DARPA/NASA Joint Efforts
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2011 American Astronautical Society Robert H. Goddard Memorial Symposium--David Neyland, DARPA
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DARPA/NASA Joint Efforts
- 1. DARPA / NASA Joint Efforts Mr. David L. Neyland Director, Tactical Technology Office Briefing prepared for the American Astronautical Society 48th Annual Robert H. Goddard Memorial Symposium Greenbelt, MD March 31, 2011 Distribution Statement “A” (Approved for Public Release, Distribution Unlimited).
- 2. DARPA organizational culture DARPA/NASA pairing DARPA Orbital Express SPUTNIK DARPA ARPA GPS Have Blue ARPAnet transit 1960 1970 1980 1990 2000 2010 1950 ► Create and deny surprise ► Lean, agile organization with a risk-taking culture ► Idea-driven and outcome-oriented ► Demonstrate solution concepts 3/30/2011 2 Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 3. 3/30/2011 3 Fortunate consequences of high risk / high pay-off investment 1969 1990 1955-1959 1967 Unplanned innovation turned it into the world wide web. Original ARPAnet for sharing large volumes of lab data. The ‘Internet’ Original F1 engine too complicated for early launch requirements. Four years later developed for heavy-lift manned missions. Apollo launch 1999 1963 Transit 2A satellite pioneered doppler navigation for specific military missions. Became global precision navigation technology for military and civilian use. GPS Navstar Global Positioning System (GPS) satellite Image: USAF Research Lab Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 4. Art becomes life 3/30/2011 4 Interactive tablet communication 2001: A Space Odyssey (MGM) Real life 2010 DARPA 1969 ART 1969 Spaceflight Jules Verne ART 1865 DARPA 1958 Real life 1969 Portable phone Star Trek (Paramount) Real life 1996 DARPA1980s ART 1966 Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 11. Smoke detectors
- 13. Food packaging
- 17. Hang gliders
- 18. Art preservation
- 19. Quartz crystal timing equipmenthttp://www.sti.nasa.gov/tto/apollo.htm Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 20. 3/30/2011 6 Challenges► Successes ► Opportunity How can we lower barriers of entry into space? How can increased participation increase safety? How can we generate invention, investment and increased opportunity in space? How can we decrease costs by re-using mass on orbit? Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 21. 3/30/2011 7 Challenges ► Successes ► Opportunity Small satellites have decreased barriers of entry into space. Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 23. 1997 U.S. Government: Orbital Debris Mitigation Standard Practices.
- 24. 1998-2002 Japan, France, Russia, European Space Agency (ESA): Orbital debris mitigation guidelines.
- 25. 2002 Inter-Agency Space Debris Coordination Committee (IADC): Guidelines to mitigate the growth of the orbital debris.Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 26. 3/30/2011 9 Challenges ► Successes ► Opportunity Horizontal Launch Study Manned Servicing at GEO Study Beamed Energy Propulsion Study 100 Year Starship Study Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 28. Technologies for an improved upper stage(s) for reusability or higher performance.
- 29. Improved first stage options, including supersonic and hypersonic.Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 30. Opportunity ► Horizontal Launch Study (cont.) Reasonable timeframes for innovative launch options. 3/30/2011 11 Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 32. Identify activities which mitigate risk to human exploration.
- 33. Recommend areas for possible technology investment .
- 35. Crew transportation to GEO and return.
- 36. Near-GEO human presence considerations.
- 37. Robotic, EVA, and element infrastructure.Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 38. 3/30/2011 13 Opportunity ► Manned GEO Servicing Study (cont.) Research needs by servicing type. Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 41. Continuous presence at VLEO.
- 42. LEO to GEO transportation system.
- 43. Extreme deep space exploration.NASA artwork by Pat Rawlings Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 45. Optical Cavity
- 46. Lightcraft
- 48. Afterburner
- 50. Hydrogen
- 51. Nitrogen
- 52. Methane
- 54. µ Wave
- 57. Staged
- 58. Drop Tank
- 60. Nuclear
- 62. Relay Mirrors
- 63. Ground Site
- 64. Shipboard
- 65. Launch AvailabilityDistribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 67. What models have supported long term technology development?
- 68. What resources and financial structures have initiated and sustained prior settlements of “new worlds”?Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 69. 3/30/2011 17 Opportunity ► 100 Year Starship Study (cont.) Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 70. 3/30/2011 18 Opportunity ► 100 Year Starship Study (cont.) Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
- 71. DARPA, NASA and Spaceflight … great opportunities ahead 3/30/2011 19 Distribution Statement “A” (Approved for Public Release, Distribution Unlimited). DISTAR Case 16938
Notas del editor
- It was recognized from the outset that DARPA’s unique mission required an organization with unique characteristics. Among the most salient of these are:It is independent from service R&D organizations. DARPA neither supports a service directly nor does it seek to implement solutions to identified service requirements. Its purpose is to focus on capabilities that have not been identified in service R&D and on meeting defense needs that are not defined explicitly as service requirements. It is a lean, agile organization with a risk-taking culture. DARPA’s charter to focus on “high-risk – high-payoff” research requires that it be tolerant of failure and open to learning. It has had to learn to manage risk, not avoid it. Because of its charter, it has adopted organizational, management, and personnel policies that encourage individual responsibility and initiative, and a high degree of flexibility in program definition. This is one reason that DARPA does not maintain any of its own labs. A primary aspect of DARPA’s lean structure is that it centers on and facilitates the initiative of its program managers. The DARPA program manager is the technical champion who conceives and owns the program. As the program manager is the guiding intelligence behind the program, the most important decisions of DARPA’s few office directors are the selection of and support of risk-taking, idea-driven program managers dedicated to making the technology work.It is idea-driven and outcome-oriented. The coin of the realm at DARPA is promising ideas. The program manager succeeds by convincing others – the office director and the DARPA director – that he or she has identified a high potential new concept. The gating notion isn’t that the idea is well-proven, but that it has high prospects of making a difference. The DARPA program manager will seek out and fund researchers within U.S. defense contractors, private companies, and universities to bring the incipient concept into fruition. Thus, the research is outcome-driven to achieve results toward identified goals, not to pursue science per se. The goals may vary from demonstrating that an idea is technically feasible to providing proof-of-concept for an operational capability. To achieve these results the program manager needs to be open to competing approaches, and be adroit and tough-minded in selecting among these.http://www.darpa.mil/Docs/Intro_-_Van_Atta_200807180920581.pdf
- MOD. For consistency, underlined ‘System Implementation’ and ‘Power Systems’. Made the boxes a bit more consistent.
- Alternate version of previous slide.MOD. Removed the ‘seeded by’ line because all of the studies are seeded by DARPA and NASA.