This document discusses NASA's focus on exploration innovation in three key areas:
1) Primary thrust is for exploration to drive innovation for NASA and the nation across programs, paradigms, people, and more.
2) Cosmic challenges like capability, resources, and complexity mean technology and innovation become more critical enablers.
3) Opportunities exist across NASA's architecture, operations, and technologies to drive innovative developments through extended human presence concepts, Mars missions, partnerships, and more.
The document provides information about NASA's Space Launch System (SLS) program. It discusses SLS's mandate to deliver the next human-rated space transportation system, provides a brief history of how SLS was developed, and explains why NASA believes SLS will succeed through its flexible and modular design approach. The presentation also outlines SLS's key objectives of being safe, affordable, and able to support a variety of exploration missions to destinations like near-Earth asteroids and Mars.
Hufenback,bernhard isecg ger hufenbach pmc v2NASAPMC
The document outlines the purpose and strategy of the Global Exploration Roadmap (GER) created by the International Space Exploration Coordination Group (ISECG). The GER aims to establish a framework for international cooperation and coordination on long-term human exploration of the solar system with the goal of sending humans to Mars. It proposes a step-wise expansion of human presence from the International Space Station to destinations like the Moon, asteroids, and a deep space habitat at the Earth-Moon Lagrange point, ultimately enabling crewed missions to the surface of Mars. The GER also identifies common goals and strategic principles to guide exploration and ensure the roadmap is technically feasible and affordable.
The document discusses improving life-cycle cost management of NASA's Discovery and New Frontiers spacecraft missions. It summarizes a study that identified several factors that contribute to cost overruns in these programs, including inadequate consideration of review findings, ineffective management structures, lack of integrated project schedules, insufficient project oversight, inexperienced project teams, inadequate mission replanning, unrealistic heritage and technology assumptions, and insufficient planning for operations and autonomy systems. The study provides recommendations to address these issues and better manage costs over the full mission life cycle.
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.
CNES is the French space agency and technical center that manages approximately 50 orbital projects through cooperation with over 20 countries. CNES seeks to strengthen international collaboration through the International Program/Project Committee (IPMC) to share knowledge and practices in project management and workforce development. The IPMC is a valuable tool for CNES to continuously improve internally and enrich cooperative projects by gaining different perspectives.
The International Space Exploration Coordination Group (ISECG) was formed in 2007 by 14 space agencies to coordinate human and robotic space exploration efforts. ISECG aims to maximize benefits to society through cooperation on destinations like the Moon, asteroids, and Mars. ISECG works in a non-binding, consensus-driven manner to advance exploration goals. It has produced two technical products to inform agency planning: a 2010 reference architecture for human lunar exploration, and a 2011 global exploration roadmap to facilitate coordination of long-term planning and near-term activities among member agencies.
This document discusses opportunities for international collaboration on understanding climate change. It outlines key issues including the need for open data exchange, the many potential partners across nations and agencies, balancing scope and continuity of observations, deciding between collaborative missions or programs, and coordinating roles between entities. The goal is to efficiently and effectively address the large challenge of climate change through collaborative Earth system science.
IET Technology Coffee Morning - Location-based learning: education in the WildLiz FitzGerald
Slides presented at the IET Technology Coffee Morning at the Open University.
Abstract and further details available at http://cloudworks.ac.uk/cloudscape/view/2350.
The document provides information about NASA's Space Launch System (SLS) program. It discusses SLS's mandate to deliver the next human-rated space transportation system, provides a brief history of how SLS was developed, and explains why NASA believes SLS will succeed through its flexible and modular design approach. The presentation also outlines SLS's key objectives of being safe, affordable, and able to support a variety of exploration missions to destinations like near-Earth asteroids and Mars.
Hufenback,bernhard isecg ger hufenbach pmc v2NASAPMC
The document outlines the purpose and strategy of the Global Exploration Roadmap (GER) created by the International Space Exploration Coordination Group (ISECG). The GER aims to establish a framework for international cooperation and coordination on long-term human exploration of the solar system with the goal of sending humans to Mars. It proposes a step-wise expansion of human presence from the International Space Station to destinations like the Moon, asteroids, and a deep space habitat at the Earth-Moon Lagrange point, ultimately enabling crewed missions to the surface of Mars. The GER also identifies common goals and strategic principles to guide exploration and ensure the roadmap is technically feasible and affordable.
The document discusses improving life-cycle cost management of NASA's Discovery and New Frontiers spacecraft missions. It summarizes a study that identified several factors that contribute to cost overruns in these programs, including inadequate consideration of review findings, ineffective management structures, lack of integrated project schedules, insufficient project oversight, inexperienced project teams, inadequate mission replanning, unrealistic heritage and technology assumptions, and insufficient planning for operations and autonomy systems. The study provides recommendations to address these issues and better manage costs over the full mission life cycle.
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.
CNES is the French space agency and technical center that manages approximately 50 orbital projects through cooperation with over 20 countries. CNES seeks to strengthen international collaboration through the International Program/Project Committee (IPMC) to share knowledge and practices in project management and workforce development. The IPMC is a valuable tool for CNES to continuously improve internally and enrich cooperative projects by gaining different perspectives.
The International Space Exploration Coordination Group (ISECG) was formed in 2007 by 14 space agencies to coordinate human and robotic space exploration efforts. ISECG aims to maximize benefits to society through cooperation on destinations like the Moon, asteroids, and Mars. ISECG works in a non-binding, consensus-driven manner to advance exploration goals. It has produced two technical products to inform agency planning: a 2010 reference architecture for human lunar exploration, and a 2011 global exploration roadmap to facilitate coordination of long-term planning and near-term activities among member agencies.
This document discusses opportunities for international collaboration on understanding climate change. It outlines key issues including the need for open data exchange, the many potential partners across nations and agencies, balancing scope and continuity of observations, deciding between collaborative missions or programs, and coordinating roles between entities. The goal is to efficiently and effectively address the large challenge of climate change through collaborative Earth system science.
IET Technology Coffee Morning - Location-based learning: education in the WildLiz FitzGerald
Slides presented at the IET Technology Coffee Morning at the Open University.
Abstract and further details available at http://cloudworks.ac.uk/cloudscape/view/2350.
This presentation discusses the importance of developing and sharing case studies as a key component of knowledge sharing within NASA. It identifies various sources for developing case studies, such as databases at NASA centers and lessons learned documents. Developing high-quality case studies is important for retaining historical knowledge, especially as experienced employees retire. The presentation emphasizes preparing and submitting timely, high-quality lessons learned and case studies. It also discusses opportunities to expand the collection of case studies, such as developing 10 additional cases per year focused on human spaceflight knowledge sharing.
The document discusses decision management and its importance for project management. It summarizes decision management software used by Boeing to aid complex trade studies involving uncertain and evolving information from multiple stakeholders. The document also describes NASA-funded research on decision-making by human/agent teams and how decision management can improve decisions by effectively using available information and accounting for risk, stakeholder perspectives, and uncertainty.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It also describes the healthy tension between the Ares I-X Mission Management Office, which prioritized an aggressive schedule, and the Technical Authorities, which emphasized safety. This tension was instrumental to the flight test's success by helping balance priorities. The document also outlines NASA's governance model, which separates programmatic and technical authorities to provide checks and balances, and how this model was implemented for Ares I-X.
The document discusses the challenges faced in the Mini-SAR project on India's Chandrayaan-1 mission to map the Moon's polar regions. It describes the origins of the proposal, the difficulties in obtaining funding and regulatory approvals from NASA and foreign governments, and the timeline of instrument development, testing, and integration into the Chandrayaan-1 spacecraft for launch. Some early results from Mini-SAR are also presented, showing maps of the lunar south pole and detections of unusual radar reflections that could indicate water ice on the Moon's surface.
The document provides lessons learned from implementing Earned Value Management (EVM) on the Constellation (CxP) EVA Systems Project Office (ESPO) pilot project. Key lessons include: distinguishing between budget and funding to avoid replanning the performance measurement baseline for funding changes; tying risk assessments to developing management reserve and estimate at completion updates; ensuring all work scope is covered by authorization documents; and using consistent work breakdown structure and integrated master schedule structures across project tools and partners. The pilot project terminated early but documented lessons to improve NASA's agency-wide EVM processes.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The Juno mission is a NASA project to study Jupiter. It involves sending a solar-powered spacecraft into a polar orbit around Jupiter to measure the composition, gravity, magnetic fields, and dynamics of the planet. The spacecraft is designed to withstand the extreme radiation environment around Jupiter while carrying instruments to analyze Jupiter's atmosphere, interior structure, polar magnetosphere, and auroras. A key challenge is for the instruments to obtain scientific measurements while the spacecraft design protects against the high-radiation environment, which increases risk over the course of its orbit cycles around Jupiter.
The document discusses consolidation in the aerospace industry and space industrial base studies that examined critical success factors and reasons for failure of complex government space programs. It provides a timeline of mergers and acquisitions among major aerospace companies from the 1980s to 2000s and an overview of studies on the National Security Space sector and space acquisition that identify lessons applicable to NASA's Constellation Program.
The document discusses rapid planning for global teams through project design. It outlines challenges with global projects like coordination across time zones and locations. It introduces project design as a way to generate rapid, accurate shared plans through simulation and forecasts of coordination effort. Project design uses a collaborative modeling approach to examine dependencies and generate over 50 plans to optimize performance for complex global projects.
The document discusses the integration of NASA's Planning, Programming, Budgeting, and Execution (PPBE) process with its Performance Measurement Baseline (PMB). The PPBE process provides strategic guidance to programs and projects, including funding marks and schedule milestones. Projects use this guidance to develop detailed plans and revise their PMBs through formal reviews and new Project Authorization Documents. Challenges can arise when PPBE changes impact a project's plan or budget before its PMB is revised. Effective configuration management and disciplined processes are needed to integrate PPBE guidance into projects' performance baselines and respond dynamically to annual changes.
The document discusses how the CSTI methodology enables automated ANSI-748 EVMS compliance within Microsoft Project. It provides tools to manage EV budgets and forecasts within MSP and seamlessly integrate them into an organization's EVMS. The tools automate earned value calculations in MSP, export MSP data to an EVMS, and provide features like profiling, tracing and notifications to streamline the EV reporting cycle. The benefits include increased efficiency, simplified processes, and setting industry standards for program scheduling and analysis.
The document discusses NASA's chief engineer (CE) hierarchy and proposes recommendations to improve its effectiveness. The CE hierarchy has a vertical structure but the program chief engineer (Pg CE) position is uniquely placed to contribute value by integrating the technical authority chain. Recommendations include having the Pg CE provide independent technical assessments to higher levels, regularly interface with different CE roles, and act as an integrator of technical information up and down the hierarchy through both vertical and horizontal relationships. Adapting the Pg CE role to be more flexible and responsive could help balance the vertical and horizontal aspects of the overall CE structure.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
The document discusses the organization and management of the Cassini-Huygens mission to study Saturn and its moons. It describes how the mission involved multiple spacecraft and instruments from various organizations around the world. It discusses how the project was organized with instrument teams led by principal investigators and overseen by program management. It also outlines some of the challenges of managing such a complex distributed mission over many years, including staffing, communication across distributed teams, and ensuring all elements stay on schedule through rigorous processes.
This document summarizes a panel discussion on project management. Some key points made:
- Project managers should provide opportunities for employees to grow their skills and abilities. Managing people is a major challenge.
- Program managers create an environment that allows project managers to succeed efficiently by finding synergies between projects and shared resources.
- Understanding individuals and motivating them is a challenge, especially on large projects. Project managers must get to know employees' skills, interests, and future potential to align them with roles where they can grow.
- Balance is important for employee commitment and dedication. Project managers should accommodate reasonable work-life balance needs when possible.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time.
The document discusses the Cassini-Huygens mission to explore Saturn and its moons. It describes the spacecraft and instruments, including the Ion and Neutral Mass Spectrometer (INMS). It outlines the distributed organization and operations of the multi-national science teams operating from various locations. Managing staffing and communication challenges is emphasized for the long-duration, complex deep space mission.
This document discusses lessons learned from integrating risk and knowledge management at NASA. It describes six practices that NASA has implemented: 1) continuous risk management performed at all levels; 2) process 2.0 which promotes rapid process improvement; 3) knowledge-based risks which capture lessons learned from mitigating risks; 4) web-enabled teams which use collaboration software; 5) knowledge sharing forums; and 6) risk management case studies. The goal is to better integrate risk management and knowledge sharing across NASA projects and programs.
1) AEGIS is an autonomous onboard science targeting and data acquisition system that allows robotic explorers to identify and collect high-quality data on science targets like rocks without communication with Earth.
2) AEGIS has been in regular operational use on NASA's Mars Exploration Rover Opportunity for over two years, allowing for more efficient targeted data collection during and after drives.
3) AEGIS enables the collection of new science data that would otherwise not be possible, saves scientists time, and directly contributes to the goal of finding life on other planets. It has been influential for science, technology, and inspiring future generations.
The International Space Station (ISS) serves as a scientific laboratory, technology test bed, and orbiting outpost for conducting research. Over 1,200 experiments have been conducted on the ISS supporting 1,600 scientists in 59 countries. This research is helping to develop the critical technologies and operational experience needed for long duration human space exploration beyond low Earth orbit to destinations like the Moon, asteroids, and Mars. The ISS also functions as a technology demonstration platform for testing exploration capabilities prior to missions farther into space. International cooperation is vital for supporting the long-term sustainability of human space exploration.
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 presentation discusses the importance of developing and sharing case studies as a key component of knowledge sharing within NASA. It identifies various sources for developing case studies, such as databases at NASA centers and lessons learned documents. Developing high-quality case studies is important for retaining historical knowledge, especially as experienced employees retire. The presentation emphasizes preparing and submitting timely, high-quality lessons learned and case studies. It also discusses opportunities to expand the collection of case studies, such as developing 10 additional cases per year focused on human spaceflight knowledge sharing.
The document discusses decision management and its importance for project management. It summarizes decision management software used by Boeing to aid complex trade studies involving uncertain and evolving information from multiple stakeholders. The document also describes NASA-funded research on decision-making by human/agent teams and how decision management can improve decisions by effectively using available information and accounting for risk, stakeholder perspectives, and uncertainty.
The document discusses the Ares I-X test flight conducted by NASA in October 2009. It provides background on the objectives and significance of the flight test. It also describes the healthy tension between the Ares I-X Mission Management Office, which prioritized an aggressive schedule, and the Technical Authorities, which emphasized safety. This tension was instrumental to the flight test's success by helping balance priorities. The document also outlines NASA's governance model, which separates programmatic and technical authorities to provide checks and balances, and how this model was implemented for Ares I-X.
The document discusses the challenges faced in the Mini-SAR project on India's Chandrayaan-1 mission to map the Moon's polar regions. It describes the origins of the proposal, the difficulties in obtaining funding and regulatory approvals from NASA and foreign governments, and the timeline of instrument development, testing, and integration into the Chandrayaan-1 spacecraft for launch. Some early results from Mini-SAR are also presented, showing maps of the lunar south pole and detections of unusual radar reflections that could indicate water ice on the Moon's surface.
The document provides lessons learned from implementing Earned Value Management (EVM) on the Constellation (CxP) EVA Systems Project Office (ESPO) pilot project. Key lessons include: distinguishing between budget and funding to avoid replanning the performance measurement baseline for funding changes; tying risk assessments to developing management reserve and estimate at completion updates; ensuring all work scope is covered by authorization documents; and using consistent work breakdown structure and integrated master schedule structures across project tools and partners. The pilot project terminated early but documented lessons to improve NASA's agency-wide EVM processes.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
The Juno mission is a NASA project to study Jupiter. It involves sending a solar-powered spacecraft into a polar orbit around Jupiter to measure the composition, gravity, magnetic fields, and dynamics of the planet. The spacecraft is designed to withstand the extreme radiation environment around Jupiter while carrying instruments to analyze Jupiter's atmosphere, interior structure, polar magnetosphere, and auroras. A key challenge is for the instruments to obtain scientific measurements while the spacecraft design protects against the high-radiation environment, which increases risk over the course of its orbit cycles around Jupiter.
The document discusses consolidation in the aerospace industry and space industrial base studies that examined critical success factors and reasons for failure of complex government space programs. It provides a timeline of mergers and acquisitions among major aerospace companies from the 1980s to 2000s and an overview of studies on the National Security Space sector and space acquisition that identify lessons applicable to NASA's Constellation Program.
The document discusses rapid planning for global teams through project design. It outlines challenges with global projects like coordination across time zones and locations. It introduces project design as a way to generate rapid, accurate shared plans through simulation and forecasts of coordination effort. Project design uses a collaborative modeling approach to examine dependencies and generate over 50 plans to optimize performance for complex global projects.
The document discusses the integration of NASA's Planning, Programming, Budgeting, and Execution (PPBE) process with its Performance Measurement Baseline (PMB). The PPBE process provides strategic guidance to programs and projects, including funding marks and schedule milestones. Projects use this guidance to develop detailed plans and revise their PMBs through formal reviews and new Project Authorization Documents. Challenges can arise when PPBE changes impact a project's plan or budget before its PMB is revised. Effective configuration management and disciplined processes are needed to integrate PPBE guidance into projects' performance baselines and respond dynamically to annual changes.
The document discusses how the CSTI methodology enables automated ANSI-748 EVMS compliance within Microsoft Project. It provides tools to manage EV budgets and forecasts within MSP and seamlessly integrate them into an organization's EVMS. The tools automate earned value calculations in MSP, export MSP data to an EVMS, and provide features like profiling, tracing and notifications to streamline the EV reporting cycle. The benefits include increased efficiency, simplified processes, and setting industry standards for program scheduling and analysis.
The document discusses NASA's chief engineer (CE) hierarchy and proposes recommendations to improve its effectiveness. The CE hierarchy has a vertical structure but the program chief engineer (Pg CE) position is uniquely placed to contribute value by integrating the technical authority chain. Recommendations include having the Pg CE provide independent technical assessments to higher levels, regularly interface with different CE roles, and act as an integrator of technical information up and down the hierarchy through both vertical and horizontal relationships. Adapting the Pg CE role to be more flexible and responsive could help balance the vertical and horizontal aspects of the overall CE structure.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
The Space and Life Sciences Directorate at NASA Johnson Space Center faced challenges with their configuration control board processes that were labor intensive and not fully compliant with new configuration management standards. They tasked Tietronix to automate the processes using a new process-centric software system called BPSCM. BPSCM streamlined the processes, increased compliance and productivity, and led to rapid adoption across the directorate and other organizations. Within a few years, over 45 boards were using BPSCM, institutionalizing the processes and improving management visibility.
The document discusses the organization and management of the Cassini-Huygens mission to study Saturn and its moons. It describes how the mission involved multiple spacecraft and instruments from various organizations around the world. It discusses how the project was organized with instrument teams led by principal investigators and overseen by program management. It also outlines some of the challenges of managing such a complex distributed mission over many years, including staffing, communication across distributed teams, and ensuring all elements stay on schedule through rigorous processes.
This document summarizes a panel discussion on project management. Some key points made:
- Project managers should provide opportunities for employees to grow their skills and abilities. Managing people is a major challenge.
- Program managers create an environment that allows project managers to succeed efficiently by finding synergies between projects and shared resources.
- Understanding individuals and motivating them is a challenge, especially on large projects. Project managers must get to know employees' skills, interests, and future potential to align them with roles where they can grow.
- Balance is important for employee commitment and dedication. Project managers should accommodate reasonable work-life balance needs when possible.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time.
The document discusses the Cassini-Huygens mission to explore Saturn and its moons. It describes the spacecraft and instruments, including the Ion and Neutral Mass Spectrometer (INMS). It outlines the distributed organization and operations of the multi-national science teams operating from various locations. Managing staffing and communication challenges is emphasized for the long-duration, complex deep space mission.
This document discusses lessons learned from integrating risk and knowledge management at NASA. It describes six practices that NASA has implemented: 1) continuous risk management performed at all levels; 2) process 2.0 which promotes rapid process improvement; 3) knowledge-based risks which capture lessons learned from mitigating risks; 4) web-enabled teams which use collaboration software; 5) knowledge sharing forums; and 6) risk management case studies. The goal is to better integrate risk management and knowledge sharing across NASA projects and programs.
1) AEGIS is an autonomous onboard science targeting and data acquisition system that allows robotic explorers to identify and collect high-quality data on science targets like rocks without communication with Earth.
2) AEGIS has been in regular operational use on NASA's Mars Exploration Rover Opportunity for over two years, allowing for more efficient targeted data collection during and after drives.
3) AEGIS enables the collection of new science data that would otherwise not be possible, saves scientists time, and directly contributes to the goal of finding life on other planets. It has been influential for science, technology, and inspiring future generations.
The International Space Station (ISS) serves as a scientific laboratory, technology test bed, and orbiting outpost for conducting research. Over 1,200 experiments have been conducted on the ISS supporting 1,600 scientists in 59 countries. This research is helping to develop the critical technologies and operational experience needed for long duration human space exploration beyond low Earth orbit to destinations like the Moon, asteroids, and Mars. The ISS also functions as a technology demonstration platform for testing exploration capabilities prior to missions farther into space. International cooperation is vital for supporting the long-term sustainability of human space exploration.
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.
AWS Customer Presentation - NASA JPL Pervasive Cloud Now and FutureAmazon Web Services
1) The Jet Propulsion Laboratory (JPL) is transitioning from understanding cloud computing to actively working in and partnering using cloud technologies.
2) Early prototypes at JPL have shown benefits like reducing processing times from weeks to hours and allowing more scientists worldwide to access Mars rover data.
3) Moving forward, JPL will advance concepts like Cloud Readiness Levels and Cloud Oriented Architectures, transition more applications to an operational cloud model, and continue prototyping new use cases to maximize the benefits of cloud computing.
1) The Jet Propulsion Laboratory (JPL) is transitioning from understanding cloud computing to actively working in and partnering using cloud technologies.
2) Early prototypes at JPL have shown benefits like reducing processing times from weeks to hours and allowing more scientists worldwide to access Mars rover data.
3) Moving forward, JPL will advance concepts like Cloud Readiness Levels and Cloud Oriented Architectures, transition more applications to an operational cloud model, and continue prototyping new use cases to maximize the benefits of cloud computing.
The document discusses a new strategy for human and robotic exploration that involves "stepping stones and flexible building blocks". It advocates for a robust and flexible approach driven by scientific discovery. Key aspects of the strategy include integrating human and robotic exploration to maximize discovery, pursuing capabilities and technologies in a timeframe paced by affordability, and making inspiration and education integral parts of the programs. The document contrasts this approach with the traditional "giant leap" Apollo approach and argues the new strategy is better suited to address current priorities and budget realities.
The document outlines a Global Exploration Roadmap developed by the International Space Exploration Coordination Group (ISECG) to coordinate human and robotic exploration of destinations beyond low-Earth orbit like the Moon, asteroids, and Mars over the next 25 years, with common goals of searching for life, extending human presence, developing exploration technologies, performing science to support human exploration, and stimulating economic expansion.
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.
Kathy Lueders (NASA) - How Space is a Playground for InnovationTechsylvania
NASA is exploring many areas of space through partnerships with commercial companies, other space agencies, and academia. The International Space Station is enabling research across 13 major science disciplines. NASA is working with international partners on the Artemis program to return humans to the Moon by 2024 and develop sustainable lunar exploration. Future goals include establishing a sustained human presence on the Moon and preparing for human exploration of Mars. NASA is seeking to close capability gaps to achieve these exploration objectives.
Exploration – One Year On
19 November 2008, Pasadena California
Session 6: Exploration – One Year On
19 November 2008, Pasadena California
http://www.astronautical.org/conference/conference-2008
American Astronautical Society, Astronauts and Robots: Partners in Space Exploration, May 12-13, 2015 - http://astronautical.org/event/astronauts-robots
NASA is working to foster innovation and commercial partnerships through its Innovative Partnerships Program (IPP). IPP provides funding, expertise, facilities, and partnerships to advance technologies that can help achieve NASA's mission. It supports programs like SBIR/STTR that fund hundreds of small businesses annually, as well as seed funds, technology incubators, and prizes that leverage external resources to develop game-changing technologies. The goal is to bridge the gap between research and operational use, and to stimulate innovation that benefits both NASA and private industry.
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.
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.
Galaxy Forum Hawaii 2011 Hilo - Phil MerrellILOAHawaii
The document discusses the International Lunar Observatory Association (ILOA), a Hawaii-based non-profit dedicated to establishing observatories on the Moon. ILOA has 3 main missions: ILO-1 to establish an observation outpost at the lunar south pole by 2014; a precursor mission by 2014; and a future human service mission. ILOA also organizes annual Galaxy Forums around the world to advance space education and aims to extend Hawaii's leadership in astronomy to the Moon.
The document summarizes NASA's Space Life Sciences Directorate's strategic initiatives from 2007-2011 to optimize human health and performance for space exploration through collaborative research models. It discusses developing a strategic plan with mission/vision statements and goals, benchmarking partnerships in 2008-2010, and establishing the NASA Human Health and Performance Center in 2010. It also describes mapping research gaps to models of collaboration, including internal innovation projects and an open innovation pilot project using InnoCentive, TopCoder and NASA@work to solicit solutions from a large network of solvers.
This document discusses the need for geoinformatics and cyberinfrastructure in the geosciences. It argues that answering complex scientific questions requires integrating all available data, but that currently it is too difficult to find, work with, and access relevant data and tools. The document advocates for strong partnerships between geoscientists and computer scientists to build user-friendly tools that facilitate data sharing, integration and analysis in order to accelerate scientific progress. It emphasizes that data needs to be organized into databases and data systems with standards and formats to make it easily discovered and used by the broader community.
NASA's technology landscape involves developing technologies to enable human space exploration and scientific discovery. Key areas include technologies for extreme environments like radiation resistance and temperature extremes. NASA also focuses on developing technologies to increase safety, productivity, and reduce costs for human spaceflight. Examples include closed-loop life support, surface mobility, and communication systems. The International Space Station is a complex of research laboratories that supports scientific research in microgravity. NASA's science, aeronautics, and space operations directorates each work to advance priority technologies through cutting-edge research partnerships.
NASA's technology landscape involves developing technologies to enable human space exploration and scientific discovery. Key areas include technologies for extreme environments like radiation resistance and temperature extremes. NASA also focuses on developing technologies to increase safety, productivity, and reduce costs for human spaceflight. Examples include closed-loop life support, surface mobility, and communication systems. The International Space Station is a complex of research laboratories that supports scientific research in microgravity. NASA's science, aeronautics, and space operations directorates each work to advance priority technologies through cutting-edge research partnerships.
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 summarizes lessons learned from international partnerships between agencies like NASA and ESA. It discusses that successful partnerships require:
1) Early and clear definition of project baselines and interfaces to avoid surprises
2) Regular communication and recognition of differences in processes between agencies
3) Involving various capacities beyond just project management like external relations and legal
International cooperation for projects like the International Space Station require managing political changes that can impact programs and diplomatic skills to manage relationships between equal partners. Flexibility and understanding are essential for international exploration partnerships.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
AI-Powered Food Delivery Transforming App Development in Saudi Arabia.pdfTechgropse Pvt.Ltd.
In this blog post, we'll delve into the intersection of AI and app development in Saudi Arabia, focusing on the food delivery sector. We'll explore how AI is revolutionizing the way Saudi consumers order food, how restaurants manage their operations, and how delivery partners navigate the bustling streets of cities like Riyadh, Jeddah, and Dammam. Through real-world case studies, we'll showcase how leading Saudi food delivery apps are leveraging AI to redefine convenience, personalization, and efficiency.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
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.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
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
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
CAKE: Sharing Slices of Confidential Data on BlockchainClaudio Di Ciccio
Presented at the CAiSE 2024 Forum, Intelligent Information Systems, June 6th, Limassol, Cyprus.
Synopsis: Cooperative information systems typically involve various entities in a collaborative process within a distributed environment. Blockchain technology offers a mechanism for automating such processes, even when only partial trust exists among participants. The data stored on the blockchain is replicated across all nodes in the network, ensuring accessibility to all participants. While this aspect facilitates traceability, integrity, and persistence, it poses challenges for adopting public blockchains in enterprise settings due to confidentiality issues. In this paper, we present a software tool named Control Access via Key Encryption (CAKE), designed to ensure data confidentiality in scenarios involving public blockchains. After outlining its core components and functionalities, we showcase the application of CAKE in the context of a real-world cyber-security project within the logistics domain.
Paper: https://doi.org/10.1007/978-3-031-61000-4_16
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
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.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
2. Primary Thrust
Exploration is an Engine for Innovation for NASA & the Nation
Innovation in Programs,
Paradigms, People, Plans,
Processes,
Procurements, Products,
Public Outreach,
Participatory Exploration,
Protection & Payloads
3. Cosmic Challenges: Capability, Resources, Complexity
The further we
go…the more
Technology and
Innovation become
a critical enabler &
risk reducer
4. Global Exploration Themes: Inspiration for Innovation
Human Civilization Scientific Knowledge
Exploration Preparation Global Partnerships
Economic Expansion Public Engagement
4
5. Trade Space for Future Exploration Capabilities
Deep Space Asteroids and
Robotics Near-Earth Objects
Commercial
and Civil LEO Mars Surface,
Phobos, Deimos
ISS and Other LEO Destinations/Servicing
Lunar Orbit,
Lunar Surface (Global)
Expanding America’s Reach 5
National Aeronautics and Space Administration
6. Agency Opportunities That Drive Innovative
Technology, Process, and Culture Developments
Extended Human Mars Direct
Presence and
Assembling Large
Systems in Deep
Space
(i.e., Lagrange
Points) Human Missions
to Mars
Human Missions to Human Mission to
Near Earth Objects Mars Moon Phobos
Future (i.e., Apophis)
Path
Options
Human Missions to
Explore the Moon
The Mission Drives Innovation and Innovation Enables the Mission
7. Complex Challenges, Constrained Optimization &
Integrated Systems Engineering Opportunities
• Supporting the President’s Agenda and the “National Mission”
• Executing a Challenging & Complex Human Space Exploration Mission
• Operating within Constrained Resources (Budget, Personnel, Facilities)
• Demonstrating Best Value for Taxpayer Dollars in a Tough Budget Climate
• Achieving Robust Progress Early and Often in Inspiring Endeavors
• Engaging in International, Commercial & Intergovernmental partnerships
• Creating Lean New Processes that Optimize ROI, Safety, Interoperability
For Exploration, Necessity is the Mother of Innovation,
Invention, and Improvement in Every Area
8. Innovation Across All Areas in the “Exploration Universe”
Transportation System, Mission Support Infrastructure, Operations, Technologies
9. Innovation and Concept Validation:
Agility to Enable Dynamic Options – LER Pathfinder
• Broad Area Announcements
• Blue Sky Innovation Forums
• Game-Changing Technologies BAA Habitat Design by
University of Maryland
• “Partnerships for Progress”
Lunar Electric Rover and
• Space Act Agreements Suitport Concepts
Developed by Blue Sky
• Centennial Challenges Lithium-sulfur batteries
Concept Formulation System and Operational Concept Validation
Oct 2008, LER accomplished LER to performed a
Architecture Enabled by 3-day mission 14-day mission
LER Concept (supported Inaugural Parade) (Aug 28- Sept 18) 9
10. Insertion of Innovative Concepts in a Flexible
Architecture Development Process
Innovative System Concepts Development Sources
NASA Blue Sky Broad Area Game-Changing
Tech. Dev. Concepts Announcements Technologies
Lithium-sulfur
batteries
Lunar Architecture Point of Departure / Mars DRA
(System and Operational Concepts)
Architecture System & Conops Validation using Rapid Prototype Development/Analog Tests
11. Expanding NASA Partnerships to Enable Exploration
• International Partnerships (IPs)
– Global Exploration Strategy (GES): 14 Int’l Space Agencies
– Canada, Europe, and Japan = most progress; dialogue with
Russia, China and India still immature
– International Architecture Working Group established by
ISECG members to develop Global Point of Departure
Architecture (gPOD) in June 2010
– Strong IP interest/collaboration in analog field tests
• Commercial: Traditional & Non-, NewSpace
– Robust interest in surface systems: cargo/logistics, power,
comm/nav, robotics, habitation and surface mobility
(e.g. Google, Caterpillar, GM)
• Intergovernmental, Academia & Technology
– Leveraging other government programs and technologies
to minimize costs & maximize efficiency and innovation
(e.g. DoD, DOE, DARPA, NOAA, NSF)
• Science The Global
Exploration
Strategy
– Synergy, Human and Robotic, OSEWG, External Groups A Framework
for
(e,g. NLSI, LSI, LEAG, ILEWG) Coordination
May 2007
12. CONOPS Validation using Analog Field Tests:
Highly Integrated Innovation
Architecture Element Concept
(Rover, Habitat, Robotic Assistants, Power, etc.)
Partner Infusion
International, Commercial, Lunar Science Concepts
Other Government Agencies
(Site Survey’s, Geological Sampling/Curation, etc.)
Surface Operations Concepts
Analog Field
Tests Validate (Outpost Maintenance, Exploration, etc.)
Key
Integrated
Architecture Training
Requirements
and Concepts
(Crew, Science Ops, Exploration Ops, etc.)
Participatory Exploration
(Web 2.0, Virtual Reality, Simulations, etc.)
Analog field tests
emphasize collaboration Technology Development
between ESMD, SMD, & IPs
(Energy Storage, Robotics, Human Factors, etc.)
12 12
13. Tightly Coupled Integration: Completing the
“Circle of Innovation”
Exploration & Science Objectives
Surface
Mission
Architecture
Operations
Development
Leveraged
Communications Analog Technology
& Simulation Activities Requirements
Capabilities
Participatory Technology
Exploration Development
13
14. Expanding on an Innovative Architecture Design Philosophy
• Primary tenets of architecture design philosophy applied at the
Systems, Operations, and Component Level:
• Reduce – Design systems and optimize operations to minimize resources
• Reuse – Use for the original purpose multiple times
• Re-purpose – Use for a different purpose without significant modification
• Recycle – Use for a different purpose with significant modification
• Commonality – Uniform, common systems & components
• Interoperability – Joint standards, open/evolutionary architectures
Architecture Game-Changing Technologies (Spin-in) & Architecture Required
Technologies with Large impact on Terrestrial Applications (Spin-off)
• In addition to resource conservation, some of the objectives of the
Human Space Exploration Architecture are the following:
• Provide technologies and systems that improve life on Earth
• Enhance sustainability, affordability, robustness, and reliability
• Minimize the impact to the both the Earth’s and space environment
Exploration Benefits our Economy, Energy, Environment, Healthcare & Education
14
15. Game-Changing Technology: Stellar Opportunities &
Energy Example
Emerging technology area, if infused into exploration architecture, would
provide benefits that ripple beyond its adopted system area. These
technologies benefit architecture elements beyond their own, and foster
NASA's leadership in innovative technology use/application.
Transformational technologies -- System
level technologies that cause major changes in the
accepted way of doing things causing a fundamental
change in the way a technology solution is
approached
– Require a system change
– Example: Change power systems from energy storage to
power beaming
• Revolutionary technologies -- Component
level technologies with highly improved performance
or capability, which eventually replace currently
dominant technologies
– Require significant modifications at the component level
– Example: Change from batteries to fuel cells
Rapidly-evolving technologies -- Technologies
with rapid incremental improvements in performance
of established products
– The technology is the same but will have far superior
performance to current technologies
– Example: Solar cells with increased efficiency
15
16. Space Exploration Innovation & Evolution Solutions
Technology Development / Maturation
• Advanced Batteries & Energy Storage
• Advanced Flywheels
• Regenerative Fuel Cells
• Hydrogen Storage Enabling Human Missions
• Thermal Energy Storage
• Fission Power Systems
• Stirling Power Converters
• High Efficiency Photovoltaics
• Advanced Solar Power Generation
• Intelligent Power Management & Distribution
• Wireless Power Transmission
• Space Solar Power Systems
• Embedded Power Technologies
• Electric Vehicles for Surface Mobility
Terrestrial Applications
• Electric vehicles
• Green buildings
• Facility backup power systems
• Compact power sources for
consumer electronics
• Solar power generation
• Power generation from waste heat
• Smart power grid
• Small nuclear power systems
16
17. Putting it All Together for Continual Refinement:
Innovation in the Development of the Exploration Architecture
Key Strategic Analysis Areas Integrated Exploration
Architecture
Science Partnerships
Surface Scenarios • Internationals
• Outpost operations • Commercial
• Other government Science Surface Partnerships
• Local site operations agencies
• Extend range
Scenarios
operations
Exploration
POD
Exploration POD Architecture
Architecture Innovations
DIO Technology and Concept
Review Panel Validation
DIO Technology
Innovations and
Review Panel
• Integrated Architecture
Concept Validation
needs/technology list • Innovations (BAAs, Blue Sky,
(ETDP and HRP) Concept Tiger Team)
• Customer agreements • Concept Validation (Lunar
• Technology white papers Surface Ops Sim, Analog
missions & field Tests)
Refinement of Exploration Point of Departure Architecture to
Increase Satisfaction of Space Exploration Policy Objectives
17
18. Exploration Innovation Summary
• Innovation across all NASA exploration elements will enable a
more sustainable, yet aggressive future mission portfolio while
addressing broader national needs in health, energy and climate,
national security, STEM education
• Real exploration constraints, challenges, and opportunities are
driving vital innovation for sustainability, affordability, reliability,
recyclability/repurposing, commonality, and interoperability
• A bold space exploration future must realize and leverage key
innovation opportunities in the near term and going forward
• Innovation is a fundamental element in the development of the
Exploration Architecture and will continue to expand.
• ESMD is committed to “institutionalizing innovation” – a culture
to invite, capture, implement, recognize and reward employees
for innovative solutions – both the successes and smart failures.
18