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By NASA
2 min read
Preparations for Next Moonwalk Simulations Underway (and Underwater)
ESI24 Haghighi Quadchart
Azadeh Haghighi
University of Illinois, Chicago
In-space manufacturing and assembly are vital to NASA’s long-term exploration goals, especially for the Moon and Mars missions. Deploying welding technology in space enables the assembly and repair of structures, reducing logistical burdens and supply needs from Earth. The unique challenges and extreme conditions of space–high thermal variations, microgravity, and vacuum–require advanced welding techniques and computational tools to ensure reliability, repeatability, safety, and structural integrity in one-shot weld scenarios. For the first time, this project investigates these challenges by focusing on three key factors: (1) Very low temperatures in space degrade the weldability of high thermal conductivity materials, like aluminum alloys, making it harder to achieve strong, defect-free welds. (2) The extreme vacuum in space lowers the boiling points of alloying elements, altering the keyhole geometry during welding. This selective vaporization changes the weld’s final chemical composition, affecting its microstructure and properties. (3) Microgravity nearly eliminates buoyancy-driven flow of liquid metal inside the molten pool, preventing gas bubbles from escaping, which leads to porosity and defects in the welds. By examining these critical factors using multi-scale multi-physics models integrated with physics-informed machine learning, and forward/inverse uncertainty quantification techniques, this project provides the first-ever real-time digital twin platform to evaluate welding processes under extreme space/lunar conditions. The models are validated through Earth-based experiments, parabolic flight tests, and publicly available data from different databases and agencies worldwide. Moreover, the established models will facilitate extendibility to support in-situ resource utilization on the Moon, including construction and repair using locally sourced materials like regolith. The established fundamental scientific knowledge will minimize trial-and-error, enable high-quality one-shot welds in space, and reduce the need for reworks, significantly reducing the costs and time needed for space missions.
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By NASA
The overarching purpose of the OCKO is to cultivate and sustain a learning culture at Goddard in support of mission success. We have instituted various processes and programs for lessons learned and critical knowledge identification, sharing, and application. The focus of the OCKO is to promote local learning practices that enhances domain-specific expertise within an expanded framework of how NASA works. The Goddard OCKO provides leadership, coordination and support to center organizations to effectively identify lessons and critical knowledge that can be used to support mission execution.
Mission success at Goddard is driven by many factors including, but not limited to, teamwork, leadership, decision making and risk-informed prioritization of lessons. The OCKO has developed many technical case studies that touch on broad organizational issues, project implementation, technology and engineering development, procurement and contract management challenges, and other topics that contribute to mission success. Our learning programs and knowledge sharing activities are designed to transfer the experiences, technical wisdom and values embedded in our policies, procedures and processes.
The OCKO, whether through formal dissenting opinion processes, pause-and-learn exercises, or project reflective learning sessions, encourages our workforce to speak up in support of mission success. We promote a healthy culture where project teams discuss major events, milestones and reviews to ascertain “what happened and why it happened,” how to sustain strengths, and how to improve on weaknesses to enable collective discovery of contextual lessons for institutional learning.
As the Chief Knowledge Officer (CKO) of the NASA Goddard Space Flight Center, it is my sincere desire to help assure that Goddard operates as a learning organization to enhance the likelihood of mission success.
Moses Adoko, Chief Knowledge Officer
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By NASA
“Some people [may say], ‘You have too many cooks in the kitchen,’ but I think there’s a line. It’s good to have a lot of input because people bring many different perspectives that you would never even consider if you just pushed an idea forward with one person. This is especially true in the area we work in with digital [communications], which is changing so frequently; you constantly have to innovate, so including diverse voices and thoughts is important.
“I’m an older sister, and I don’t know if some of that [leadership style] comes from when we were kids, always making sure that I involved her and ensuring people could understand what she wanted or needed. And maybe that translated into who I am, making sure people have voices and are heard [at NASA]…I’ve achieved a lot that I didn’t even know I wanted to accomplish because I couldn’t have imagined this career progression for myself.
“But now that I’m here, I would like to achieve more in terms of what NASA looks like internally, especially after getting involved with the NASA Science IDEA working group and diversity efforts. I would love to one, help people outside of NASA realize that they could work here and two, push people internally to the forefront so that they can be considered for higher-level things and progress.”
– Emily Furfaro, Digital Manager, Science Mission Directorate, NASA Headquarters
Image Credit: NASA/Keegan Barber
Interviewer: NASA/Tahira Allen
Check out some of our other Faces of NASA.
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By European Space Agency
Destination Earth is now live! Launched today during a ceremony at the EuroHPC LUMI Supercomputer Centre in Kajaani, Finland, Destination Earth provides unprecedented insights into the complexity of our planet to advance climate change adaption and environmental resilience modelling.
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By NASA
Photo of Matt Dosberg
It is impossible to pinpoint a single, static definition of what makes a “Digital Transformer.” Although Matt Dosberg’s official title is Digital Transformation and IT Innovation Lead for Goddard Space Flight Center (GSFC), his full contributions to NASA require a lengthier description. He is the nexus for everything under the Digital Transformation (DT) umbrella at GSFC, including digital engineering, AI, data-driven programmatics, data strategy, and more. He serves as liaison to the agency-level DT team and other centers, coordinating across directorates to drive cultural change within the organization, and has sponsored multiple DT events at GSFC, including the center’s first AI Symposium. He strategizes on rolling out proof of concepts and pilots, working toward solutions that address agency-wide barriers to technology readiness and adoption. Dosberg doesn’t just do transformative work—he embodies transformation in an ever-adaptive role.
In his three and a half years at NASA, Dosberg has impacted the agency beyond quantitative measures. Of course, his formal accomplishments are extensive, including co-leadership positions for the Goddard AI strategy, Goddard Data Strategy Working Group, and SPARTA (Smart Projects and Reviews with Transformative Analytics) Project. He works with the GSFC Chief Technologist to co-fund various initiatives for weaving digital technology into next-generation, mission-enabling solutions. However, his commitment to qualitative, ground-level change, impacting the agency through its culture and people, is demonstrated by how he measures success. “You could look at community adoption and engagement,” he says, highlighting his team’s efforts in hosting events and building community around Digital Transformation. “I’m trying to enable teams and empower people to really achieve the best that they can achieve and help transform how we work here at Goddard.”
Dosberg attributes his team-building skills and service-oriented approach to his experience working at the Department of Homeland Security in US Citizenship and Immigration Services. As a program manager, he led the Digital Innovation & Development team, which worked to transform the asylum and refugee program from paper-based to fully digital processing. “I think that really set me up for success here,” says Dosberg. “That technology background and the experience of going through a successful digital transformation, and the cultural change aspect…all those things are kind of principles and success factors that I brought over to Goddard to lead the DT efforts here.”
Although Dosberg does not come from explicitly scientific background—he received an undergraduate degree in economics, master’s degree in finance, and MBA—he has always been deeply interested in and curious about technology. In his daily work, he leverages the collaborative capabilities of tools like Microsoft Teams and Mural to aid in brainstorming and soliciting input. When reflecting on the technology he uses to drive transformation within the agency, he highlights his work on SPARTA, a DT Catalyst Project that establishes interoperable architecture for managing project reviews and data. Dosberg sees data as a foundational layer to his work; by developing common tools like SPARTA for accessing, aggregating, and sharing data across the agency, he hopes to strengthen inclusive teaming at an organizational level.
Dosberg’s dedication is apparent in how thoughtfully he reflects on his past and present experiences as a Digital Transformer. However, his passion truly shines through when he considers the future of Digital Transformation. “There’s real opportunity to transform and change the way that we are working…Jill [Marlowe] and the DT team have done an incredible job on building momentum, getting folks excited, bringing centers together.”
Although it is difficult to distill the many reasons why Dosberg was selected as the first featured Digital Transformer of the Month, this may be a good place to start: “At the end of the day, I’m just super passionate about the work that NASA does,” he says. “The portfolio is truly inspiring and I’m excited to help position the center to take on new projects, be more efficient, and enable the workforce. That motivates me each day.”
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