Education in the Crosscutting Sciences of Aerospace and Computing

Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/140664/1/1.i010193.pd

NASA Technology Plan 1998

This NASA Strategic Plan describes an ambitious, exciting vision for the Agency across all its Strategic Enterprises that addresses a series of fundamental questions of science and research. This vision is so challenging that it literally depends on the success of an aggressive, cutting-edge advanced technology development program. The objective of this plan is to describe the NASA-wide technology program in a manner that provides not only the content of ongoing and planned activities, but also the rationale and justification for these activities in the context of NASA's future needs. The scope of this plan is Agencywide, and it includes technology investments to support all major space and aeronautics program areas, but particular emphasis is placed on longer term strategic technology efforts that will have broad impact across the spectrum of NASA activities and perhaps beyond. Our goal is to broaden the understanding of NASA technology programs and to encourage greater participation from outside the Agency. By relating technology goals to anticipated mission needs, we hope to stimulate additional innovative approaches to technology challenges and promote more cooperative programs with partners outside NASA who share common goals. We also believe that this will increase the transfer of NASA-sponsored technology into nonaerospace applications, resulting in an even greater return on the investment in NASA

Vision 2040: A Roadmap for Integrated, Multiscale Modeling and Simulation of Materials and Systems

Over the last few decades, advances in high-performance computing, new materials characterization methods, and, more recently, an emphasis on integrated computational materials engineering (ICME) and additive manufacturing have been a catalyst for multiscale modeling and simulation-based design of materials and structures in the aerospace industry. While these advances have driven significant progress in the development of aerospace components and systems, that progress has been limited by persistent technology and infrastructure challenges that must be overcome to realize the full potential of integrated materials and systems design and simulation modeling throughout the supply chain. As a result, NASA's Transformational Tools and Technology (TTT) Project sponsored a study (performed by a diverse team led by Pratt & Whitney) to define the potential 25-year future state required for integrated multiscale modeling of materials and systems (e.g., load-bearing structures) to accelerate the pace and reduce the expense of innovation in future aerospace and aeronautical systems. This report describes the findings of this 2040 Vision study (e.g., the 2040 vision state; the required interdependent core technical work areas, Key Element (KE); identified gaps and actions to close those gaps; and major recommendations) which constitutes a community consensus document as it is a result of over 450 professionals input obtain via: 1) four society workshops (AIAA, NAFEMS, and two TMS), 2) community-wide survey, and 3) the establishment of 9 expert panels (one per KE) consisting on average of 10 non-team members from academia, government and industry to review, update content, and prioritize gaps and actions. The study envisions the development of a cyber-physical-social ecosystem comprised of experimentally verified and validated computational models, tools, and techniques, along with the associated digital tapestry, that impacts the entire supply chain to enable cost-effective, rapid, and revolutionary design of fit-for-purpose materials, components, and systems. Although the vision focused on aeronautics and space applications, it is believed that other engineering communities (e.g., automotive, biomedical, etc.) can benefit as well from the proposed framework with only minor modifications. Finally, it is TTT's hope and desire that this vision provides the strategic guidance to both public and private research and development decision makers to make the proposed 2040 vision state a reality and thereby provide a significant advancement in the United States global competitiveness

The Future Professionals in Geomatics

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New Hampshire University Research and Industry Plan: A Roadmap for Collaboration and Innovation

This University Research and Industry plan for New Hampshire is focused on accelerating innovation-led development in the state by partnering academia’s strengths with the state’s substantial base of existing and emerging advanced industries. These advanced industries are defined by their deep investment and connections to research and development and the high-quality jobs they generate across production, new product development and administrative positions involving skills in science, technology, engineering and math (STEM)

Investigating in-service teachers' STEM literacy: the role of subject background and gender

Background: STEM literacy has increasingly become a significant educational goal worldwide. Teachers’ STEM literacy is of utmost importance in mediating students’ learning. Although many teacher preparation programs are being structured to accommodate the changing educational landscape there is still limited understanding of how teachers engage with STEM. Purpose: The purpose of this paper was to provide a comprehensive framework for tracing teachers’ STEM literacy which can be adapted for empirical investigations. The paper provided both a theoretical framework which consists of STEM knowledge, ability and attitudes and a methodological approach for tracing teachers’ STEM literacy. Sample: This study was conducted with 97 compulsory education teachers (48% female) in China. Overall, 66.0% of the participants taught science in primary and secondary school, 16% taught technology and 17% taught mathematics. Design and methods: The study was guided by two research questions: (a) What were the relationships between the elements of in-service teachers’ STEM literacy? (b) What differences, if any, were there in in-service teacher’ STEM literacy in terms of their subject background and gender? A pilot study confirmed the validation and reliability of the research tool. A series of t-tests and analyses of variance were performed to identify the status quo and any significant differences in teachers’ STEM literacy. Pearson Correlation analysis was conducted to measure the strength of the relationships between each two variables. Conclusions: The results suggested that the Teachers’ STEM Literacy Survey was valid and reliable for examining teachers’ STEM literacy and indicated (a) teachers performed well in the discipline knowledge (especially in scientific knowledge), but problem-solving ability (PSA) and STEM career interest (CI) were limited; (b) gender differences existed in teachers’ self-efficacy to PSA. Mathematics teachers had relatively lower confidence in PSA and (c) CI might have no correlation with teachers’ understanding of STEM knowledge and STEM ability

Report to the President and Congress on the Third Assessment of the National Nanotechnology Initiative

In this report, PCAST, serving in its role as the NNAP, assessed the effectiveness of the NNI over the past two years and since its inception. PCAST’s observations, conclusions, and recommendations presented here are based on the analysis of its 2010 NNI Working Group, consisting of 3 PCAST members and 12 additional nongovernmental experts in nanotechnology. The Working Group’s deliberations were informed by discussions with government officials, industry leaders, and technical experts from the wide range of fields affected by nanotechnology. Before beginning its review, the Working Group cochairs received input from the other members of PCAST, relevant Congressional committee staff, and staff from the Government Accountability Office (GAO), Office of Management and Budget (OMB), the National Research Council (NRC), and OSTP. Based on that input, the Working Group decided that there were three overarching categories that would prove most useful for assessing NNI performance and for arriving at valuable and actionable recommendations to ensure that NNI can succeed in the many roles it has to play. Those categories are: 1. Program Management—An appraisal of how well NNI leadership has performed with respect to the roles it has been tasked to carry out. 2. Nanotechnology Outcomes—An analysis of what the Federal nanotechnology investment has delivered and recommendations to enhance the outcomes, especially economic outcomes. 3. Environment, Health, and Safety (EHS)—An assessment of NNI’s performance in helping to orchestrate the identification and management of potential risks associated with nanotechnology, with particular attention paid to reviewing progress the NNI has made in following through on recommendations made in the 2008 NNAP review of the NNI. Because 2010 marks the tenth anniversary of the NNI, the panel decided it would be appropriate to conclude with a forward-looking chapter that discusses how nanotechnology might contribute to important societal needs and goals in the coming years

NASA Strategic Plan

The aforementioned strategic decisions and the overarching direction for America's aeronautics and space program are addressed in the Strategic Plan. Our Strategic Plan is critical to our ability to meet the challenges of this new era and deliver a vibrant aeronautics and space program that strengthens and inspires the Nation. The Plan is our top-level strategy