JPL has opportunities to pursue work with non-NASA sponsors by leveraging its history and capabilities in space technology. The NSTA office identifies potential sponsor needs, matches them with JPL's technical expertise, and oversees reimbursable projects. Key sponsors include the Department of Energy for energy storage and renewable technologies, and the Air Force for areas like space situational awareness. JPL's strategy involves positioning itself in emerging areas of interest through targeted technology development.
The document discusses the importance of implementing safety requirements early in program development. Requirements related to orbital debris, mishaps, and human rating must be traced from higher-level documents down to implementation at lower levels. Conducting an applicability study can help determine which requirements apply at each level. Implementing requirements early through this process can reduce costs and risks and help ensure mission success. The NASA Office of Safety and Mission Assurance oversees requirement development and helps with requirement traceability.
The document outlines NASA's lessons learned organization and process. It discusses the congressional authority mandating NASA improve its lessons learned sharing. It provides a brief history of reports identifying issues with NASA's lessons learned systems. It then describes NASA's current lessons learned and knowledge sharing approach, which includes the NASA Engineering Network for collaboration and the NASA Lessons Learned Information System for documenting lessons. It discusses how lessons are captured throughout the project and program lifecycles to improve processes.
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 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.
The document discusses the challenges of implementing a new NASA program called the Lunar Quest Program (LQP) concurrently with developing new spacecraft projects. It provides a timeline of internal and external factors from 2004-2010 that affected program formulation and implementation, including changes in presidential directives and congressional mandates. It also outlines the Science Mission Directorate's divisions and major projects to contextualize where the LQP fits within NASA's organizational structure. The presentation aims to share the challenges encountered and successes achieved to demonstrate how expectations must be managed when balancing multiple stakeholders and changing environments.
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 provides an overview of NASA's Joint Cost and Schedule Confidence Level (JCL) policy and its implementation status across various NASA programs and projects. Key points include:
1) The JCL policy aims to provide stronger assurance that NASA can meet cost and schedule targets and be more transparent about impacts of funding changes.
2) Programs are implementing JCLs with guidance from a working group. Some programs have completed JCLs while others are in process.
3) Developing integrated schedules, assigning probabilities and uncertainties, and producing the JCL models requires significant time and resources from project teams.
4) Next steps include exploring alternative JCL calculation methods, publishing uncertainty guidelines, and developing
The document discusses two NASA facility projects that used a renovation by replacement (RbR) approach:
1) The NASA Ames Sustainability Base project that achieved a 90% reduction in energy use and 87% reduction in water use through high-performance design.
2) The NASA Langley AOB1 project that will collocate leadership offices to improve collaboration.
Critical success factors for RbR projects include assembling the right team, establishing a common vision, making timely decisions, and understanding operational processes and funding streams.
The document discusses the importance of implementing safety requirements early in program development. Requirements related to orbital debris, mishaps, and human rating must be traced from higher-level documents down to implementation at lower levels. Conducting an applicability study can help determine which requirements apply at each level. Implementing requirements early through this process can reduce costs and risks and help ensure mission success. The NASA Office of Safety and Mission Assurance oversees requirement development and helps with requirement traceability.
The document outlines NASA's lessons learned organization and process. It discusses the congressional authority mandating NASA improve its lessons learned sharing. It provides a brief history of reports identifying issues with NASA's lessons learned systems. It then describes NASA's current lessons learned and knowledge sharing approach, which includes the NASA Engineering Network for collaboration and the NASA Lessons Learned Information System for documenting lessons. It discusses how lessons are captured throughout the project and program lifecycles to improve processes.
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 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.
The document discusses the challenges of implementing a new NASA program called the Lunar Quest Program (LQP) concurrently with developing new spacecraft projects. It provides a timeline of internal and external factors from 2004-2010 that affected program formulation and implementation, including changes in presidential directives and congressional mandates. It also outlines the Science Mission Directorate's divisions and major projects to contextualize where the LQP fits within NASA's organizational structure. The presentation aims to share the challenges encountered and successes achieved to demonstrate how expectations must be managed when balancing multiple stakeholders and changing environments.
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 provides an overview of NASA's Joint Cost and Schedule Confidence Level (JCL) policy and its implementation status across various NASA programs and projects. Key points include:
1) The JCL policy aims to provide stronger assurance that NASA can meet cost and schedule targets and be more transparent about impacts of funding changes.
2) Programs are implementing JCLs with guidance from a working group. Some programs have completed JCLs while others are in process.
3) Developing integrated schedules, assigning probabilities and uncertainties, and producing the JCL models requires significant time and resources from project teams.
4) Next steps include exploring alternative JCL calculation methods, publishing uncertainty guidelines, and developing
The document discusses two NASA facility projects that used a renovation by replacement (RbR) approach:
1) The NASA Ames Sustainability Base project that achieved a 90% reduction in energy use and 87% reduction in water use through high-performance design.
2) The NASA Langley AOB1 project that will collocate leadership offices to improve collaboration.
Critical success factors for RbR projects include assembling the right team, establishing a common vision, making timely decisions, and understanding operational processes and funding streams.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
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.
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 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 document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
This document discusses NASA's policies and processes around software reuse and technology transfer. It provides an overview of NASA's Innovative Partnerships Program (IPP), which facilitates technology sharing both within and outside of NASA. It outlines the steps inventors must take to document and protect software inventions, including filing New Technology Reports. It also reviews the various pathways for releasing NASA software, such as determining appropriate licenses or making code open source. The document aims to educate NASA employees on leveraging software assets and engaging external partners.
This document outlines the investigation process of the NASA Organization Design Team. It describes three tracks of the investigation: 1) inviting lectures from program managers to identify best practices and lessons learned, 2) identifying tools to design and assess organizations, and 3) pilot studies applying those tools. The goal is to capture these lessons into a "toolkit" to disseminate organizational best practices across NASA. Track 1 involved 12 lectures on programs like Apollo, the F-117 stealth fighter, and submarines. The lectures explored organizational strategies for complex technical projects.
The document is a presentation by Richard T. French from NASA discussing commercial partnering opportunities with NASA. It provides an overview of NASA, including its four primary mission directorates and partnerships with industry and academia. It then summarizes specific commercial opportunities within the Human Exploration and Operations Mission Directorate and Science Mission Directorate, such as commercial cargo and crew contracts for the International Space Station and various technology development partnerships.
A Summary Of NASA Architecture Studies Utilizing Fission Surface Power Techno...Lori Moore
1) NASA has conducted several architecture studies examining the use of Fission Surface Power (FSP) systems for human missions to the lunar and Martian surfaces.
2) These studies included work by the Lunar Architecture Team, Mars Architecture Team, Lunar Surface Systems/Constellation Architecture Team, and International Architecture Working Group-Power Function Team.
3) The FSP concepts developed in these studies served as points of departure and provided a foundation for technology development work, including a series of "Pathfinder" hardware tests with a long-term goal of an integrated system test.
The document summarizes a Career Day event at Homestead High School focused on careers in science, technology, engineering, and math (STEM) with NASA. It provides an overview of NASA, including its various departments and missions, and encourages students to consider career opportunities at NASA requiring education in fields like engineering, science, aeronautics, and more. Students are given information on educational requirements, typical career paths at NASA, and internship opportunities for gaining experience working for NASA.
Philippine Initiatives on the Applications of Space Technology on Hazard Mit...UN-SPIDER
Jose Edgardo L. Aban, Ph.D.
Technical Secretariat
a presentation given by Science and Technology Coordinating Council-Committee on Space Technology Applications (STCC-COSTA) during UN-SPIDER workshop in China, 5-7 December, 2007
This document summarizes the synthesis, processing, and characterization of inorganic-organic hybrid aerogels. The aerogels were synthesized through the sol-gel polymerization of tetramethoxysilane and 3-aminopropyltriethoxysilane, followed by crosslinking with polyamic acid or polyimide. The resulting aerogels were characterized through various techniques and showed tunable properties based on the synthetic conditions and components, such as density, surface area, and mechanical strength.
The document provides information about NASA's Office of Small Business Programs (OSBP) and each of NASA's centers. It includes the vision and mission statements of OSBP, which aims to promote small businesses and maximize their opportunities to participate in NASA contracts. For each center, it lists total FY14 contracting dollars and small business dollars, along with top NAICS codes and a brief description of the center's work. The associate administrator encourages using the information to find business opportunities.
Kenneth Hicks is a senior aerospace engineer and project manager with over 28 years of experience. He has led numerous projects involving system design, development of space and terrestrial systems, and risk management. He currently works as an independent consultant, advisor, and proposal evaluator for both start-ups and established organizations.
This annual report summarizes the activities of the NASA Institute for Advanced Concepts (NIAC) for the second year of its operation from February 1999 to February 2000. Some key details include:
- NIAC awarded 6 Phase II contracts totaling $2.9 million and 14 Phase I grants totaling $978,000 for a total of 30 Phase I grants and 6 Phase II contracts worth $5 million since its inception.
- NIAC coordinated extensively with NASA through site visits, meetings, workshops and maintaining communication channels.
- Plans for the third year include awarding additional grants and contracts, conducting site visits, hosting meetings, and continuing outreach efforts.
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
The document discusses opportunities for commercial partnerships with NASA, including:
1) HEOMD invests billions in commercial cargo and crew programs to resupply the ISS, as well as technology development partnerships through programs like NextSTEP and Lunar CATALYST.
2) SMD pursues commercial partnerships for strategic science missions and small satellite launch through programs like Venture Class Launch Services.
3) STMD seeks technology development partnerships through programs like Tipping Point, Announcements of Opportunity, and SBIR/STTR to advance NASA's goals in areas like space technology, Earth and space science, and aeronautics.
The document discusses opportunities for commercial partnerships with NASA, including:
1) HEOMD partnerships to develop commercial cargo and crew capabilities for the ISS through programs like COTS, CRS, CCDev, and NextSTEP. HEOMD also manages launch services through the LSP.
2) SMD partnerships through strategic science missions and programs like Venture Class Launch Services to enable small satellite launches.
3) STMD focuses on early-stage technology development and transfer through programs like Tipping Point, SBIR, and partnerships with organizations like SwitchPitch Space.
The document discusses opportunities for commercial partnerships with NASA, including:
1) HEOMD invests billions in commercial cargo and crew programs to resupply the ISS, as well as technology development partnerships through programs like NextSTEP and Lunar CATALYST.
2) SMD pursues commercial partnerships for strategic science missions and small satellite launch through programs like Venture Class Launch Services.
3) STMD seeks commercial partners for early-stage technology development through programs like Tipping Point, Announcements of Opportunity, and SBIR/STTR.
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.
National Aeronautics and Space Administration (NASA) Goddard Space Flight Center's Innovative Partnerships Program (IPP) seeks to form partnerships to enhance future mission capabilities. The IPP acts as a facilitator and catalyst by bringing parties together, implementing new approaches, and identifying ways for partnerships to benefit NASA, partners, and taxpayers. The presentation provides an example partnership between NASA and Carnegie Mellon University's Robotics Institute to demonstrate how innovative partnerships can leverage resources and accelerate technology maturation.
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.
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 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 document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
This document discusses NASA's policies and processes around software reuse and technology transfer. It provides an overview of NASA's Innovative Partnerships Program (IPP), which facilitates technology sharing both within and outside of NASA. It outlines the steps inventors must take to document and protect software inventions, including filing New Technology Reports. It also reviews the various pathways for releasing NASA software, such as determining appropriate licenses or making code open source. The document aims to educate NASA employees on leveraging software assets and engaging external partners.
This document outlines the investigation process of the NASA Organization Design Team. It describes three tracks of the investigation: 1) inviting lectures from program managers to identify best practices and lessons learned, 2) identifying tools to design and assess organizations, and 3) pilot studies applying those tools. The goal is to capture these lessons into a "toolkit" to disseminate organizational best practices across NASA. Track 1 involved 12 lectures on programs like Apollo, the F-117 stealth fighter, and submarines. The lectures explored organizational strategies for complex technical projects.
The document is a presentation by Richard T. French from NASA discussing commercial partnering opportunities with NASA. It provides an overview of NASA, including its four primary mission directorates and partnerships with industry and academia. It then summarizes specific commercial opportunities within the Human Exploration and Operations Mission Directorate and Science Mission Directorate, such as commercial cargo and crew contracts for the International Space Station and various technology development partnerships.
A Summary Of NASA Architecture Studies Utilizing Fission Surface Power Techno...Lori Moore
1) NASA has conducted several architecture studies examining the use of Fission Surface Power (FSP) systems for human missions to the lunar and Martian surfaces.
2) These studies included work by the Lunar Architecture Team, Mars Architecture Team, Lunar Surface Systems/Constellation Architecture Team, and International Architecture Working Group-Power Function Team.
3) The FSP concepts developed in these studies served as points of departure and provided a foundation for technology development work, including a series of "Pathfinder" hardware tests with a long-term goal of an integrated system test.
The document summarizes a Career Day event at Homestead High School focused on careers in science, technology, engineering, and math (STEM) with NASA. It provides an overview of NASA, including its various departments and missions, and encourages students to consider career opportunities at NASA requiring education in fields like engineering, science, aeronautics, and more. Students are given information on educational requirements, typical career paths at NASA, and internship opportunities for gaining experience working for NASA.
Philippine Initiatives on the Applications of Space Technology on Hazard Mit...UN-SPIDER
Jose Edgardo L. Aban, Ph.D.
Technical Secretariat
a presentation given by Science and Technology Coordinating Council-Committee on Space Technology Applications (STCC-COSTA) during UN-SPIDER workshop in China, 5-7 December, 2007
This document summarizes the synthesis, processing, and characterization of inorganic-organic hybrid aerogels. The aerogels were synthesized through the sol-gel polymerization of tetramethoxysilane and 3-aminopropyltriethoxysilane, followed by crosslinking with polyamic acid or polyimide. The resulting aerogels were characterized through various techniques and showed tunable properties based on the synthetic conditions and components, such as density, surface area, and mechanical strength.
The document provides information about NASA's Office of Small Business Programs (OSBP) and each of NASA's centers. It includes the vision and mission statements of OSBP, which aims to promote small businesses and maximize their opportunities to participate in NASA contracts. For each center, it lists total FY14 contracting dollars and small business dollars, along with top NAICS codes and a brief description of the center's work. The associate administrator encourages using the information to find business opportunities.
Kenneth Hicks is a senior aerospace engineer and project manager with over 28 years of experience. He has led numerous projects involving system design, development of space and terrestrial systems, and risk management. He currently works as an independent consultant, advisor, and proposal evaluator for both start-ups and established organizations.
This annual report summarizes the activities of the NASA Institute for Advanced Concepts (NIAC) for the second year of its operation from February 1999 to February 2000. Some key details include:
- NIAC awarded 6 Phase II contracts totaling $2.9 million and 14 Phase I grants totaling $978,000 for a total of 30 Phase I grants and 6 Phase II contracts worth $5 million since its inception.
- NIAC coordinated extensively with NASA through site visits, meetings, workshops and maintaining communication channels.
- Plans for the third year include awarding additional grants and contracts, conducting site visits, hosting meetings, and continuing outreach efforts.
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
The document discusses opportunities for commercial partnerships with NASA, including:
1) HEOMD invests billions in commercial cargo and crew programs to resupply the ISS, as well as technology development partnerships through programs like NextSTEP and Lunar CATALYST.
2) SMD pursues commercial partnerships for strategic science missions and small satellite launch through programs like Venture Class Launch Services.
3) STMD seeks technology development partnerships through programs like Tipping Point, Announcements of Opportunity, and SBIR/STTR to advance NASA's goals in areas like space technology, Earth and space science, and aeronautics.
The document discusses opportunities for commercial partnerships with NASA, including:
1) HEOMD partnerships to develop commercial cargo and crew capabilities for the ISS through programs like COTS, CRS, CCDev, and NextSTEP. HEOMD also manages launch services through the LSP.
2) SMD partnerships through strategic science missions and programs like Venture Class Launch Services to enable small satellite launches.
3) STMD focuses on early-stage technology development and transfer through programs like Tipping Point, SBIR, and partnerships with organizations like SwitchPitch Space.
The document discusses opportunities for commercial partnerships with NASA, including:
1) HEOMD invests billions in commercial cargo and crew programs to resupply the ISS, as well as technology development partnerships through programs like NextSTEP and Lunar CATALYST.
2) SMD pursues commercial partnerships for strategic science missions and small satellite launch through programs like Venture Class Launch Services.
3) STMD seeks commercial partners for early-stage technology development through programs like Tipping Point, Announcements of Opportunity, and SBIR/STTR.
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.
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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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Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
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10. Configuring Camel K Integrations for Data Pipelines
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11. What is a Jupyter Notebook?
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12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
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Charlie Greenberg, host
WeTestAthens: Postman's AI & Automation Techniques
Robert odlerobert.cox
1. Great Ideas and Unique Capabilities
JPL’s National Space Technology Applications Office (NSTA)
Model and Process for Non-NASA Sponsors
Robert Cox
Deputy Director for Earth Science and Technology Directorate
PM Challenge 2012
2. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Overview
Background
History
Policy & Enablers
Organization
Describe the Model
How we do plan
How do we execute
Closing the deal
Summary
―Solving Problems of National Significance‖
3. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
JPL Non-NASA Background
Pasadena, California
• A child of Caltech: founded in 1936 under Professor
Theodore von Kármán
• Led development of US rocket technology in WWII
• Collaborated w Werner von Braun and German rocket
engineers to create US missile program 1946-58
• Under Army Ballistic Missile Agency contract designed and
built Corporal and Sergeant, first US ballistic missiles.
• After Sputnik, JPL transferred to NASA
• JPL launched the first US satellite, Explorer 1, in 1958
• JPL launched the first interplanetary satellite, Mariner 2 to
Venus, in 1962.
• Caltech & JPL staff founded Aerojet Corporation
4. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Underlying Policy
NASA Act 1958
Sec 102(c)6: The making available to agencies directly concerned with national
defenses of discoveries that have military value or significance and the furnishing by
such agencies to the civilian Agency established to direct and control non-military
aeronautical and space activities of information as to discoveries which have value or
significance to that agency.
(c)8: The most effective utilization of the scientific and engineering resources of the
US with close cooperation among all interested agencies of the US in order to avoid
unnecessary duplication of effort, facilities and equipment
5. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Underlying Policy
NASA Reimbursable Program (June 2010 GAO)
NASA undertakes Reimbursable Agreements when it has unique
goods, services, and facilities not being fully utilized to accomplish mission
needs….
―It is NASA policy not to compete with commercial entities in providing
services or goods, property or resources to entities outside the Federal
Government.‖
6. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Underlying Policy
Pasadena, California
2011 NASA Strategic Plan: Overarching Strategies
―Expanding partnerships with
international, intergovernmental, academic, industrial, and entrepreneurial
communities and recognizing their role as important contributors of skill and
creativity to our missions and for the propagation of our results;….‖
Strategic Goal 3:
3.4 Facilitate the transfer of NASA technology and engage in partnerships with
other government agencies, industry, and international entities to generate U.S.
commercial activity and other public benefits.
Strategic Goal 5:
5.5 Establish partnerships, including innovative arrangements, with
commercial, international, and other government entities to maximize mission
success.
Strategic Goal 6:
6.2 Promote STEM literacy through strategic partnerships with formal and
informal organizations.
Current Agency strategy focuses on mission and commercial success through
collaborative activities.
7. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Underlying Policy
Earlier strategic direction
The NASA Mission
To understand and protect our home planet...
NASA Strategic Plan
NASA developed technologies provide the Nation with unique
capabilities to enhance homeland security and we actively seek
opportunities to apply our expertise to urgent national needs.
NASA is exceptionally well positioned to address key national
security concerns. We will continue to share our
expertise, technology and databases with DoD, FAA, disaster
management and counter terrorism and DHS
8. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Underlying Policy
Pasadena, California
• NASA’s FFRDC
– A unit of Caltech, staffed with Caltech employees;
– A Federally-Funded Research and Development
Center (FFRDC) under NASA sponsorship;
• FAR allows outside research and
development (R&D) work if
authorized by Sponsor
– Not otherwise available….
– Uses special competency
9. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Underlying Policies
Pasadena, California
JPL’s Strategic Plan…
Reimbursable Mission
....To
apply JPL’s unique skills to solve problems
of national significance and national
security, synergistic with our NASA mission…
Contract:
Prime between NASA and Caltech allows for reimbursable
work consistent w FAR
Culture:
Entrepreneurial and direct work
10. National Aeronautics and
Space Administration
Doing Organization
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
2002: Established National Space Technology Applications (NSTA) Office
Charter: To apply JPL’s unique skills to solve problems of national significance
and national security, synergistic with our NASA mission
Mission: Build sponsors to support 10-15% of the JPL business base
Goal: Develop & deliver advanced technologies and projects for sponsors that
will enable future capabilities for NASA
“Reimbursable program is of critical importance”… JPL Director
11. Charles Elachi Gene Tattini
Align & Integrate
Associate Dir. – Project Formulation & Strategy
Associate Dir. – Project Implementation
Associate Dir. – Business Management
Non-NASA Programs
& Space Technology
Deep Space Network
Human Exploration
Astronomy, Physics
6 Program Offices
Mars Exploration
Earth Science &
Solar System &
Technology
12. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
NSTA Organization
Pasadena, California
Resource Admin
NSTA Director
PM PM
Defense & Intelligence Programs Civil & Commercial Programs
Defense Intel Civil Commercial & IP
13. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
NSTA Roles and
California Institute of Technology
Pasadena, California
Responsibilities
• Identify non-NASA funding opportunities
• Oversee and coordinate non-NASA reimbursable activities
• Maintain sponsor relationships
• Manage and allocate Bid and Proposal (B&P) and Program
Development Authorization (PDA) funds for non-NASA work at JPL
• Collaborate, coordinate, and often delegate program management to
other ―thematic‖ program directorates
NSTA is the center of gravity for Non-NASA
reimbursable work.
14. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Interim Summary
Pasadena, California
In any endeavor, understand…
1. The history & culture of the organization
2. The statutory and policy enablers
3. Organizational sand box
15. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Describing the Model
How does NSTA plan
What are the sponsors needs and requirements
Sponsor’s Strategic Plan
Sponsor’s Culture
Sponsor’s Needs
Sponsor’s Funding
Know JPL technologies and capabilities
Matching technology to user needs
Executing via JPL’s Processes
16. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Differences Between
California Institute of Technology
Pasadena, California NASA & Non-NASA Worlds
NASA World
• Well-ordered, generally predictable solicitations and opportunities
• Fairly stable sponsor set; Many long-term personal relationships between HQ and JPL PMs
• Interface to NASA sponsor is through the JPL Program Office
• Competition is tough
• HQ manages & oversees work to all the Centers and JPL
Non-NASA World
• Huge, target-rich environment; Unpredictable solicitations
• Ratio of JPL PMs to sponsor offices is orders of magnitude lower for Non-NASA; PIs must be
entrepreneurial, and are encouraged to forge sponsor relationships
• Sponsor set continually changing; Long-term relationships are rare
• Risk tolerance among various sponsors/agencies varies dramatically
• JPL is seen as an outsider; Our mission is not their mission; Much harder sell
• High-priority, national security needs creates atmosphere for very innovative technology applications
17. National Aeronautics and
Space Administration Administration Policy Areas and
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Emerging Needs
Energy “Finish” Iraq/AF Infrastructure
• Energy storage • Distributed C2 • Cyber Security Tracking
• Renewable energy technology • Robots (Iraq/AF) • Cyber security C2
• Renewable energy development • ISR (Iraq/AF) • "Smart" infrastructure
• Alternative or "Clean fossil" fuels • Training (Iraq/AF) • Asset mapping
• Demand reduction/savings/Green • Improved UAVs • Smart grid standards
building • Smart grid software
• Energy Exploration • Power Corridor mapping
WMD • Laser Communications
• Air Traffic Control
Climate Change •
•
Material detection /tracking
Material containment
• Space situational awareness
• Space traffic control
• Emissions monitoring • Component detection/tracking • Traffic Monitoring
• Emissions data management • Bomb-making network discovery
• Enhanced earth observation • Forensics Lexicon development
• Ocean surveillance Education
• Weather/climate prediction
• Adaptation & planning Health Care • Innovative techniques (Education)
• Adaptation - Sequestration • Electronic medical records (security, • Motivation
• Adaptation - Water development) • New technology application
• Electronic medical records - • Mentoring/shadowing
standards/portability
International • Fraud Prevention
• Telemedicine Homeland Security
Collaboration • Telemedicine - robotics
• Infectious disease prediction • Cyber security (Homeland)
• Global/regional stability • Epidemic tracking • WMD Forensics
monitoring/indicators • Disaster response / outbreak • Port security
• C4ISR support to other countries, management • Airport security
non-DoD agencies • Air Quality • Border security
• Emissions data sharing/collection
Source: Toffler Associates Analysis
18. National Aeronautics and
Space Administration Example of Strategy and
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California Mission Needs
• Civil Sector Mission Needs 2010-2020
– DOE
• Expand renewable and alternative energy and distribution
systems, grid integration, energy storage and power
electronics, energy efficiency, production resources and
technology and market transformation
– Obama Climate Friendly Energy Development
• Invest $150B/ten years
• Advance biofuels, fuel infrastructure, hybrid plug-ins,
Commercial-scale renewable energy, and digital electricity grid
19. National Aeronautics and
Space Administration
DOE OFFICE OF ENERGY EFFICIENCY AND
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
RENEWABLE ENERGY
Strategic Priorities & Goals (FY09)
• Fuels and vehicles ($592.3M), PHEVs, Li-ion batteries, and critical HFC
technology
• Renewable power ($241.6M)
•Wind power R&D ($52.5M)
•Geothermal power ($30M)
• Energy efficiency ($185.9M) programs
• Industrial technologies ($185.9M)
20. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
DOE Cross-cutting Program Thrusts
Pasadena, California
• Under the direction of the EERE CTO,
new DOE Program Areas with cross-
fertilization of EERE and Basic Energy
Sciences (within Office of Science)
• Computational Research Needs for
Alternative and Renewable Energy
(CRNARE)
• To be followed by DOE FOAs later in
FY09.
21. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California DOE Strategy
Identify current activities DOE’s Energy Efficiency and Renewable Energy
– Hydrogen, Fuel Cells and Infrastructure Technologies Program
• Member of Metal Hydrides Center of Excellence under Sandia
• Member of New Hydrogen Storage Engineering Center of Excellence
• Partnered with ANL, LANL, NREL and SFC Inc. on 6 proposals
currently under sponsor review with a total proposed value to JPL of
$3.8M
– Vehicle Technologies Program
• Batteries for Transportation Technologies Program
• Materials Technologies
22. National Aeronautics and
Space Administration
Recent NSTA Activities in
Jet Propulsion Laboratory Energy Conversion/Storage Technologies
California Institute of Technology
Pasadena, California
Batteries ~ $1.48M/24 mos Fuel Cells ~ $3.8M/48 mos.
Thermoelectrics ~ >$6.1M/~36-60 mos. Hydrogen Storage ~ $4.1M/60 mos.
23. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
JPL Strategy
• Initiate funded activities through Office of Electricity
Delivery and Energy Reliability
– Smart Grid technologies
– Renewable energy integration; distributed energy
resources
– Energy storage (stationary)
• Exploratory discussions with Office of Nuclear
Energy (through Idaho National Lab)
• Cross-cutting new programs between EERE and
Office of Science/Basic Energy Sciences (next
slide)
24. National Aeronautics and
Space Administration Three-pronged Strategy for Positioning JPL
Jet Propulsion Laboratory
California Institute of Technology
for Opportunity Development in Energy Sector
Pasadena, California
Integration of renewables onto the smart grid
(DER, resource forecasting, energy capture,
conversion and storage)
Smart Electric Renewable
Power Grid Energy
PV, STE, wind, OTEC,
Communications architectures, wave/tidal, distributed
C&C, sensor networks, advanced energy resources
materials, IT, power electronics,
energy storage
Transportation We see emerging interfaces
Batteries, FCs, hydrogen generation and
storage, thermoelectrics PHEV, H/HFCV in these three principal sectors,
their convergence, and addressable
opportunities for advanced component
and systems technologies and their integration.
25. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Example of Recent Air Force
California Institute of Technology
Pasadena, California
Focus Areas
Strategic Priorities & Goals
• On-Demand ISR (Force Enhancement)
• Increase Space Protection Capabilities
- Satellite Protection
- Space Object ID
• Space Situational Awareness, and Command & Control
• Blue Force Situational Awareness
• Operationally Responsive Spacelift (hours to days, not weeks to
months)…Launch, Maneuver, Service & Retrieve Space Payloads
26. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
AIR FORCE SWOT
Pasadena, California
STRENGTHS WEAKNESSES
• DoD has a budget for FY09 • Relationships are sometimes very short term (new personnel)
• Good relationship with AF and DoD sponsors • Transition path to Industry
• JPL seen as a quality technology organization • Gov’t must ―allow‖ JPL to participate in BAAs and RFPs
• JPL’s technology strengths, and interests are • NASA/JPL perceived as ―difficult‖ (G&A, Pub., Billing, etc.)
highly synergistic with DoD needs
• JPL not directly focused on DoD needs (like LL, Sandia, LLNL)
• JPL has performed well on AF (and DoD)
projects and sponsors are pleased with results
OPPORTUNITIES THREATS
• Space Situation Awareness (SSA) technologies
• S&T budget reduction (a bill payer for war effort)
and applications (assured use of space)
• Some DoD CO’s question use of JPL and/or unique capabilities
• Large format FPAs
• Document unique technologies/capabilities that clearly do not
• Anti-tamper technologies and applications
―compete with industry‖
• HRTI
• AF (and DoD) wants capabilities ―now‖ to support warfighters;
• TACSAT sensors and technologies much less appetite for ―long term‖ R&D than in pre-Gulf war years
• Robust, secure networks
• Cognitive Computing/Advanced Computing
• Micro/Nano Systems, Smart Materials, IT
• Policy Based Management
27. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
NSTA Strategy Summary
Pasadena, California
• Leverage National Space Policy, NIE’s, Defense & Civil Guidance, state
and local planning guidance to pursue non-NASA activities that are relevant
to NASA/JPL
– Vigorously pursue current and future opportunities
– Expand technology base with other national sponsors
– Position as a preferred FFRDC for technology/instrument development
• Franchise Technologies
– Large, lightweight adaptive optics & WFSC
– Instruments (imagers, spectrometers, radiometers, altimeters)
Digital IR Focal Planes
– Advanced image processing and fusion
– Radar advances: L & P bands, THz,
– Climate change: HW, SW, data tools and M&S
Robotic automation, mobility, perception and learning
– Control of complex systems & networks with ―Policy-Based Management‖ tools (PBM)
– Micro-Nano detectors, power beaming, thermal control, etc
Cyber space (security, controls, physical, countermeasures, etc)
– Energy, conversion, alternatives, smart grid, sensors,
28. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Synergistic Areas of Interest to JPL
Pasadena, California
– DoD Space Sector
• Space-based radar SSA
• Hyper-spectral imagery New Phenomenology
• IED Detection Miniature sensors
• Multi-level security Autonomous and Cognitive Systems
– Intelligence Space Sector
• Persistent surveillance Integrated micro-systems
• Spectral Imagery Information superiority tools
• Sub-surface mapping Surface deformation
– Civil Space Sector
• Advanced Communications Bio sensors & detectors
• Space-based global sampling Remote sensing
• Robotics, in-situ Energy & propulsion
– Commercial Space Sector
• GPS, sensors, antennas, structures, electronics, propulsion
29. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Describe the Model
California Institute of Technology
Pasadena, California
How do we execute, now that we understand the sponsor
Qualify the Sponsor
Manage the interface
Different Proposals
Commercial Sponsors
Process Flow
Work closely with NMO
30. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Understand and
California Institute of Technology
Pasadena, California “Qualifying” a Sponsor
• Is this a funding organization (are they the real bill payers)?
– Do they have their own program line or ―broker‖ funding?
– Are they in a position to initiate new programs and get them approved?
– Are they contractually able to send funds to JPL?
• Do they have an unmet need? Focus on their need
– Is there a discrepancy between goals and status or plans?
– Can JPL ―raise the technology bar‖
• Is there an opportunity for a Task/Project?
– Is it work for which we are qualified, and that we want to do?
– Is it synergistic with NASA mission/technology needs?
31. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Manage the Interface
• Iterative between NSTA PM’s, ―thematic directorate‖ PI’s and sponsors
• NSTA is the expert on:
– Sponsor’s needs, wants and resources
– JPL Franchise Technologies and core competencies
– Whom to talk with
– Upcoming solicitations—Broad Agency Announcements (BAAs),
Program Research and Development Announcements (PRDAs),
RFI’s and RFP’s
– ―Qualifying‖ a potential sponsor
• Work with potential sponsors at conferences, participate in workshops,
read or hear of an opportunity, deliver papers
• Network among existing sponsors for ongoing or new opportunities
32. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Two Classes of Proposals
Federal
• Unsolicited
– Use the standard JPL Task Plan format,
• Introduction (Innovative Claim)
• Technical approach
• Special competency of JPL
• Scope of work
• Deliverables
• Period of performance
• Contractual boilerplate
• Cost estimate
• Solicited (RFP, BAA, PRDA)
– Use sponsor-defined format
– Meet submission cut-off date
Non-Federal
• Space Act Agreement
– A SOW with NASA Terms and Conditions that allows a company to fund JPL
33. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Special Agreements for Working with
California Institute of Technology
Pasadena, California Commercial Sponsors
• Non-disclosure agreement (OGC)
– Protects company and JPL confidential information
• Letter of Intent (NSTA & CMO )
– Provides a ROM cost and brief description of JPL effort
– Used by the company in their proposal
• Memorandum of Understanding (CMO)
– Outlines cooperation by JPL and a company
– No exchange of funds
– Useful for creating a competitive technology team
• Conflict of Interest Avoidance Plan (CMO)
• Options and license agreements (CIT OTT)
– Secures IP rights for company use for non-U.S. government applications
• Space Act Agreement…with Commercial sponsors (CMO/NMO)
34. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Process for Obtaining
California Institute of Technology
Pasadena, California
Reimbursable Work
Program Development Proposal Authorization (PA)
Authorization (PDA) Bid and Proposal (B&P)
Identify Qualify Define Generate
Opportunity Target JPL Role Submit PA Task Plan
Sponsor (Proposal)
Review & Receive Amend Open Begin
Send to Funding Prime Contract Accounts Work
Sponsor Document With New TO
Meet Schedules,
Deliverables, & Cost
35. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
Closing the Deal
Anticipate ~$200M per year in non-NASA funding
NASA Management Office (NMO) actively involved in all SAA/Task Plans
Establishing the brand by focusing on the customer and delivering
36. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Diverse Technology & Projects
Pasadena, California
IR FPA
Science
Understanding
Characterization Prediction
(Science Data
(Observations) (Modeling)
Analysis)
Mitigation Approaches
Conservation Alternative Geo-Engineering
M&S & Regulation Energy & Adaptation
Analysis of Alternatives
Project Design
& Validation
Simulations (Testbed
Medical Devices
System
Engineering Experiments)
Image Processing
Cyber Science
and Anti-Tamper
37. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Diverse Technology & Projects
California Institute of Technology
Pasadena, California
Water Resources Autonomy
Submarine
Warm Tracking
Ocean
Surface
Cold
Ocean
Depths
Nav & Timing
IEDs/Gasses
Air Force GPS OCX
with Raytheon, Boeing
and ITT
38. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
Diverse Technology & Projects
California Institute of Technology
Pasadena, California
Robotics &
Perception
Observatories
Energy
Sensor suite:
GPS
Smart Grid
MEMS
accel.
Temp.
CO, CH 4
BASE
Radio STATION
comm. 3-5 Radio comm
miles (GSM/WiFi): 100’s
of Kms with GSM
Hi-gain
Sensor antenna
status
CO
T
First Responder
x
x
x
x
Map with
firefighter
locations
DISPATCHER
39. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
SUMMARY
Pasadena, California
Get the right people on the bus… Good to Great (Collins)
Follow the opportunities…Who Moved My Cheese (Johnson)
Stay focused on sponsor deliverables…. Cox
40. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
41. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
42. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California
43. National Aeronautics and
Space Administration
Jet Propulsion Laboratory
California Institute of Technology
Pasadena, California