PhoneSat In-flight Experience Results

Over the last decade, consumer technology has vastly improved its performances, become more affordable and reduced its size. Modern day smartphones offer capabilities that enable us to figure out where we are, which way we are pointing, observe the world around us, and store and transmit this information to wherever we want. These capabilities are remarkably similar to those required for multi-million dollar satellites. The PhoneSat project at NASA Ames Research Center is building a series of CubeSat-size spacecrafts using an off-the-shelf smartphone as its on-board computer with the goal of showing just how simple and cheap space can be. Since the PhoneSat project started, different suborbital and orbital flight activities have proven the viability of this revolutionary approach. In early 2013, the PhoneSat project launched the first triage of PhoneSats into LEO. In the five day orbital life time, the nano-satellites flew the first functioning smartphone-based satellites (using the Nexus One and Nexus S phones), the cheapest satellite (a total parts cost below $3,500) and one of the fastest on-board processors (CPU speed of 1GHz). In this paper, an overview of the PhoneSat project as well as a summary of the in-flight experimental results is presented

Reference-phase Model for the Transfer Process of Deep Tech Innovations

The term Deep Tech is receiving major attention from start-ups, venture capitalists, and governmental decision makers as this special group of technology does have a strong impact on societies and national innovation systems. In European countries, commercialization and industrialization of Deep Tech-related products lacks behind in international comparison. Nevertheless, academic research about the reasons and circumstances in this field is scarce. To fill this gap in research, a comprehensive Deep Tech transfer reference-phase model is developed based on the current state of knowledge that incorporates the entirety of the technology transfer process from science to industry. Taking Deep Tech characteristics into account, four reference phases are set up and described along three descriptive characteristics (TRL, focus, target state) and four requirement categories (knowledge, resources and infrastructure, financial requirements, actors in focus). The analysis and synthesis show that the requirements within the single phases do highly change due to an adapted focus and target state over the technology transfer process. With the present work, a sound understanding of the technology transfer process for Deep Tech is established which enables future researchers to derive phase-specific key success factors and valid governmental recommendations for the technology transfer of Deep Tech

Agile and Evm for the Dod: a Review of the Challenges and a New Approach to Solve them

Department of Defense (DoD) acquisitions must improve program performance while working within budgetary constraints. The DoD community shows an interest in utilizing Agile methodologies, but struggles to reap Agile\u27s benefits. They encountered challenges including the historically built up processes that enforce heavy-weight oversight; the outdated, manufacturing focused Work Breakdown Structures (WBS) provided in DoD Handbook: Work Breakdown Structures (WBS) for Defense Material Items (MIL-STD-881C); and the inability of the traditional waterfall based processes to accommodate iterative development. The author used the scientific method to review the documented issues encountered when using Agile on a DoD program within the constraints of Earned Value Management (EVM). The author developed the hypothesis that the currently available WBS options in MIL-STD-881C are in conflict with attempts to implement Agile software development methodologies and Agile Earned Value Management (AgileEVM) on DoD acquisition activities. Modifying MIL-STD-881C to include an iterative-based software development focused WBS would provide the DoD environment with a foundation to begin an overhaul of the current procedures and best practices to better support Agile methodologies and increase the adoption of Agile techniques. Based on the findings in this paper, additional research topics include: developing and defining the new WBS structure, determining what modifications are needed to other military standards, documented procedures, and best practices, and discussing the cultural changes needed to support and encourage greater use of Agile development methodologies in the DoD

The Boston University Photonics Center annual report 2013-2014

This repository item contains an annual report that summarizes activities of the Boston University Photonics Center in the 2013-2014 academic year. The report provides quantitative and descriptive information regarding photonics programs in education, interdisciplinary research, business innovation, and technology development. The Boston University Photonics Center (BUPC) is an interdisciplinary hub for education, research, scholarship, innovation, and technology development associated with practical uses of light.This annual report summarizes activities of the Boston University Photonics Center in the 2013–2014 academic year.This has been a good year for the Photonics Center. In the following pages, you will see that the center’s faculty received prodigious honors and awards, generated more than 100 notable scholarly publications in the leading journals in our field, and attracted $14.5M in new research grants and contracts this year. Faculty and staff also expanded their efforts in education and training, through National Science Foundation–sponsored sites for Research Experiences for Undergraduates and for Teachers. As a community, we hosted a compelling series of distinguished invited speakers, and emphasized the theme of Innovations at the Intersections of Micro/Nanofabrication Technology, Biology, and Biomedicine at our annual Future of Light Symposium. We took a leadership role in running national workshops on emerging photonic fields, including an OSA Incubator on Controlled Light Propagation through Complex Media, and an NSF Workshop on Noninvasive Imaging of Brain Function. Highlights of our research achievements for the year include a distinctive Presidential Early Career Award for Scientists and Engineers (PECASE) for Assistant Professor Xue Han, an ambitious new DoD-sponsored grant for Multi-Scale Multi-Disciplinary Modeling of Electronic Materials led by Professor Enrico Bellotti, launch of our NIH-sponsored Center for Innovation in Point of Care Technologies for the Future of Cancer Care led by Professor Cathy Klapperich, and successful completion of the ambitious IARPA-funded contract for Next Generation Solid Immersion Microscopy for Fault Isolation in Back-Side Circuit Analysis led by Professor Bennett Goldberg. These three programs, which represent more than$20M in research funding for the University, are indicative of the breadth of Photonics Center research interests: from fundamental modeling of optoelectronic materials to practical development of cancer diagnostics, from exciting new discoveries in optogenetics for understanding brain function to the achievement of world-record resolution in semiconductor circuit microscopy. Our community welcomed an auspicious cohort of new faculty members, including a newly hired assistant professor and a newly hired professor (and Chair of the Mechanical Engineering Department). The Industry/University Cooperative Research Center—the centerpiece of our translational biophotonics program—continues to focus on advancing the health care and medical device industries, and has entered its fourth year of operation with a strong record of achievement and with the support of an enthusiastic industrial membership base

The Boston University Photonics Center annual report 2013-2014

This repository item contains an annual report that summarizes activities of the Boston University Photonics Center in the 2013-2014 academic year. The report provides quantitative and descriptive information regarding photonics programs in education, interdisciplinary research, business innovation, and technology development. The Boston University Photonics Center (BUPC) is an interdisciplinary hub for education, research, scholarship, innovation, and technology development associated with practical uses of light.This annual report summarizes activities of the Boston University Photonics Center in the 2013–2014 academic year.This has been a good year for the Photonics Center. In the following pages, you will see that the center’s faculty received prodigious honors and awards, generated more than 100 notable scholarly publications in the leading journals in our field, and attracted $14.5M in new research grants and contracts this year. Faculty and staff also expanded their efforts in education and training, through National Science Foundation–sponsored sites for Research Experiences for Undergraduates and for Teachers. As a community, we hosted a compelling series of distinguished invited speakers, and emphasized the theme of Innovations at the Intersections of Micro/Nanofabrication Technology, Biology, and Biomedicine at our annual Future of Light Symposium. We took a leadership role in running national workshops on emerging photonic fields, including an OSA Incubator on Controlled Light Propagation through Complex Media, and an NSF Workshop on Noninvasive Imaging of Brain Function. Highlights of our research achievements for the year include a distinctive Presidential Early Career Award for Scientists and Engineers (PECASE) for Assistant Professor Xue Han, an ambitious new DoD-sponsored grant for Multi-Scale Multi-Disciplinary Modeling of Electronic Materials led by Professor Enrico Bellotti, launch of our NIH-sponsored Center for Innovation in Point of Care Technologies for the Future of Cancer Care led by Professor Cathy Klapperich, and successful completion of the ambitious IARPA-funded contract for Next Generation Solid Immersion Microscopy for Fault Isolation in Back-Side Circuit Analysis led by Professor Bennett Goldberg. These three programs, which represent more than$20M in research funding for the University, are indicative of the breadth of Photonics Center research interests: from fundamental modeling of optoelectronic materials to practical development of cancer diagnostics, from exciting new discoveries in optogenetics for understanding brain function to the achievement of world-record resolution in semiconductor circuit microscopy. Our community welcomed an auspicious cohort of new faculty members, including a newly hired assistant professor and a newly hired professor (and Chair of the Mechanical Engineering Department). The Industry/University Cooperative Research Center—the centerpiece of our translational biophotonics program—continues to focus on advancing the health care and medical device industries, and has entered its fourth year of operation with a strong record of achievement and with the support of an enthusiastic industrial membership base

Continuous Integration/Continuous Delivery Pipeline for Air Force Distributed Common Ground System (AF DCGS)

AF DCGS has a recognized need to improve speed of delivery for modification and sustainment of the weapon system. Given that the program office implemented a Continuous Integration/Continuous Delivery (CI/CD) process for the sole purpose of delivering capability to the field faster, there is a need to measure and report the pipeline throughput. This research conducts an independent evaluation of the newly implemented pipeline within AF DCGS’s existing integration and test laboratories. Actual project data from the agile development work environments is studied and hypothesis tests are conducted to substantiate that the CI/CD pipeline improved the speed of delivery. The research definitively shows that the CI/CD pipeline improves speed of delivery for AF DCGS from a range of 22% to 119% depending on the type of work product. Lastly, from observation and detailed study of the processes and data, recommendations are made for standardization and automated metrics collection, with suggestions for additional research to further characterize the pipeline with the intent to create a predictive model for more accurate estimation of delivery timelines

Using not-for-profit innovation networks to transition new technologies across the Valley of Death

Purpose This paper aims to seek answers to the question: What are the relevant factors that allow not-for-profit innovation networks to successfully transition new technologies from proof-of-concept to commercialisation? Design/methodology/approach This question is examined using the knowledge-based view and network orchestration theory. Data are collected from 35 interviews with managers and engineers working within seven centres that comprise the High Value Manufacturing Catapult (HVMC). These centres constitute a not-for-profit innovation network where suppliers, customers and competitors collaborate to help transition new technologies across the “Valley of Death” (the gap between establishing a proof of concept and commercialisation). Findings Network orchestration theory suggests that a hub firm facilitates the exchange of knowledge amongst network members (knowledge mobility), to enable these members to profit from innovation (innovation appropriability). The hub firm ensures positive network growth, and also allows for the entry and exit of network members (network stability). This study of not-for-profit innovation networks suggests the role of a network orchestrator is to help ensure that intellectual property becomes a public resource that enhances the productivity of the domestic economy. The authors observed how network stability was achieved by the HVMC's seven centres employing a loosely-coupled hybrid network configuration. This configuration however ensured that new technology development teams, comprised of suppliers, customers and competitors, remained tightly-coupled to enable co-development of innovative technologies. Matching internal technical and sectoral expertise with complementary experience from network members allowed knowledge to flow across organisational boundaries and throughout the network. Matrix organisational structures and distributed decision-making authority created opportunities for knowledge integration to occur. Actively moving individuals and teams between centres also helped to diffuse knowledge to network members, while regular meetings between senior management ensured network coordination and removed resource redundancies. Originality/value The study contributes to knowledge-based theory by moving beyond existing understanding of knowledge integration in firms, and identified how knowledge is exchanged and aggregated within not-for-profit innovation networks. The findings contribute to network orchestration theory by challenging the notion that network orchestrators should enact and enforce appropriability regimes (patents, licences, copyrights) to allow members to profit from innovations. Instead, the authors find that not-for-profit innovation networks can overcome the frictions that appropriability regimes often create when exchanging knowledge during new technology development. This is achieved by pre-defining the terms of network membership/partnership and setting out clear pathways for innovation scaling, which embodies newly generated intellectual property as a public resource. The findings inform a framework that is useful for policy makers, academics and managers interested in using not-for-profit networks to transition new technologies across the Valley of Death

Integrating the Department of Defense military services' technology development programs to improve time, cost, and technical quality parameters

E organizations currently do not provide for or permit any substantial degree of synergistic teaming, integration, or technology leveraging. As a result, technology development for each of the SR, DD(X), and FCS programs has failed to achieve schedule efficiency, cost effectiveness, and technical proficiency. To enable a successful development of these systems in particular and to prevent DoD system acquisition programs from failing to achieve the aforementioned parameters, a leveraged technology development strategy is needed. This thesis examined the potential for inter-service technology development and identified opportunities to leverage the development of common, critical technologies across the three services within the DoD in general and across the SR, DD(X), and FCS programs in particular. The findings of this study show that through careful planning and coordinated technology transition, DoD acquisition programs can indeed leverage the technology development efforts of the three services within the DoD. The identified technology leveraging opportunities will enable significant cost savings and schedule efficiency to the Space Radar, DD(X), and Future Combat Systems programs and help ensure deployment of these critical defense capabilitieshttp://archive.org/details/integratingdepar109453639Northrop Grumman Space Technology author (civilian).Approved for public release; distribution is unlimited

Successful Innovation Strategies in Norwegian Service Firms.

This thesis aims to explore the service innovation strategies adopted by successful startups, scaleups, and corporate firms in Norway. The purpose of this research is to identify and analyze the factors that contribute to the success of service innovation, with a focus on innovation strategies implemented in different modes of innovation and product market fit. The main approach for gathering data for this study's qualitative research method was semistructured interviews. Respondents from six firms that have had experience implementing service innovation strategies participated in the interviews. The intersubjective analysis approach was chosen for the analysis of the data. The results of this study imply that successful companies in Norway are moving toward a more service-oriented strategy with an emphasis on giving customers value-added services. Understanding customer needs, creating long-lasting solutions to meet those goals, and delivering a great user experience are the fundamental elements that make service innovation successful. The idea of servitization—where businesses shift toward providing a wider range of services—is also gaining popularity. Additionally, service innovation is greatly facilitated, and the likelihood of success is increased by innovative business models. By presenting details about the service innovation methods of successful startups, scaleups, and corporate businesses in Norway, this study adds to the body of literature on the topic. With an emphasis on business model innovation and servitization, this study provides practitioners with a thorough framework to use for effective service innovation. Key Words: Innovation, Strategy, Business model, and Servitization