Interfacing Space Network Communications and Navigation Network Simulation with Distributed System Integration Laboratories (DSIL)

The Orion Crew Exploration Vehicle (CEV) iscurrently under development by NASA and is scheduled to replace the soon-retiring Space Shuttle. During reentry the CEV will decelerate using a staged deployment parachute system. Recent computational findings from the NASA Johnson Space Center (JSC) Applied Aeroscience and Computational Fluid Dynamics (CFD) branch suggest that the drogue chutes produce 40% less drag when in the wake of the CEV due to the bluff body shape of the CEV. This 40% projected drag loss is considerably higher than expected, thus an experimental investigation is needed. The objectives of this research are to determine the aerodynamic characteristics of the CEV drogue chute for freestream conditions and “in wake” conditions behind the CEV; experimentally define the drag loss on the drogue parachute due to the wake of CEV by measuring both forces/moments and pressures; and experimentally define the pressure distribution on the inside surface of the drogue chute canopy. The drogue parachute is tested in free stream conditions as well as in the wake of the CEV in order to quantify the drag loss on the drogue parachute as a result of the wake of the CEV. Force measurements indicate a 7.3% maximum reduction in drag coefficient and a 22.1% average maximum reduction in pressure coefficient at each pressure port caused by the wake of the CEV when the CEV is at 0o angle of attack. With the CEV at 20 degrees angle of attack, the maximum reduction in drag coefficient is 12.4% and the average maximum reduction in pressure coefficient is 27.1%.

The U.S. Vision for Space Exploration guides NASA's challenging missions of scientific discovery.' Developing safe, reliable, and affordable space transportation systems for the human and robotic exploration of space is a key component of fulfilling the strategic goals outlined in the Vision, as well as in the U.S. Space Policy. In October 2005, the Exploration Systems Mission Directorate and its Constellation Program chartered the Exploration Launch Projects Office, located at the Marshall Space Flight Center, to design, develop, test, and field a new generation of launch vehicles that would fulfill customer and stakeholder requirements for trips to the Moon, Mars, and beyond. The Ares I crew launch vehicle is slated to loft the Orion crew exploration vehicle to orbit by 2014, while the heavy-lift Ares V cargo launch vehicle will deliver the lunar lander to orbit by 2020 (Fig. 1). These systems are being designed to empower America's return to the Moon to prepare for the first astronaut on Mars. The new launch vehicle designs now under study reflect almost 50 years of hard-won experience gained from the Saturn's missions to the Moon in the late 1960s and early 1970s, and from the venerable Space Shuttle, which is due to be retired by 2010.

<div class="htmlview paragraph">The International Space Station (ISS) United States Laboratory module has been under test for approximately two years in the Space Station Processing Facility (SSPF) at NASA Kennedy Space Center (KSC) preparing for launch. Preparation activities for closing out the Environmental Control and Life Support (ECLS) system have included Closed Hatch testing to verify the capability of the life support equipment to support the crew, final manufacturing steps, and the close-out process itself. These activities were accomplished by an integrated Boeing and NASA team, located at the Johnson Space Center (Houston, Texas), Marshall Space Flight Center (Huntsville, Alabama) and Kennedy Space Center, Florida. On December 13, the Laboratory module hatches were sealed prior to loading into the Shuttle Orbiter payload bay for launch on February 7, 2001.</div> <div class="htmlview paragraph">This paper will address the Laboratory module ECLS hardware configuration including off-gas testing, baseline cabin sampling used to compute initial on-orbit ingress contaminant load, final purge, and cabin pressure adjustment for launch.</div>

The Advanced Concepts Office (ACO) at Marshall Space Flight Center (MSFC) has conducted ongoing studies and trades into options for both hybrid and solid vehicle systems for potential Mars Ascent Vehicle (MAV) concepts for the Jet Propulsion Laboratory (JPL). Two MAV propulsion options are being studied for use in a potential Mars Sample Retrieval (MSR) campaign. The following paper describes the current concepts for hybrid and solid propulsion vehicles for MAV as part of a potential MSR campaign, and provides an overview of the ongoing studies and trades for both hybrid and solid vehicle system concepts. Concepts and options under consideration for vehicle subsystems include reaction control system (RCS), separation, and structures will be described in terms of technology readiness level (TRL), benefit to the vehicle design, and associated risk. A hybrid propulsion system, which uses a solid fuel core and liquid oxidizer, is currently being developed by JPL with support from MSFC. This type of hybrid propulsion vehicle would allow the MAV to be more flexible at the cost of higher complexity, in contrast to the solid propulsion vehicle that is simpler, but allows less flexibility. The solid propulsion vehicle study performed by MSFC in 2018 further refined the solid propulsion system sizing as well as added definition to vehicle subsystem concepts, including the RCS, structures and configuration, interstage and separation, aerodynamics, and power/avionics. The studies were performed using an iterative concept design methodology, engaging subject matter experts from across MSFC's propulsion and vehicle systems disciplines as well as seeking trajectory feedback from analysts at JPL.

Due to limited crew availability to support science and the large number of experiments to be operated simultaneously, telescience is key to a successful International Space Station (ISS) science program.Crew, operations personnel at NASA centers, and researchers at universities and companies around the world must work closely together to perform scientific experiments on-board ISS.The deployment of reliable high-speed Internet Protocol (IP)-based networks promises to greatly enhance telescience capabilities.These networks are now being used to cost-effectively extend the reach of remote mission support systems.They reduce the need for dedicated leased lines and travel while improving distributed workgroup collaboration capabilities.NASA has initiated use of Voice over Internet Protocol (VoIP) to supplement the existing mission voice communications system used by researchers at their remote sites.The Internet Voice Distribution System (IVoDS) connects remote researchers to mission support "loops" or conferences via NASA networks and Internet 2. Researchers use IVoDS software on personal computers to talk with operations personnel at NASA centers.IVoDS also has the capability, if authorized, to allow researchers to communicate with the ISS crew during experiment operations.IVoDS was developed by Marshall Space Flight Center with contractors AZ Technology, First Virtual Communications, Lockheed-Martin, and VoIP Group.IVoDS is currently undergoing field-testing with full deployment for up to 50 simultaneous users expected in 2002.Research is being performed in parallel with IVoDS deployment for a next-generation system to qualitatively enhance communications among ISS operations personnel.In addition to the current voice capability, video and data/application-sharing capabilities are being investigated.IVoDS technology is also being considered for mission support systems for programs such as Space Launch Initiative and Homeland Defense.

Using the Spartan 101 payload as an example this paper outlines the process of flying a low-cost spacecraft as a customer aboard the Space Shuttle, concentrating on the physical and organizational interfaces to the Johnson Space Center (JSC) and the Kennedy Space Center (KSC). These interfaces fall into four classes, namely, JSC safety, KSC safety, JSC operations and KSC operations.

Developing a software system for mission planners at NASA’s Johnson Space Center (JSC) to plan and schedule activities onboard the Space Shuttle or International Space Station (ISS) is a complex task. Due to the scope of the complete user requirements and budget restrictions, a full development of all capabilities was not practical. The planning system had to include not only capabilities for planning the daily activities onboard the spacecraft, but also had to include the capability to upload the plans to the onboard system and to merge plans and activities from planners at other remote planning centers, including Marshall Space Flight Center (MSFC) and International Partners. The Integrated Planning System (IPS) Consolidated Planning System (CPS) was developed in an incremental fashion to continually meet the most immediate needs for the users. CPS has been under development for over 8 years and has been operational at JSC for 5 years, supporting Space Shuttle Program (SSP) and ISS mission planning. The journey to this point of software capabilities has been slow, but steady. The current size of the software application is over 380 K SLOC. Initial development focused on capability for scheduling SSP missions, as this was the most immediate need. Next, the development focused on ISS capability, such as plan upload and advanced long-range planning techniques. Finally, the development focused on including/merging data from MSFC and the International Partners. This paper documents some of the “Lessons Learned” during the development of the CPS. Some examples of these include: • Focusing on current operational needs creates system requirements that may not be applicable in future operations • File exchange mechanism uses a proprietary file format that is not flexible to change • Size and quantity of current planning data seriously hampers performance of the system • Incremental approach to development adds new functionality as peripheral to core functionality The nature of “Lessons Learned” tends to focus our attention on deficiencies in the software. We look at actions or functionality that could have been implemented better or planned better. Focusing on these may give the reader the false impression that the CPS is a short sighted, unusable system. However, the system is stable and quite comprehensive in its capabilities for planning current ISS and SSP operations. The incremental approach allowed the development team to tailor the software to shifting user requirements as planning user operations scenarios and requirements changed. Overall, the CPS is an excellent planning system. This paper is intended to provide some assistance in a “path through the mine field” of software development for planning space mission operations. It is hoped that these “Lessons Learned” can be applied in future space mission planning system projects to avoid some of the limitations of the current system.

The JPL/KSC telerobotic inspection demonstration

Options for development flight testing (DFT) of the Ares I Crew Launch Vehicle (CLV) are discussed. The Ares-I Crew Launch Vehicle (CLV) is being developed by the U.S. National Aeronautics and Space Administration (NASA) to launch the Crew Exploration Vehicle (CEV) into low Earth Orbit (LEO). The Ares-I implements one of the components of the Vision for Space Exploration (VSE), providing crew and cargo access to the International Space Station (ISS) after retirement of the Space Shuttle and, eventually, forming part of the launch capability needed for lunar exploration. The role of development flight testing is to demonstrate key sub-systems, address key technical risks, and provide flight data to validate engineering models in representative flight environments. This is distinguished from certification flight testing, which is designed to formally validate system functionality and achieve flight readiness. Lessons learned from Saturn V, Space Shuttle, and other flight programs are examined along with key Ares-I technical risks in order to provide insight into possible development flight test strategies. A strategy for the first test flight of the Ares I, known as Ares I-1, is presented.

The presence of water in propellant-grade MON-3 is a concern in the Aerospace Industry. NASA Johnson Space Center (JSC), White Sands Test Facility (WSTF) Propulsion Department has evaluated many types of molecular sieves for control of iron, the corrosion product of water in Mixed Oxides of Nitrogen (MON-3). In 1995, WSTF initiated laboratory and pilot-scale testing of molecular sieve type 3A for removal of water and iron. These tests showed sufficient promise that a series of continuous recycle tests were conducted at WSTF. Periodic samples of the circulating MON-3 solution were analyzed for water (wt %) and iron (ppm, wt). This test column was modeled as a series of transfer units; i. e., each unit represented the height equivalent of a theoretical plate. Such a model assumes there is equilibrium between the adsorbent material and the effluent stream from the unit. Operational and design parameters were derived based on the simulation results. These parameters were used to predict the design characteristics of a proposed molecular sieve column for removal of water and iron from MON-3 at the NASA Kennedy Space Center (KSC). In addition, these parameters were used to simulate a small, single-pass operation column at KSC currently used for treating MON-3. The results of this work indicated that molecular sieve type 3A in 1/16 in. diameter pellets, in a column 2.5 ft. in diameter, 18 ft. in height, and operated at 25 gpm is adequate for the required removal of water and iron from MON-3.

In flight control, as with any human in the loop system, operator error is an inevitable reality. On the International Space Station (ISS) where crew time and physical resources are precious and often irreplaceable, operator errors can result in significant, irreversible consequences. Flight controllers at the Payload Operations Integration Center (POIC) located at NASA’s Marshall Space Flight Center (MSFC) in Huntsville, Alabama know this reality well. At the POIC, operator errors can be caused by a variety of factors, from poor hardware or software design to environmental factors such as time pressure or fatigue. The most difficult errors to address, however, are those which result from ineffective teamwork.Academic research in teamwork has resulted in the identification of many factors which make cross-functional teaming difficult, including leadership, trust building, and communication challenges. These factors, especially when combined with the challenging environmental factors flight control teams must contend with daily, make the goal of minimizing operator errors in payload operations challenging to achieve. To address such teamwork errors, trainers at the POIC have drawn best practices from high reliability industries such as commercial aviation, healthcare, and nuclear power plants, as well as from our sister ISS control center in Houston, Texas, to develop and institute a new training program focused specifically on teamwork skills.This training program, called the Team Skills Curriculum, is based on the concept of Crew Resource Management (CRM) which was developed by NASA in the 1970s for the commercial aviation industry in response to a series of aviation disasters resulting from ineffective teamwork. CRM was later tailored by the Johnson Space Center (JSC) for use in astronaut and flight control training. The result, called Space Flight Resource Management (SFRM) was formally introduced into manned spaceflight training in the late 90s. SFRM has evolved over the years, but the focus has remained on helping operators develop the skills needed to work as part of an effective team. Using these concepts as well as the latest research in cross-functional teaming and data on specific errors occurring at the POIC, trainers in the integrated flight control training branch created a custom training program for both new and certified payload operations specialists.

Protecting Lunar Colonies From Space Radiation

For oil-spill clean-up

Once every ten years, the National Research Council carries out a “decadal survey” in planetary science. The objective is to recommend a decade-long national strategy for solar system exploration for NASA and the NSF. The most recent planetary decadal survey has placed particular emphasis on formulating a strategy that can realistically be implemented with the funds expected to be available for NASA and the NSF in the decade from 2013 to 2022. Inputs to the decadal survey were provided at a number of “town hall” meetings at professional conferences, and via 199 white papers written and submitted by more than 1600 members of the scientific community. These inputs led to definition of a set of high priority science questions, which in turn prompted study of 28 different mission candidates. Some of these mission candidates were studied in detail by the Applied Physics Laboratory, Goddard Space Flight Center, the Jet Propulsion Laboratory, and Marshall Space Flight Center. Missions studied in detail were also subjected to a cost and technical evaluation conducted by Aerospace Corporation. A recommended set of missions for the decade was then assembled, taking into account science priorities, cost and technical risk, and available resources. The plan also includes recommendations regarding funding for research and analysis, technology development, ground-based and orbital telescope facilities, and other topics. The report will be released in the first part of 2011, and the recommendations from the report will be described in this presentation.

The Earth Observatory System Data and Information System (EOSDIS) will provide a structure for data management and derived products from EOS satellite instruments slated for launch over the next 2 decades. Within the EOSDIS framework, the EOSDIS Distributed Active Archive Centers (DAACs) are responsible for providing data, information services, and support to the global change research community. Although much of the development has been in anticipation of the future launch of the EOS instruments, each of the DAACs now has significant geophysical data holdings, which will soon be available through the prototype Version 0 Information Management System.The EOS budget is facing a 9% reduction in total budget from $8 billion to $7.25 billion through FY2000. Instruments and flight operations have been cut previously, but now EOSDIS—currently at $2.5 billion—must bear a portion of the cuts of the order of $375 million. Among possible candidates for cost savings, serious consideration is being given to closure of up to three DAACs, including those at the National Snow and Ice Data Center (NSIDC), Jet Propulsion Laboratory (JPL), and Marshall Space Flight Center (MSFC). The $30–40 million savings that this produces is considerably reduced, however, by the need to consolidate their functions elsewhere, and perhaps with more complex management, higher labor, and other costs.