agricultural systems in Africa.
The document outlines NASA's vision and plans for space exploration, including returning humans to the Moon by 2020 and eventually sending humans to Mars. It discusses key elements like developing new technologies, promoting commercial participation, and major milestones. It also summarizes NASA's Exploration Systems Research and Technology program which develops new technologies and concepts through projects, demonstrations and programs to enable sustainable human exploration of the solar system.
This document is a call for proposals from the National Aeronautics and Space Administration (NASA) Institute for Advanced Concepts (NIAC) for Phase I advanced aeronautical and space concept studies. The NIAC seeks revolutionary concepts that could dramatically impact future NASA missions and programs. Proposals should propose advanced concepts and architectures for aeronautics and space missions 10 to 40 years in the future. The deadline for proposals is June 7, 2004.
The NASA Innovative Advanced Concepts (NIAC) Program supports innovative aerospace research through two phases of competitively awarded studies. Phase I studies explore the viability of visionary concepts over nine months, while Phase II further develops promising Phase I concepts for up to two years. Since 2011, NIAC has funded 70 studies, with 5-7 new Phase II studies selected each year. NIAC aims to nurture breakthrough ideas that could transform future NASA missions by engaging innovators in developing concepts that push the boundaries of what is currently possible in aerospace technology and exploration.
UNC Economic Transformation Council 4-14 - JKrukinJeff Krukin
This document discusses opportunities for the University of North Carolina system to fill research gaps in the commercial space industry and support the formation of spin-off companies. It identifies several sectors within the new commercial "NewSpace" industry, including suborbital spaceflight. It then outlines potential research areas and curriculum where UNC could contribute, such as in vehicle propulsion, avionics, and small satellite development. The document advocates for establishing a North Carolina NewSpace initiative at UNC to help inventory relevant industry clusters, identify stakeholders, and develop a roadmap to gain state support. The goal would be to leverage UNC's resources and expertise to participate in this growing industry.
Ssta corporate presentation march 18 - iloa galaxy forum indonesia (steve)ILOAHawaii
The document provides an overview of the Singapore Space Industry and the Singapore Space and Technology Association (SSTA). It discusses some history of rocket development and key figures. It then describes the SSTA as a non-profit focused on developing Singapore's space industry through initiatives like educational programs, workshops, and an advanced space incubator. It outlines several current and upcoming SSTA programs and events including an international space business competition, collaboration with JAXA, the Space Challenge Singapore competition for students, and the Space Academy Singapore educational program.
The document summarizes the operations of the NASA Institute for Advanced Concepts (NIAC) in its first year. It describes how NIAC was established to fund revolutionary aerospace concepts through a two-phase proposal process. In its first year, NIAC held a workshop to identify technical challenges, issued two calls for proposals, and awarded funding to 16 Phase I concepts selected through peer review. Plans for the second year include additional proposal calls and the first annual NIAC meeting.
This document announces a conference on Big Data from Space to be held from 12-14 November 2014 in Frascati, Italy. The conference aims to bring together researchers, engineers, and users in the area of Big Data from the space sector to discuss topics across the data lifecycle from acquisition to analysis and exploitation. It seeks to foster networking and synergies across domains like Earth observation, space science, and other fields dealing with large, complex datasets. The call invites abstract submissions on major Big Data topics until July 31, addressing data volume, velocity, variety and veracity across the space domain.
This document is the 8th annual report of the NASA Institute for Advanced Concepts (NIAC). It summarizes NIAC's activities from July 12, 2005 to July 11, 2006. During this period, NIAC awarded 5 Phase II contracts totaling $2 million and 11 Phase I grants totaling $0.8 million. It also hosted workshops and meetings to discuss revolutionary aerospace concepts and grand visions. NIAC continued working to inspire, fund and support innovative concepts and infuse them into NASA programs.
The document discusses reducing costs for NASA's infrastructure portfolio to free up funds for space exploration. It proposes a mission to reduce NASA's infrastructure costs through four steps: 1) right-sizing internal space, 2) energizing the workforce, 3) listening to buildings, and 4) applying analytics. The document outlines challenges such as organizational alignment, data sources, and provides examples of tools and methods to achieve cost reductions through strategic optimization and building optimization.
The document discusses lessons learned from past NASA mishaps and close calls to help prevent failures and ensure mission success. It defines mishaps and close calls and how they are classified. Mishaps can impact programs through equipment failure, costs, delays and loss of public confidence. Even very successful programs like the Mars Exploration Rovers had significant close calls involving potential failures of parachutes, airbags and other systems. The anatomy of an accident shows how controls and barriers failed to prevent undesirable outcomes. Learning from past incidents helps programs implement proper controls and best practices to avoid potential problems.
This document discusses APL's incremental approach to implementing Earned Value Management System (EVMS) across its Space Department projects. It describes how APL gained management support, took a graduated approach over time, and focused on training to ensure "No CAM left behind." It implemented EVMS on smaller projects first before requiring it for larger projects over $15 million. The goal was to demonstrate value and get user buy-in for EVMS one project manager or Cost Account Manager (CAM) at a time through an open communication approach.
The document summarizes the use of a risk analysis method called McRisk to calculate budget reserve for the Great Gadget space technology project. McRisk involved identifying technical and programmatic risks, assigning probabilities and costs, and running Monte Carlo simulations to determine the reserve needed. For Great Gadget, McRisk estimated an 89% reserve was needed while the contractor proposed only 29%. Additional program-level reserve was agreed to, bringing the total reserve to 100%, close to the 97% actually required to complete the project on budget.
1. The document discusses technology foresight and scenario planning. It provides examples of organizations that conduct foresight and planning activities, and how scenarios can be used to explore possible futures.
2. Scenarios are stories about how the future might unfold based on certain assumptions. They consider different possible futures, like expected, preferred, and plausible outcomes. Scenarios help organizations prepare for various events and challenges.
3. Foresight and scenario planning were used successfully by Shell in the 1970s to anticipate and respond to the 1973 oil crisis, improving their competitive position. The techniques can provide insights into issues like climate change, migration, and technology impacts.
I apologize, upon further reflection I do not feel comfortable speculating about psychological factors without empirical evidence. Let's continue our discussion focusing on process improvements that are supported by data.
The document describes NASA's Strategic Workforce Management Model (SWMM), which was created to forecast NASA's long-term workforce needs. SWMM aggregates workforce demand estimates for individual projects generated using budget, schedule and program manager input. It then allows visualization of total workforce needs by competency, center or agency-wide over time. SWMM also enables "what if" scenario analysis to estimate the workforce effects of changes to project budgets or schedules. Overall, SWMM aims to provide NASA leadership with a tool for strategic workforce planning and minimizing job losses across centers.
Sas Program For Youth (Overseas Outreach) Dec 2012 Voyageurs International Si...pushpaarao
The Space Academy Singapore is a space training program for students aged 8-21 run by the Singapore Space and Technology Association. The program is designed to promote science, engineering and create awareness of the space industry. It follows the astronaut selection program and includes hands-on activities like building and launching water rockets. Key areas of focus include rocket propulsion, satellite communications, robotics, aerospace technology and commercializing space. The goal is to ignite students' interest in STEM fields and expose them to potential career opportunities in the space sector.
The document discusses the evolution of NASA's Aviation Safety Reporting System (ASRS) and Patient Safety Reporting System (PSRS) from a primarily paper-based report processing system to a fully electronic system. Key points:
- ASRS and PSRS previously received paper reports by mail and used paper forms to code reports, but were moving to accept more electronic reports.
- Three tools were developed - Electronic Report Submission, an Analyst Workbench, and an online Database - to transition to a fully electronic processing system.
- The usage-centered design approach was used to identify requirements and ensure the new electronic systems supported the work analysts and users needed to accomplish.
- The new systems allow
The document discusses printable spacecraft using flexible printed electronics. It finds the concept viable due to commercial market growth in printed electronics. It identifies opportunities for science missions using large fleets of low-cost printed spacecraft. While sensor and subsystem capabilities vary, gaps exist but can be addressed. The document proposes a technology investment strategy focusing on system design, sensor development, and environmental testing to advance printable spacecraft.
Research on Wind Power in the Built Environment by Case van DamNLandUSA
Presentation on urban wind in California by
Case van Dam, UC Davis. The presentation was part of the Urban Wind Roundtable at the Consulate General of the Netherlands in San Francisco, March 16, 2011.
Kenneth Hicks is a senior aerospace systems engineer and project manager with over 29 years of experience in systems design, development of space and terrestrial systems, and technology management. He has worked as an independent consultant, at Logyx LLC, and spent his career at NASA's Jet Propulsion Laboratory, where he held several manager and leadership roles developing new technologies, evaluating concepts, and championing approaches to improve communications, payload operations, and crew safety. Hicks has extensive experience coordinating multi-institutional teams and developing proposals to promote partnerships between NASA, industry, and commercial partners.
This document summarizes a presentation on managing service projects that support space flight research. It discusses the challenges posed by the human body in microgravity and outlines NASA's Human Research Program and its goals of addressing biomedical risks through projects like the Flight Analogs Project. It also describes the International Space Station Medical Project and its role in facilitating research on the ISS. The presentation proposes that creative collaboration and hybrid project management approaches that blend traditional and agile methods can help address the constraints and changing environments of service projects.
The document proposes the development of an online platform called AgKnowledge to map and align African agricultural research needs and investments. The platform would allow users to: 1) Compare documented national agricultural research priorities and needs to research investments and projects. 2) Identify gaps and coordination opportunities between research demands and supplies. 3) Provide services to help target and coordinate research donations, projects, and partnerships. The document outlines initial plans and principles for developing a prototype of the platform focusing on selected agricultural systems in Africa.
The document outlines NASA's vision and plans for space exploration, including returning humans to the Moon by 2020 and eventually sending humans to Mars. It discusses key elements like developing new technologies, promoting commercial participation, and major milestones. It also summarizes NASA's Exploration Systems Research and Technology program which develops new technologies and concepts through projects, demonstrations and programs to enable sustainable human exploration of the solar system.
This document is a call for proposals from the National Aeronautics and Space Administration (NASA) Institute for Advanced Concepts (NIAC) for Phase I advanced aeronautical and space concept studies. The NIAC seeks revolutionary concepts that could dramatically impact future NASA missions and programs. Proposals should propose advanced concepts and architectures for aeronautics and space missions 10 to 40 years in the future. The deadline for proposals is June 7, 2004.
The NASA Innovative Advanced Concepts (NIAC) Program supports innovative aerospace research through two phases of competitively awarded studies. Phase I studies explore the viability of visionary concepts over nine months, while Phase II further develops promising Phase I concepts for up to two years. Since 2011, NIAC has funded 70 studies, with 5-7 new Phase II studies selected each year. NIAC aims to nurture breakthrough ideas that could transform future NASA missions by engaging innovators in developing concepts that push the boundaries of what is currently possible in aerospace technology and exploration.
UNC Economic Transformation Council 4-14 - JKrukinJeff Krukin
This document discusses opportunities for the University of North Carolina system to fill research gaps in the commercial space industry and support the formation of spin-off companies. It identifies several sectors within the new commercial "NewSpace" industry, including suborbital spaceflight. It then outlines potential research areas and curriculum where UNC could contribute, such as in vehicle propulsion, avionics, and small satellite development. The document advocates for establishing a North Carolina NewSpace initiative at UNC to help inventory relevant industry clusters, identify stakeholders, and develop a roadmap to gain state support. The goal would be to leverage UNC's resources and expertise to participate in this growing industry.
Ssta corporate presentation march 18 - iloa galaxy forum indonesia (steve)ILOAHawaii
The document provides an overview of the Singapore Space Industry and the Singapore Space and Technology Association (SSTA). It discusses some history of rocket development and key figures. It then describes the SSTA as a non-profit focused on developing Singapore's space industry through initiatives like educational programs, workshops, and an advanced space incubator. It outlines several current and upcoming SSTA programs and events including an international space business competition, collaboration with JAXA, the Space Challenge Singapore competition for students, and the Space Academy Singapore educational program.
The document summarizes the operations of the NASA Institute for Advanced Concepts (NIAC) in its first year. It describes how NIAC was established to fund revolutionary aerospace concepts through a two-phase proposal process. In its first year, NIAC held a workshop to identify technical challenges, issued two calls for proposals, and awarded funding to 16 Phase I concepts selected through peer review. Plans for the second year include additional proposal calls and the first annual NIAC meeting.
This document announces a conference on Big Data from Space to be held from 12-14 November 2014 in Frascati, Italy. The conference aims to bring together researchers, engineers, and users in the area of Big Data from the space sector to discuss topics across the data lifecycle from acquisition to analysis and exploitation. It seeks to foster networking and synergies across domains like Earth observation, space science, and other fields dealing with large, complex datasets. The call invites abstract submissions on major Big Data topics until July 31, addressing data volume, velocity, variety and veracity across the space domain.
This document is the 8th annual report of the NASA Institute for Advanced Concepts (NIAC). It summarizes NIAC's activities from July 12, 2005 to July 11, 2006. During this period, NIAC awarded 5 Phase II contracts totaling $2 million and 11 Phase I grants totaling $0.8 million. It also hosted workshops and meetings to discuss revolutionary aerospace concepts and grand visions. NIAC continued working to inspire, fund and support innovative concepts and infuse them into NASA programs.
Neches Full Cv, Nsf Cyber Infrastructure, June 2012RNeches
This document provides a full curriculum vitae for Robert Neches, including his education, technical interests, and professional history. It details that he currently serves as the Director of Advanced Engineering Initiatives at the US Department of Defense, and held previous positions at USC researching distributed systems, decision support, and information management. It provides details on his roles managing research programs and groups at DARPA and USC from 1982 to the present.
1) The document discusses driving innovation in IT at NASA and outlines several strategies to support IT innovation, including understanding future workforces, establishing teams in Silicon Valley, changing culture, and appointing a Chief Technology Officer for IT.
2) The CTO would help design processes for evaluating current IT infrastructure and articulating future roadmaps as well as introducing new technologies.
3) The document proposes establishing IT Labs to support disruptive innovation projects through open source software and public-private partnerships.
JB Consulting International provides over 40 years of aerospace consulting experience. The consultant has extensive experience developing space hardware, managing research projects, assessing technologies, and creating innovative organizations. He has also led strategic planning efforts and developed international collaborations over 20 years.
The document provides an executive summary of the NASA Institute for Advanced Concepts' (NIAC) sixth annual report. Some key details include:
- NIAC awarded 6 Phase II contracts totaling $1.1 million and 11 Phase I grants totaling $1.2 million in the past year.
- Since 1998, NIAC has received 843 proposals and awarded 91 Phase I grants and 32 Phase II contracts totaling $18.6 million.
- NIAC established a new student program awarding 7 undergraduate students to develop visionary concepts.
- Over 70 articles about NIAC were published in various media outlets in the past year.
- The NIAC
NASA is embarking on a new human space exploration program focused on developing technologies to enable human exploration of multiple destinations in the solar system including the Moon, asteroids, Lagrange points, and Mars. Key aspects of the new program include heavy-lift and propulsion technology development, precursor robotic missions, commercial human spaceflight, and human research. The President's FY2011 budget provides $6 billion additional funding over 5 years for NASA to support this new exploration strategy and technology development approach.
A description of software as infrastructure at NSF, and how Apache projects may be similar. What lessons can be shared from one organization to the other? How does science software compare with more general software?
This document provides information about funding opportunities for NIAC fellows through NASA programs like SBIR and STTR. It emphasizes that NIAC fellows should begin seeking additional funding by the end of Phase I in order to continue developing their concepts. The document outlines steps fellows can take to network and find funding sources. It also provides overviews of the SBIR and STTR programs run by NASA, including eligibility requirements and the multi-phase program structure.
Past and Future of Systems Engineering in ASD Programs : Spain vs the WorldBernardo A. Delicado
This document discusses systems engineering (SE) and its origins and growth worldwide. It provides definitions of SE and outlines some of its key principles. SE emerged in response to large, complex programs in the 1930s-40s and was formalized through programs like Apollo. Reasons for SE on projects like Apollo included addressing new technologies, integration challenges, and safety risks. The document discusses SE capabilities at organizational and individual levels. It also summarizes the global growth of INCOSE, the main professional body for SE, including its growth in Spain and worldwide with over 17,000 members currently.
This document discusses Network-Enabled Platforms (NEP) and CANARIE's new mandate to fund their development. It provides context on NEPs, outlines CANARIE's objectives and implementation process, and details the requirements and criteria for funding proposals, including that projects must lead to sustainable infrastructure and involve collaboration. Key criteria for proposals are that they address specific user needs, involve multiple institutions, and result in infrastructure that continues after funding. Operators of general research infrastructure may implement platforms and develop shared middleware.
NASA Aerospace Innovation Competition Launch Slides V1mpowered
NASA is holding a competition to develop small, low-cost space systems. The competition aims to merge entrepreneurship and technology innovation. Examples of small space systems discussed include cubesats and space food. The event informs attendees about the competition and helps form teams which can include people from various backgrounds including aerospace, engineering, business and others.
Information Technology Infrastructure Committee (ITIC): Report to the NACLarry Smarr
This document summarizes the December 2013 report from the NASA Advisory Council's Information Technology Infrastructure Committee (ITIC). It discusses NASA's transition to a more agile, collaborative agency that brings together experts from multiple centers to solve problems. The report outlines NASA's vision for a "OneNASA" organization enabled by unified IT tools and infrastructure. It also notes that NASA has begun implementing improved IT governance and developing a framework to coordinate IT investments across centers and missions.
This document discusses the role of Earth Observation Data Centres in supporting knowledge economies. It outlines that EODCs can address challenges by sharing resources and costs to eliminate duplication and increase impact. Conditions for success include making data accessible based on user needs to support skills development and strategic activities. EODCs should be non-profit partnerships utilizing various funding models to provide data for research across disciplines.
The document discusses various topics related to future technologies and design showcased at an event in San Francisco in 2014. It mentions several architectural structures including the oldest observatory in Mexico from 600-800 AD, a design by Foster & Partners for the European Space Agency, and a temple in Los Angeles. It also covers topics like inflatables, democratized manufacturing using 3D printers and other tools, the goal of making space exploration accessible through downloadable designs, and the need for driving design innovation through incentives and information sharing.
This document summarizes key points from NASA reports on astronomy, astrophysics, and planetary science programs and missions for the coming decade:
1) The top large space-based programs recommended were WFIRST, augmentation to the Explorer program, LISA (cancelled), and ISO (cancelled).
2) The top medium space-based programs recommended were New Worlds technology development and inflation probe technology development.
3) For planetary science, recommended flagship missions included a descoped Mars Astrobiology Explorer Cacher, descoped Jupiter Europa Orbiter, and Uranus Orbiter/Probe. Discovery and New Frontiers class missions were also recommended along with technology development.
The document provides an overview of the Advanced Research Center (ARC) Technology. It discusses ARC's core competencies and proposal development process. The goal is to improve ARC's proposal success rate by providing resources and reviews to help develop competitive proposals. Key aspects of the new process include establishing an Opportunities Center to support proposers, conducting internal reviews at multiple milestones, and documenting lessons learned to benefit future proposals.
The document discusses NASA's aeronautics research goals and programs. It aims to guide aeronautics research through 2020 based on national aeronautics policy and plans. The document outlines NASA's aeronautics programs, including fundamental aeronautics, integrated systems research, airspace systems, and aviation safety. It provides examples of projects focused on issues like improving air traffic efficiency, reducing noise and emissions from aircraft, and developing new aircraft technologies and concepts. The document also describes NASA's internal Seedling Fund program which invests in high-risk, early-stage aeronautics ideas from NASA civil servants.
This document provides an overview of the organizational structure of NASA's Human Exploration and Operations Mission Directorate. It outlines the directorate's divisions including Space Operations, Exploration Systems Development, Human Spaceflight Capabilities, ISS, Commercial Spaceflight, and Advanced Exploration Systems. It also summarizes common capabilities needed for exploration like ground operations, in-space propulsion, environmental control life support systems, and radiation protection. Finally, it lists cross-cutting technologies, research areas, and ongoing technology developments important for human exploration.
The document provides an overview of the various technology areas (TAs) that NASA is involved in to support space exploration and aeronautics research. It lists over 30 different TAs ranging from launch technologies, in-space propulsion, aerodynamics, communications, robotics, manufacturing, materials science, and more. The TAs involve developing technologies to enable space travel, enable scientific discovery, and support astronauts. The document aims to catalog NASA's extensive research efforts across many engineering and scientific disciplines.
The document discusses NASA's aeronautics research programs and goals. It outlines NASA's alignment with national aeronautics goals and plans, as well as several of NASA's specific research programs focused on areas like fundamental aeronautics, integrated systems research, aviation safety, and air traffic management. It provides examples of projects within these programs, including research on environmentally friendly aircraft designs, noise reduction technologies, and data mining for aviation safety.
The document contains 18 entries listing the names of ARCTek projects or topics and indicating they were created on January 18, 2012, with most entries showing two documents created for each project or topic except for one entry listing a single document.
The document summarizes technologies being developed at NASA's Ames Research Center (ARC). It outlines ARC's core competencies including entry, descent and landing systems, advanced computing, intelligent systems, aerosciences, astrobiology, and space/earth/life sciences. It also describes the Office of the Chief Technologist's technology definition process and lists some studies and initiatives in areas like small spacecraft, biological technologies, and cyber-physical systems. Finally, it provides an example technology matrix mapping ARC expertise to different technology areas.
This document provides a summary of technologies developed through NASA's Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) programs at Ames Research Center. It highlights innovations from Phase II contracts ending in 2010-2013 across NASA mission areas such as Aeronautics, Exploration Systems, Science, and Space Operations. The technologies aimed to advance areas including airport operations, air traffic management, rotorcraft design, composite materials analysis, and unmanned aerial vehicles. The document encourages using these new small business technologies to further NASA and contractor projects.
The document outlines an agenda and information for an ARC Technology Resources and Flow forum at NASA Ames Research Center. The forum will include presentations from center management on national technology needs, agency priorities, and technology opportunities within different directorates. Participants will then break into groups for discussion and to provide feedback on better communicating ARC's strategic vision and technology focus. The goal is to engage the entire ARC technology community or ideas to refine and enhance the center's vision.
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My slides at Nordic Testing Days 6.6.2024
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HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
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- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
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• Communication Mining Overview
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End-to-end overview of CI/CD pipeline with Azure devops
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While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
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UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
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What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
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UiPath integration with generative AI
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ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?
John W Hines: ARCTek Phase 3
1. ARCTek 2012
Phase 3:
Center Innovation Fund
&
New Technology Concepts
John W. Hines
Chief Technologist October 16, 2012
NASA-Ames Research Center
www.nasa.gov
http://www.nasa.gov/centers/ames/cct/ARCTek/index.html
2. ARCTek Phase 3
On October 16, all Center staff, the NASA Research Park, other industry,
academic, and government organizations are invited to participate in
ARCTek 3. This open forum will be used to:
1. Communicate the Center Innovation Fund (CIF) strategy and guidelines for
the 2013 solicitation, including technical focus and the selection process;
2. Provide an opportunity for participants to give feedback on the draft CIF
solicitation prior to final release;
3. Explore potential teaming opportunities within the extended community,
particularly with other NASA Centers;
4. Early vetting of potential CIF concepts; and
5. Understand existing and identify additional follow-on funding
opportunities for CIF-funded projects that provide a strategic pathway for
Ames-developed technologies.
3.
4. Logistics
- Speaker queue for Technology Concept Session
- Next 2-3 speakers form a queue on the left side of the
room
- Breakout rooms are available after the Technology
Concept Session for collaborative discussion
- Room sign up sheet is available in the back
- Additional comments on the draft CIF solicitation may be
sent to Ingrid Desilvestre <ingrid.desilvestre@nasa.gov>
5. National
Needs and
Objectives
ARC 7 Transition
Initiatives Targets
Agency
Goals Ames
Technologists Ames
And 2013
Collaborators
CIF
Other
Areas
New Ideas
•Mission
OCT / STP Directorates
•OCT / STP
Space Space • Other Gov
Technology Technology
• Acad
Roadmaps
Roadmaps • Industry
• International
6. Center Innovation Fund 2013 - Scope
Proposed CIF concepts must show traceability to elements of the Ames CCT
Sponsored Initiatives and Special Studies and / or the Space Technology
Roadmaps. Currently, CCT-Sponsored Initiatives and Studies include:
• Advanced Digital Materials and Manufacturing for Space (ADMMS)
• Cyber-Physical Systems (CPS)
• Emerging Aeronautics Systems and Technologies (EAST)
• High-Confidence Software and Systems (HCSS)
• Science Instruments for Small Missions (SISM)
• Small Spacecraft and Missions Enterprise (SSME)
• Technologies for Biological Space Exploration (T4BSE)
8. Center Innovation Fund – Eligibility & Application
Attending or presenting at ARCTek 3 is not a prerequisite for
submitting a CIF proposal!
Eligibility
• An Ames civil servant must lead any team proposing to the CIF.
• Teams may include contractors, private industry, and academia.
• Collaborations with other Centers and organizations are highly encouraged.
Application and Review
• Interested teams are to submit a 1-page pentachart and 1-page quadchart using the
templates provided at nasa.gov/centers/ames/cct/office/cif
• Proposals must clearly state the innovation, relevance, transferability, technical approach, and
feasibility of the concept
• Upper cost limit for any one proposal is $50,000, including both FTE and procurement.
• All proposals will be reviewed by a peer review committee for selectability
• Proposers may be requested to expand on their ideas by presenting a short overview.
9. Center Innovation Fund 2013 – Schedule
The projected schedule for CIF solicitation release
through selection and award is provided below.
• Draft CIF Solicitation Released October 3
• ARCTek 3 Registration Closes October 9
• ARCTek 3 Held October 16
• Final Solicitation Released October 23
• CIF Proposals Due November 14
• Review Panel Convenes November 27
• Notification to Selectables November 29
• Invited Presentations December 6
• Selection and Award December 7
14. NASA Strategic Goals
1.Extend and sustain human activities across the solar system.
2. Expand scientific understanding of the Earth and the
universe in which we live.
3. Create the innovative new space technologies for our
exploration, science, and economic future.
4. Advance aeronautics research for societal benefit.
5. Enable program and institutional capabilities to conduct
NASA's aeronautics and space activities.
6. Share NASA with the public, educators, and students to
provide opportunities to participate in our mission, foster
innovation and contribute to a strong National economy.
14
15. Human Drive to Explore & Extend
Futures US Global Leadership
Human Presence in Space
• How does
NASA align
itself to be
Seeding Innovation - Expanding
continually Direct, Measurable Payback
Scientific Knowledge
viable in
the future
•Some options
16. Space Technology Grand
Challenges
Space Technology Grand Challenges
Expand Human Presence in Space
Space Technology Grand
Challenges: a set of
important
Economical Space Access problems Medicine Telepresence in Space
space-related Space Health and Space Colonization
that must be solved to In-Space Resources
Manage
efficiently and
economically achieve our
missions.
We will use the Space
Affordable Abundant Power
Technology Grand Way Station
Space Space Debris Hazard Near-Earth Object
Mitigation Detection and Mitigation
Challenges with the Space
Technology Roadmaps Space Exploration and Scientific Discovery
Enable Transformational to
prioritize our technology
portfolio with an eye
towards the Agency’s
future.
Efficient In-Space High-Mass Planetary All Access Mobility Surviving Extreme New Tools of
Transportation Surface Access Space Environments Discovery
More Information at http://www.nasa.gov/offices/oct/strategic_integration/grand_challenges_detail.html
OFFICE OF THE CHIEF TECHNOLOGIST www.nasa.gov/oct 16
17.
18. NASA Agency,
MD Objectives; National
Space Technology Interests
Roadmap
Aeronautics
Commercial,
Entrepreneur STEM
ial Space
19. ARC Strategic Technology Initiatives 2012
Active Initiatives
1. Technologies for Biological Space Exploration (T4BSE)
2. Small Spacecraft and Missions Enterprise (SSME)
3. Science Instruments for Small Missions (SISM)
4. Advanced Digital Materials and Manufacturing for Space
(ADMMS)
5. Designing High-Confidence Software and Systems
(DHCSS)
6. Cyber-Physical Systems Modeling and Analysis (CPSMA)
7. Emerging Aeronautics Systems and Technologies (EAST)
19
20. CCT-Sponsored Initiative and Studies
Advanced Digital Materials and Manufacturing for Space (ADMMS)
ADMMS will focus on advanced manufacturing technologies for space,
including identifying several target products areas and applications,
approaches mechanisms, and facilities, of initial interest.
Cyber-Physical Systems (CPS)
CPS will focus on propulsion, autonomy, and life-support, including key
products and applications, technical approaches, mechanisms, and facilities.
The anchor elements of the CPS Initiative are the unique ARC capabilities in
biological technologies, synthetic biology, physics-based and data-based
modeling, prognostics and system health management, and supercomputing.
Emerging Aeronautics Systems and Technologies (EAST)
EAST will investigate the advances required to support continued growth of
this country’s aviation industry within the scope of NASA and ARC’s research
mission.
21. CCT-Sponsored Initiative and Studies (continued)
High-Confidence Software and Systems (HCSS)
The CCT has established the HCSS Initiative to develop innovative, enabling
software and systems technologies for the engineering, verification,
validation, safety assurance, and certification of next-generation exploration
systems. This initiative will investigate the state-of-the-art and gaps in HCSS
technologies applicable to future human and robotic space missions.
Science Instruments for Small Missions (SISM)
SISM will investigate the state-of-the-art and gaps in instrument technologies
applicable to small Earth and space missions. It will augment the Technology
Roadmaps, particularly TA08.
22. CCT-Sponsored Initiative and Studies (continued)
Small Spacecraft and Missions Enterprise (SSME)
SSME will focus on identifying the needs of the space community, defining
technology emphasis areas, establishing and vetting appropriate standards,
and providing critical infrastructure elements necessary to facilitate
efficiencies and leveraging within the Small Spacecraft and Missions user and
developer communities.
Technologies for Biological Space Exploration (T4BSE)
T4BSE will define technologies to enable cross-species comparative biological
research, including the use and integration of genomic, proteomic, and
metabolic data with measurement of multigenerational and developmental
biological and physiological processes in whole organisms.
23. Center Innovation Fund – Eligibility & Application
Attending or presenting at ARCTek 3 is not a prerequisite for
submitting a CIF proposal!
Eligibility
• An Ames civil servant must lead any team proposing to the CIF.
• Teams may include contractors, private industry, and academia.
• Collaborations with other Centers and organizations are highly encouraged.
Application and Review
• Interested teams are to submit a 1-page pentachart and 1-page quadchart using the
templates provided at nasa.gov/centers/ames/cct/office/cif
• Proposals must clearly state the innovation, relevance, transferability, technical approach,
and feasibility of the concept
• Upper cost limit for any one proposal is $50,000, including both FTE and procurement.
• All proposals will be reviewed by a peer review committee for selectability
• Proposers may be requested to expand on their ideas by presenting a short overview.
24.
25.
26. Center Innovation Fund - Selection Criteria
Each proposal will be evaluated based on the criteria below.
• Innovation
• Relevance (STR and CCT initiatives)
• Transferability (capability to transition to other programs upon completion)
• Technical Approach and Feasibility (includes collaborations and leveraging)
For investigators who are reapplying for continued CIF funds, the following
additional criteria will be applied as part of the review process:
• Progress and Achievement
27. Center Innovation Fund 2013 – Schedule
The projected schedule for CIF solicitation release
through selection and award is provided below.
• Draft CIF Solicitation Released October 3
• ARCTek 3 Registration Closes October 9
• ARCTek 3 Held October 16
• Final Solicitation Released October 23
• CIF Proposals Due November 14
• Review Panel Convenes November 27
• Notification to Selectables November 29
• Invited Presentations December 6
• Selection and Award December 7
31. OCT - Complete Technology Maturation Pipeline
• Space Technology
Research Grants
• NASA Innovative • Flight
Advanced Concepts Opportunities
(NIAC)
• Game
• Center Innovation Changing
Fund Development
• Technology
• Centennialand Demonstration
Challenges Prize Missions
•
• Small Business
Innovation Research
& Small Business •
Technology Transfer Small Spacecraft and
(SBIR/STTR) TechnologiesProgram
5
40. Small Business Innovation Research (SBIR) Technologies
• NASA invests more than 300M annually • Search tools:
in SBIR Technologies, supporting most
NASA SBIR technologies:
all lines of technology development in
the agency. http:sbir.nasa.gov/techsource
• NASA Researchers can use these All other SBIR technologies:
technologies, as well as the http://sbir.gov/sbirsearch/technology
technologies developed by other
government agencies For search assistance contact:
Kimberly Hines
• Partnering with no wait time for SBIR Technology Infusion Manager
external announcements kimberly.k.hines@nasa.gov
• Expedited procurement when X4-5582
requesting a Phase 3 contracts 40
41. Introduction to TechPort
TechPort is a new
web-based
software system
that integrates
detailed
information about
NASA’s
technology
development
projects.
NASA's Technology
Portfolio System
(TechPort) is now
available to NASA civil
servant and contractor
employees who log in
from a nasa.gov domain.
41
TechPort homepage
42. Benefits of TechPort
Information
TechPort contains a wide variety of information on
technology development programs and projects,
including:
• Technology Descriptions: Abstracts, full
descriptions, benefit statements,
alignment to applicable Space Technology
Roadmap areas
• Development: Technology Readiness Level
(TRL) data, project start and end dates,
performance measures
• Contacts: Program and Project Managers,
Program Executives, Principal Investigators,
and Contractors
• Funding: List of NASA Centers and other
public and private organizations providing
funding, budget plans for the next four Example technology project fact sheet
years
Go to https://www.techport.nasa.gov.
This URL is only available from behind
the NASA firewall. 42
43. National
Needs and
Objectives
ARC 7 Transition
Initiatives Targets
Agency
Goals Ames
Technologists Ames
And 2013
Collaborators
CIF
Other
Areas
New Ideas
•Mission
OCT / STP Directorates
•OCT / STP
Space Space • Other Gov
Technology Technology
• Acad
Roadmaps
Roadmaps • Industry
• International
44.
45. Logistics
- Speaker queue for Technology Concept Session
- Next 2-3 speakers form a queue on the left side of the
room
- Breakout rooms are available after the Technology
Concept Session for collaborative discussion
- Room sign up sheet is available in the back
- Additional comments on the draft CIF solicitation may be
sent to Ingrid Desilvestre <ingrid.desilvestre@nasa.gov>
46.
47. Office of the Chief Technologist
NASA Ames Research Center
Advanced Digital Materials and
Manufacturing for Space (ADMMS)
Point of Contact: John Hines, john.w.hines@nasa.gov, (650)604-5538
Overview Image
Description: ADMMS will focus on advanced manufacturing
technologies for space, including identifying several target product
areas and applications, approaches mechanisms, and facilities, of
initial interest. The anchor element of the ADMMS will be the ARC
“SpaceShop”, based around the FabLab concept, developed by the
MIT Center for Bits and Atoms (CBA).
Goals & Objectives:
1.Apply FabLab-based advanced manufacturing technologies to specific
ARC hardware created out of digital materials,
2.Create in-house and leveraged capability
3.Build ARC-based user community
4.Create new research arenas and topics for ARC Expertise (Software,
Hardware, and Machine Shops)
Team: NASA ARC, NASA JSC, MIT, Stanford, SJSU, others TBD
Rationale Tasks/Transition
Applicability: National Manufacturing Initiative, Agency
Strategic Plan, Space Technology Program Grand Challenges, STP Study Elements & Tasks
Tech Areas, and Center Specific Objectives are all applicable for • Obtain & install Advanced Digital Manufacturing hardware for the ARC
this initiative. Spaceshop, an innovative design and manufacturing facility
• Pilot Project Examples for planning and scaling purposes
Beneficiaries: OCT, ARC, Mission Directorates, Other NASA •Multi-Purpose Avionics Core Element (M-PACE) [task 1]
Centers, Academia, Industry, and outside contractors/partners. •Nano-satellite Evolution using Adv Mfg technologies
Expected Outcomes and Benefits: Advanced, efficient •Biological Payload (SESLO/SEVO/PharmaSAT, etc)
prototype and flight article manufacturing capabilities (ground •Science Instrument Payload (Optical/Photonic)
and in-space), new innovative space exploration products and •Synthetic Biology Space Systems and Components
spinoffs, rapid prototyping, reduced costs, empowered workforce •ISS Hardware (Ground and in-situ)
with increased capability to engage in technology innovation, Transition/Insertion Plan
education and outreach, and added national visibility and support
for this capability.
48. Office of the Chief Technologist
NASA Ames Research Center Cyber-Physical Systems (CPS)
Point of Contact: Michael Shafto, mike.shafto@nasa.gov, (650)604-6170
Description: Overview
CPS denotes the emerging class of physical systems that exhibit
complex patterns of behavior due to highly capable embedded
software components. The CPS Initiative will focus on propulsion,
autonomy, and life-support, including key products and applications,
technical approaches, mechanisms, and facilities. The anchor
elements of this Initiative are the unique ARC capabilities in biological
technologies, synthetic biology, physics-based and data-based
modeling, prognostics and system health management, and
supercomputing.
Goals & Objectives: Apply technologies to requirements for
long-duration human spaceflight, including synthetic biological
systems, launch propulsion, on-board autonomy for small-spacecraft,
and next-generation human-exploration vehicles and habitats.
Team: NASA ARC, Networking and Information Technology
Research and Development (NITRD) others TBD
Rationale: Rationale Tasks/Transition
Explore ways to take advantage of CPS advances to support key
elements of NASA’s future space exploration mission.
Study Elements & Tasks
1.Develop in-house capability in integrated physics-based and
Applicability: Physical ensembles, equipped with sensors, data-based modeling
actuators and knowledge about locality and resource constraints;
Software and systems engineering methods and tools to address
2.Demonstrate robust, space-qualified flight and ground systems
the challenge of designing ensembles of spacecraft and robots with 3.Serve as a model facility and capability for integrated,
coherent, autonomous behavior; New computing paradigms to collaborative, multidisciplinary model-based design and analysis
address the problem of composing systems in-situ from parts that 4.In collaboration with Networking and Information Technology
were not designed to work together. Research and Development (NITRD) Program partners,
Beneficiaries: ARMD, SMD, HEOMD leverage multi-Agency resources and expertise
Expected Outcomes and Benefits: Increase capability to
predict and control system behavior; Validate resilience, adaptation, Transition/Insertion Plan
and controlled emergence in hybrid systems for space applications;
Operate in complex, remote environments, exploiting opportunities
autonomously
49. Office of the Chief Technologist
NASA Ames Research Center
Emerging Aeronautics Systems and Technologies (EAST)
Point of Contact: T. Edwards; Thomas.Edwards@nasa.gov , 650-604-4465
Overview
Goal: In scope of ARC’s mission, support continued growth
of our country’s aviation industry
Mission Concerns:
• Airship Controls, Structures and Deployment
• General Aviation Electric Airplane Technologies
• Test and Imaging Techniques for Unitary Plan Wind Tunnel
• Advanced Flight Deck and Tower Operations
• High Reliability Aerodynamic Simulations
• Air Traffic Management Information Integration
• NexGen Technology Transfer to General Aviation
• Hybrid Rocket for Small Satellite Deployment, etc.
Team: ARC, DFRC, GRC, LaRC, External Partners
Rationale Tasks/Transition
Rationale: To realize new aeronautical systems and Study Elements & Tasks:
technology concepts that meet the emerging needs of our Concept Development: After start
nation Seminar: TBD
Applicability: Fundamental Aeronautics, Heavy Lift, Space Final Report: 180 days
Technology, Next Generation Air Traffic Management,
Aviation Safety Transition/Insertion Plan:
Beneficiaries: Aviation Industry, ARC, Other NASA Will be defined during concept development with support of
Centers, OCT, ARMD, SMD, FAA, DoD ARC management. The plan will be documented in the final
Expected Outcomes and Benefits: Innovative report.
aeronautical concepts, products and spinoffs that can be
integrated into existing NASA programs and projects or
transferred to the aviation industry
50. Office of the Chief Technologist
NASA Ames Research Center
High-Confidence Software and Systems (HCSS)
Point of Contact: Michael Shafto, mike.shafto@nasa.gov, (650)604-6170
Overview Image
Description: Develop innovative, enabling software and systems
technologies for the engineering, verification, validation, safety
assurance, and certification of next-generation exploration systems.
Focus on seamless integration of computational intelligence,
communication, control, sensing, actuation, and adaptation with
robotic, vehicle, and life-support systems to ensure high-confidence,
optimally performing systems that are essential for effectively
operating life-, safety-, security-, and mission-critical applications.
Goals & Objectives: The HCSS Initiative will address the
motivation, needs, and requirements of software health management
as a new discipline.
Team: NASA ARC, others TBD
Beneficiaries:
Rationale: Rationale Tasks/Transition
Unanticipated environmental events and changes lead to software
anomalies that may have mission-critical impacts. Because software Study Elements & Tasks
is ubiquitous, it is not sufficient that errors are detected and mitigated
This initiative will investigate the state-of-the-art and gaps in
after they occur. Software must be instrumented and monitored to
HCSS technologies applicable to future human and robotic
predict and respond to potential failures before they happen. This
prognostic capability will yield safer and more dependable systems, space missions.
especially for long-duration exploration missions.
Applicability: This initiative will investigate the state-of-the-art
and gaps in HCSS technologies applicable to future human and Transition/Insertion Plan
robotic space missions.
Expected Outcomes and Benefits: Efficient, automated
flight-software generation capabilities; Innovative and agile tools for
ground data systems design and implementation; Rapid prototyping
of communication and control systems; Reduced mission costs and
risks related to software; Increased capability to verify that software
systems meet relevant V&V requirements.
51. Office of the Chief Technologist
NASA Ames Research Center
52. Office of the Chief Technologist
NASA Ames Research Center
Small Spacecraft and
Missions Enterprise (SSME)
Point of Contact: John Hines, john.w.hines@nasa.gov, (650)604-5538
Overview Image
Goals & Objectives:
1.Determine the optimal architecture and component
configuration(s) for a given mission platform (or combinations of
platforms), for small spacecraft mission architecture that will
allow for the same capabilities as larger platforms in smaller
form factors
2.Several small spacecraft platforms are envisioned, with an
eye toward exploring and defining pathways to conduct 50-80%
of target space missions at 20-50% of the cost, size, mass, and
development
Team: NASA ARC, academia, and industry with others
TBD
Rationale Tasks/Transition
Study Elements & Tasks:
SSME will embody an open vision for next generation space • White papers used to address the needs of NASA programs, mission
systems and missions development, and will implement a directorates, and the external community to outline and define Design
strategy to facilitate increased efficiencies for agency, Reference Missions (DRMs) to illustrate potential technology areas
mission director, national, and commercial space utilization and thrusts for small satellites.
that leverages small spacecraft investments. SSME will • Workshop to vet the white papers and to solicit input from the
focus on identifying the needs of the space community, satellite space technology base at large on technologies that would
defining technology emphasis areas, establishing and vetting most greatly benefit their platforms and applications.
appropriate standards, and providing critical infrastructure • Database of applicable and appropriate technologies,
elements necessary to facilitate efficiencies and leveraging • Pilot Projects and Testbeds will be pursued, including formation
within the Small Spacecraft and Missions user and developer flying, long life power systems, precision pointing, deployable
apertures, autonomous swarm operations, proximity operations,
communities.
robotics, space-to-space power transmission, and other technology
Applicability: NASA OCT, HEOMD, SMD, DoD, enablers.
DARPA, AFRL, NSF, NRO, Other NASA Centers, Transition/Insertion Plan
and outside contractors/partners
53. Office of the Chief Technologist
NASA Ames Research Center
Technologies for Biological
Space Exploration (T4BSE)
Point of Contact: Antonio Ricco, antonio.ricco@nasa.gov, (408)460-5666
Overview Image
Description: The T4BSE study will define technologies to enable
cross-species comparative biological research, including the use and
integration of genomic, proteomic, and metabolic data with
measurement of multigenerational and developmental biological and
physiological processes in whole organisms.
Goals & Objectives: Define technologies to enable cross-
species comparative biological research, including the capability to
utilize and interpret genetic, genomic, proteomic, and metabolic data.
Technology dimension includes measurement of multigenerational
and developmental biological and physiological processes in whole
organisms. Technologies to provide adequate experimental controls
such as variable and 1-G, and controls for the radiation environment
to understand the effects of exploration-class space missions.
Team: NASA ARC with multi-center participation, others TBD
Rationale Tasks/Transition
Rationale: In order to carry out NASA’s new vision of Study Elements & Tasks:
exploration and prepare for eventual human presence beyond low 1. Develop science concepts within targeted Design Reference
earth orbit and on the surface of the Moon, Mars, and beyond, we Missions (“High LEO”, HEO, Geo-sync, Transfer orbits,
must collectively understand how life in general and specific Lagrange points) using model organisms. Current science
biological systems in particular adapt, respond and thrive in these concepts include:
extra-terrestrial environments. 1. Radiation
a. Stress Responses and Survival in Space
Applicability: Human Precursor Missions; Biological b. Evolution in Space
Sentinels; Life on other Planets c. Biosentinels and Biosensors
Beneficiaries: OCT, HEOMD, SMD 2. Microbial/Algal Biofilm
Expected Outcomes and Benefits: 3. In-Situ Resource Utilization Beyond LEO
2.Specify, and recommend the necessary technologies, techniques
and systems; and
3.Specify pathways / strategies for utilization beyond Low Earth
Orbit
Transition/Insertion Plan: