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By NASA
4 min read
Preparations for Next Moonwalk Simulations Underway (and Underwater)
Note: The following article is part of a series highlighting propulsion testing at NASA’s Stennis Space Center. To access the entire series, please visit: https://www.nasa.gov/feature/propulsion-powering-space-dreams/.
Crews at NASA’s Stennis Space Center work Jan. 21-22, 2020, to install the first flight core stage of NASA’s powerful SLS (Space Launch System) rocket on the B-2 side of the Thad Cochran Test Stand for a Green Run test series. Operations required crews to lift the massive core stage from a horizontal position into a vertical orientation, a procedure known as “break over.” Once the stage was oriented in a horizontal position on the night of Jan. 21, crews tied it in place to await favorable wind conditions. The following morning, crews began the process of raising, positioning, and securing the stage on the stand. NASA/Stennis The future is now at NASA’s Stennis Space Center near Bay St. Louis, Mississippi – at least when it comes to helping power the next great era of human space exploration.
NASA Stennis is contributing directly to the agency’s effort to land the first woman, the first person of color, and its first international partner astronaut on the Moon – for the benefit of all humanity. Work at the nation’s largest – and premier – propulsion test site will help power SLS (Space Launch System) rockets on future Artemis missions to enable long-term lunar exploration and prepare for the next giant leap of sending the first astronauts to Mars.
“We play a critical role to ensure the safety of astronauts on future Artemis missions,” NASA Stennis Space Center Director John Bailey said. “Our dedicated workforce is excited and proud to be part of NASA’s return to the Moon.”
NASA Stennis achieved an RS-25 testing milestone in April at the Fred Haise Test Stand. Completion of the successful RS-25 certification series provided critical data for L3Harris (formerly known as Aerojet Rocketdyne) to produce new RS-25 engines, using modern processes and manufacturing techniques. The engines will help power SLS rockets beginning with Artemis V.
The first four Artemis missions are using modified space shuttle main engines also tested at NASA Stennis. For each Artemis mission, four RS-25 engines, along with a pair of solid rocket boosters, power the SLS rocket to produce more than 8.8 million pounds of total combined thrust at liftoff.
NASA’s powerful SLS rocket is the only rocket that can send the Orion spacecraft, astronauts, and cargo to the Moon on a single mission.
Following key test infrastructure upgrades near the Fred Haise Test Stand, NASA Stennis will be ready for more RS-25 engine testing. NASA has awarded L3Harris contracts to provide 24 new engines, supporting SLS launches for Artemis V through Artemis IX.
“Every RS-25 engine that launches Artemis to space will be tested at NASA Stennis,” said Joe Schuyler, director of the NASA Stennis Engineering and Test Directorate. “We take pride in helping to power this nation’s human space exploration program. We also take great care in testing these engines because they are launching astronauts to space. We always have safety in mind.”
NASA’s Stennis Space Center conducts a successful hot fire of the first flight core stage of NASA’s powerful SLS (Space Launch System) rocket on the B-2 side of the Thad Cochran Test Stand on March 18, 2021. NASA employees, as well as NASA astronauts Jessica Meir and Zena Cardman, watched the milestone moment. The hot fire of more than eight minutes marked the culmination of a Green Run series of tests on the stage and its integrated systems. NASA/Stennis In addition to RS-25 testing, preparations are ongoing at the Thad Cochran Test Stand (B-2) for future testing of the agency’s new exploration upper stage. The more powerful SLS second stage, which will send astronauts and cargo to deep space aboard the Orion spacecraft, is being built at NASA’s Michoud Assembly Facility in New Orleans.
Before its first flight, the NASA Stennis test team will conduct a series of Green Run tests on the new stage’s integrated systems to demonstrate it is ready to fly. Crews completed installation of a key component for testing the upper stage in October. The lift and installation of the 103-ton interstage simulator component, measuring 31 feet in diameter and 33 feet tall, provided crews best practices for moving and handling the actual flight hardware when it arrives to NASA Stennis.
The exploration upper stage Green Run test series will culminate with a hot fire of the stage’s four RL10 engines, made by L3Harris, the lead SLS engines contractor.
“All of Mississippi shares in our return to the Moon with the next great era of human space exploration going through NASA Stennis,” Bailey said. “Together, we can be proud of the state’s contributions to NASA’s great mission.”
For information about NASA’s Stennis Space Center, visit:
Stennis Space Center – NASA
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Last Updated Nov 13, 2024 EditorNASA Stennis CommunicationsContactC. Lacy Thompsoncalvin.l.thompson@nasa.gov / (228) 688-3333LocationStennis Space Center Related Terms
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By NASA
Twelve-year-old, Aadya Karthik of Seattle, Washington; nine-year-old, Rainie Lin of Lexington, Kentucky; and eighteen-year-old, Thomas Lui, winners of the 2023-2024 Power to Explore Student Writing Challenge observe testing at a NASA Glenn cleanroom during their prize trip to Cleveland. Credit: NASA NASA’s fourth annual Power to Explore Student Challenge kicked off November 7, 2024. The science, engineering, technology, and mathematics (STEM) writing challenge invites kindergarten through 12th grade students in the United States to learn about radioisotope power systems, a type of nuclear battery integral to many of NASA’s far-reaching space missions.
Students are invited to write an essay about a new nuclear-powered mission to any moon in the solar system they choose. Submissions are due Jan. 31, 2025.
With freezing temperatures, long nights, and deep craters that never see sunlight on many of these moons, including our own, missions to them could use a special kind of power: radioisotope power systems. These power systems have helped NASA explore the harshest, darkest, and dustiest parts of our solar system and enabled spacecraft to study its many moons.
“Sending spacecraft into space is hard, and it’s even harder sending them to the extreme environments surrounding the diverse moons in our solar system,” said Nicola Fox, associate administrator, Science Mission Directorate at NASA Headquarters in Washington. “NASA’s Power to Explore Student Challenge provides the incredible opportunity for our next generation – our future explorers – to design their own daring missions using science, technology, engineering, and mathematics to explore space and discover new science for the benefit of all, while also revealing incredible creative power within themselves. We cannot wait to see what the students dream up!”
Entries should detail where students would go, what they would explore, and how they would use radioisotope power systems to achieve mission success in a dusty, dark, or far away moon destination.
Judges will review entries in three grade-level categories: K-4, 5-8, and 9-12. Student entries are limited to 275 words and should address the mission destination, mission goals, and describe one of the student’s unique powers that will help the mission.
One grand prize winner from each grade category will receive a trip for two to NASA’s Glenn Research Center in Cleveland to learn about the people and technologies that enable NASA missions. Every student who submits an entry will receive a digital certificate and an invitation to a virtual event with NASA experts where they’ll learn about what powers the NASA workforce to dream big and explore.
Judges Needed
NASA and Future Engineers are seeking volunteers to help judge the thousands of contest entries anticipated submitted from around the country. Interested U.S. residents older than 18 can offer to volunteer approximately three hours to review submissions should register to judge at the Future Engineers website.
The Power to Explore Student Challenge is funded by the NASA Science Mission Directorate’s Radioisotope Power Systems Program Office and managed and administered by Future Engineers under the direction of the NASA Tournament Lab, a part of the Prizes, Challenges, and Crowdsourcing Program in NASA’s Space Technology Mission Directorate.
To learn more about the challenge, visit:
https://www.nasa.gov/power-to-explore
-end-
Karen Fox / Molly Wasser
NASA Headquarters, Washington
202-358-1600
karen.c.fox@nasa.gov / molly.l.wasser@nasa.gov
Kristin Jansen
Glenn Research Center, Cleveland
216-296-2203
kristin.m.jansen@nasa.gov
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Last Updated Nov 07, 2024 LocationNASA Headquarters Related Terms
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By Space Force
U.S. Space Force Lt. Gen. Philip Garrant, Space Systems Command commander, joined by Chief Master Sgt. Jacqueline Sauvé, SSC senior enlisted leader, introduce Garrant's plan during an AMA forum Oct. 22, 2024.
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By NASA
2 min read
Preparations for Next Moonwalk Simulations Underway (and Underwater)
The controlled descent of the Mars Curiosity rover included the use of propulsion rockets pointing to the surface to allow a gentle landing. The engine, shown firing in this illustration of Perseverance and the sky crane landing system relied on a pyrovalve that released the rocket fuel.Credit: NASA /JPL-Caltech The Curiosity and Perseverance Mars rovers continue to provide a wealth of information about the Red Planet. This was made possible in part by the sky crane landing systems that safely lowered them to the planet’s surface. Their successful descent, managed by eight powerful engines, depended on one small part – a valve.
The engines produced about 750 pounds of thrust each, so they required more fuel than a conventional valve could deliver, said Carl Guernsey, propulsion subsystem chief engineer for the Mars Sample Laboratory Mission.
“With the engines pointing down, we throttle up and increase the thrust, so we slow down,” said Guernsey. “At a certain altitude above the surface, you hold at a constant velocity to collect more sensor data, and then proceed with the rest of the descent.”
With only seconds for sensor data to identify the landing area and direct any last-minute diversion maneuvers, landing requires fuel available at the right time. To build the valve to help accomplish this task, NASA turned to a company that has provided the space program with reliable gas regulators since the 1950s. Through a series of mergers, by 2021, the original company, called Conax Florida, became part of Eaton based in Orchard Park, New York.
Working under contract with NASA’s Jet Propulsion Laboratory in Southern California, the company developed a new one-time-use pyrovalve to sit between the hydrazine fuel tank and engines. The zero-leak valve was the largest ever made of its type at the time, at three-fourths of an inch.
This one-time-use pyrovalve sat between the hydrazine fuel tank and the controlled-descent engines on the sky crane for the Curiosity and Perseverance Mars rovers. The zero-leak valve developed by Eaton also ensured no fuel was lost on the long flight to Mars.Credit: Eaton Corp. The Y-shaped pipe with a pair of leak-proof solid metal barriers prevented propellant from flowing. The valve contains a pyrotechnic charge that activates a piston called a flying ram, which shears off the barriers, allowing fuel to flow. But a problem arose during flight qualification testing. Sometimes the ram didn’t stay wedged in place at the bottom, posing a blockage risk.
The solution the team came up with had never been tried before – magnets at the bottom of the valve. But the successful Perseverance landing in 2021 proved it works. The same valve is included in the Perseverance rover and now enables commercial rocket-stage separation in space.
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Last Updated Oct 11, 2024 Related Terms
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By NASA
Throughout the life cycles of missions, Goddard engineer Noosha Haghani has championed problem-solving and decision-making to get to flight-ready projects.
Name: Noosha Haghani
Title: Plankton Aerosol Clouds and Ecosystem (PACE) Deputy Mission Systems Engineer
Formal Job Classification: Electrical engineer
Organization: Engineering and Technology Directorate, Mission Systems Engineering Branch (Code 599)
Noosha Haghani is a systems engineer for the Plankton Aerosol Clouds and Ecosystem (PACE) mission at NASA’s Goddard Space Flight Center in Greenbelt, Md. Credit: NASA What do you do and what is most interesting about your role here at Goddard?
As the PACE deputy mission systems engineer, we solve problems every day, all day long. An advantage I have is that I have been on this project from the beginning.
Why did you become an engineer? What is your educational background?
I was always very good at math and science. Both of my parents are engineers. I loved building with Legos and solving puzzles. Becoming an engineer was a natural progression for me.
I have a BS in electrical engineering and a master’s in reliability engineering from the University of Maryland, College Park. I had completed all my course work for my Ph.D. as well but never finished due to family obligations.
How did you come to Goddard?
As a freshman in college, I interned at Goddard. After graduation, I worked in industry for a few years. In 2002, I returned to Goddard because I realized that what we do at Goddard is so much more unique and exciting to me.
My mother also works at Goddard as a software engineer, so I am a second-generation Goddard employee. Early on in my career, my mother and I met for lunch occasionally. Now I am just too busy to even schedule lunch.
Describe the advantages you have in understanding a system which you have worked on from the original design through build and testing?
I came to the PACE project as the architect of an avionics system called MUSTANG, a set of hardware electronics that performs the function of the avionics of the mission including command and data handling, power, attitude control, and more. As the MUSTANG lead, I proposed an architecture for the PACE spacecraft which the PACE manager accepted, so MUSTANG is the core architecture for the PACE spacecraft. I led the team in building the initial hardware and then moved into my current systems engineering role.
Knowing the history of a project is an advantage in that it teaches me how the system works. Understanding the rationale of the decision making we made over the years helps me to better appreciate why we built the system way we did.
How would you describe your problem-solving techniques?
A problem always manifests as some incorrect reading or some failure in a test, which I refer to as evidence of the problem. Problem solving is basically looking at the evidence and figuring out what is causing the problem. You go through certain paths to determine if your theory matches the evidence. It requires a certain level of understanding of the system we have built. There are many components to the observatory including hardware and software that could be implicated. We compartmentalize the problem and try to figure out the root cause systematically. Sometimes we must do more testing to get the problem to recreate itself and provide more evidence.
As a team lead, how do you create and assign an investigation plan?
As a leader, I divide up the responsibilities of the troubleshooting investigation. We are a very large team. Each individual has different roles and responsibilities. I am the second-highest ranking technical authority for the mission, so I can be leading several groups of people on any given day, depending on the issue.
The evidence presented to us for the problem will usually implicate a few subsystems. We pull in the leads for these subsystems and associated personnel and we discuss the problem. We brainstorm. We decide on investigation and mitigation strategies. We then ask the Integration and Test team to help carry out our investigation plan.
As a systems engineer, how do you lead individuals who do not report to you or through your chain of command?
I am responsible for the technical integrity of the mission. As a systems engineer, these individuals do not work for me. They themselves answer to a line manager who is not in my chain of command. I lead them through influencing them.
I use leadership personality and mutual respect to guide the team and convince them that the method we have chosen to solve the problem is the best method. Because I have a long history with the project, and was with this system from the drawing board, I generally understand how the system works. This helps me guide the team to finding the root cause of any problem.
How do you lead your team to reach consensus?
Everything is a team effort. We would be no where without the team. I want to give full credit to all the teams.
You must respect members of your team, and each team member must respect you as a leader. I first try to gather and learn as much as possible about the work, what it takes to do the work, understanding the technical aspects of the work and basically understanding the technical requirements of the hardware. I know a little about all the subsystems, but I rely on my subsystem team leads who are the subject matter experts.
The decision on how to build the system falls on the Systems Team. The subject matter experts provide several options and define risks associated with each. We then make a decision based on the best technical solution for the project that falls within the cost/schedule and risk posture.
If my subject matter experts and I do not agree, we go back and forth and work together as a team to come to a consensus on how to proceed. Often we all ask many questions to help guide out path. The team is built on mutual respect and good communication. When we finally reach a decision, almost everyone agrees because of our collaboration, negotiation and sometimes compromise.
What is your favorite saying?
Better is the enemy of good enough. You must balance perfectionism with reality.
How do you balance perfectionism with reality to make a decision?
Goddard has a lot of perfectionists. I am not a perfectionist, but I have high expectations. Goddard has a lot of conservatism, but conservatism alone will not bring a project to fruition.
There is a level of idealism in design that says that you can always improve on a design. Perfection is idealistic. You can analyze something on paper forever. Ultimately, even though I am responsible for the technical aspects only, we still as a mission must maintain cost and schedule. We could improve a design forever but that would take time and money away from other projects. We need to know when we have built something that is good enough, although maybe not perfect.
In the end, something on paper is great, but building and testing hardware is fundamental in order to proceed. Occasionally the decisions we make take some calculated risk. We do not always have all the facts and furthermore we do not always have the time to wait for all the facts. We must at some point make a decision based on the data we have.
Ultimately a team lead has to make a judgement call. The answer is not in doing bare minimum or cutting corners to get the job done, but rather realizing what level of effort is the right amount to move forward.
Why is the ability to make a decision one of your best leadership qualities?
There is a certain level of skill in being able to make a decision. If you do not make a decision, at some point that inability to make a decision becomes a decision. You have lost time and nothing gets built.
My team knows that if they come to me, I will give them a path forward to execute. No one likes to be stuck in limbo, running in circles. A lot of people in a project want direction so that they can go forward and implement that decision. The systems team must be able to make decisions so that the team can end up with a finished, launchable project.
One of my main jobs is to access risk. Is it risky to move on? Or do I need to investigate further? We have a day-by-day risk assessment decision making process which decides whether or not we will move on with the activities of that day.
As an informal mentor, what is the most important advice you give?
Do not give up. Everything will eventually all click together.
What do you like most about your job?
I love problem solving. I thrive in organized chaos. Every day we push forward, complete tasks. Every day is a reward because we are progressing towards our launch date.
Who inspires you?
The team inspires me. They make me want to come to work every day and do a little bit better. My job is very stressful. I work a lot of hours. What motivates me to continue is that there are other people doing the same thing, they are amazing. I respect each of them so much.
What do you do for fun?
I like to go to the gym and I love watching my son play sports. I enjoy travel and I love getting immersed in a city of a different country.
By Elizabeth M. Jarrell
NASA’s Goddard Space Flight Center, Greenbelt, Md.
Conversations With Goddard is a collection of Q&A profiles highlighting the breadth and depth of NASA’s Goddard Space Flight Center’s talented and diverse workforce. The Conversations have been published twice a month on average since May 2011. Read past editions on Goddard’s “Our People” webpage.
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Last Updated Oct 08, 2024 EditorMadison OlsonContactRob Garnerrob.garner@nasa.govLocationGoddard Space Flight Center Related Terms
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