The Mendeleev Crater chain: A description and discussion of origin

A 113-kilometer-long crater chain on the floor of Mendeleev Crater is the best morphological example of several similar chains on the lunar far side. Age relationships relative to Mendeleev Crater indicate that it is a younger feature that may have developed over a fault parallel to the lunar grid system. The dumbbell shape of the chain may be related to a differential stress along a fault crossing the floor that resulted in varying resistance to magma invasion

A computer program for the design and analysis of low-speed airfoils

A conformal mapping method for the design of airfoils with prescribed velocity distribution characteristics, a panel method for the analysis of the potential flow about given airfoils, and a boundary layer method have been combined. With this combined method, airfoils with prescribed boundary layer characteristics can be designed and airfoils with prescribed shapes can be analyzed. All three methods are described briefly. The program and its input options are described. A complete listing is given as an appendix

A computer program for the design and analysis of low-speed airfoils, supplement

Three new options were incorporated into an existing computer program for the design and analysis of low speed airfoils. These options permit the analysis of airfoils having variable chord (variable geometry), a boundary layer displacement iteration, and the analysis of the effect of single roughness elements. All three options are described in detail and are included in the FORTRAN IV computer program

The 2010 Desert Rats Science Operations Test: Outcomes and Lessons Learned

The Desert RATS 2010 Team tested a variety of science operations management techniques, applying experience gained during the manned Apollo missions and the robotic Mars missions. This test assessed integrated science operations management of human planetary exploration using real-time, tactical science operations to oversee daily crew science activities, and a night shift strategic science operations team to conduct strategic level assessment of science data and daily traverse results. In addition, an attempt was made to collect numerical metric data on the outcome of the science operations to assist test evaluation. The two most important outcomes were 1) the production of significant (almost overwhelming) volume of data produced during daily traverse operations with two rovers, advanced imaging systems and well trained, scientifically proficient crew-members, and 2) the degree to which the tactical team s interaction with the surface crew enhanced science return. This interaction depended on continuous real-time voice and data communications, and the quality of science return from any human planetary exploration mission will be based strongly on the aggregate interaction between a well trained surface crew and a dedicated science operations support team using voice and imaging data from a planet s surface. In addition, the scientific insight developed by both the science operations team and the crews could not be measurable by simple numerical quantities, and its value will be missed by a purely metric-based evaluation of test outcome. In particular, failure to recognize the critical importance of this qualitative type interaction may result in mission architecture choices that will reduce science return

Managing Science Operations during Planetary Surface Operations at Long Light Delay-Time Targets: The 2011 Desert RATS Test

Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona in the San Francisco Volcanic Field. Conducted since 1997, these activities are designed to exercise planetary surface hardware and operations in conditions where multi-day tests are achievable. Desert RATS 2011 Science Operations Test simulated the management of crewed science operations at targets that were beyond the light delay time experienced during Low-Earth Orbit (LEO) and lunar surface missions, such as a mission to a Near-Earth Object (NEO) or the martian surface. Operations at targets at these distances are likely to be the norm as humans move out of the Earth-Moon system. Operating at these distances places significant challenges on mission operations, as the imposed light-delay time makes normal, two-way conversations extremely inefficient. Consequently, the operations approach for space missions that has been exercised during the first half-century of human space operations is no longer viable, and new approaches must be devised

Yet Another Lunar Surface Geologic Exploration Architecture Concept (What, Again?): A Senior Field Geologist's Integrated View

Lunar surface geological exploration should be founded on a number of key elements that are seemingly disparate, but which can form an integrated operational concept when properly conceived and deployed. If lunar surface geological exploration is to be useful, this integration of key elements needs to be undertaken throughout the development of both mission hardware, training and operational concepts. These elements include the concept of mission class, crew makeup and training, surface mobility assets that are matched with mission class, and field tools and IT assets that make data collection, sharing and archiving transparent to the surface crew

Science Operations Development for Field Analogs: Lessons Learned from the 2010 Desert RATS Test

Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona on the San Francisco Volcanic Field. Conducted since 1997, these activities are designed to exercise planetary surface hardware and operations in conditions where long-distance, multi-day roving is achievable. Such activities not only test vehicle subsystems through extended rough-terrain driving, they also stress communications and operations systems and allow testing of science operations approaches to advance human and robotic surface capabilities

Managing Science Operations During Planetary Surface: The 2010 Desert RATS Test

Desert Research and Technology Studies (Desert RATS) is a multi-year series of hardware and operations tests carried out annually in the high desert of Arizona on the San Francisco Volcanic Field. Conducted since 1997, these activities are designed to exercise planetary surface hardware and operations in conditions where long-distance, multi-day roving is achievable. Such activities not only test vehicle subsystems through extended rough-terrain driving, they also stress communications and operations systems and allow testing of science operations approaches to advance human and robotic surface capabilities. Desert RATS is a venue where new ideas can be tested, both individually and as part of an operation with multiple elements. By conducting operations over multiple yearly cycles, ideas that make the cut can be iterated and tested during follow-on years. This ultimately gives both the hardware and the personnel experience in the kind of multi-element integrated operations that will be necessary in future human planetary exploration

Low speed airfoil design and analysis

A low speed airfoil design and analysis program was developed which contains several unique features. In the design mode, the velocity distribution is not specified for one but many different angles of attack. Several iteration options are included which allow the trailing edge angle to be specified while other parameters are iterated. For airfoil analysis, a panel method is available which uses third-order panels having parabolic vorticity distributions. The flow condition is satisfied at the end points of the panels. Both sharp and blunt trailing edges can be analyzed. The integral boundary layer method with its laminar separation bubble analog, empirical transition criterion, and precise turbulent boundary layer equations compares very favorably with other methods, both integral and finite difference. Comparisons with experiment for several airfoils over a very wide Reynolds number range are discussed. Applications to high lift airfoil design are also demonstrated

Co-Design Apprenticeships & Future Workforce Pathways: Corporate HR & University Partnerships

Strategic Opportunity: The workforce is ever-changing. Our latest challenge is finding workers who walk in with our needed skills and knowledge. This developed workforce is scarce and expensive. With the current workforce skills gaps increasing and rapidly changing job requirements, we need to think strategically and maximize all of our learning and development programs and dollars. This roundtable will discuss using tuition assistance and apprenticeships to create leadership development programs effectively and efficiently through partnerships. We will discuss the untapped opportunities within tuition assistance programs and how to align training and tuition assistance programs to build leadership pipelines about their personal experiences and are least likely to center on experiential learning. What we will explore: Rich will kick-off this roundtable with a five minute overview of IMSA’s vision statement is “by 2022, IMSA is a recognized global leader and catalyst in equity and excellence in STEM teaching and learning, innovation and entrepreneurship.” Followed by Michelle sharing a five-minute overview of Home Depot’s partnership with Bellevue University to create leadership pathways. This discussion of practical insights will dive into questions that look at Career Development from Talent Risk perspective like: Is the recent abandoning the four-year degree as a qualification a break from hiring orthodoxy or a short-term fad? As reported in the news recently, high-paying tech outlets like Apple, Google, and IBM, in addition to service-oriented companies like Costco, Starbucks, and Chipotle. Let’s explore why so many companies still insist upon a degree in the first place. How are assessments and frameworks for critical capabilities used to identify development needs? To what extent does your organizations use early career development to attract future talent? What are the “Must Have” practices for early career development? What measures are demonstrating the impact of early career development