NASA AgencyReport

May 12, 2006

Kathy Fontaine

WGISS-21Budapest, Hungary

Exploration Systems

Space Operations

Science

Aeronautics Research

Mission Directorates

Ames Research Center

Dryden Flight Research Center

Glenn Research Center

Goddard Space Flight Center

Jet Propulsion Laboratory

Johnson Space Flight Center

Kennedy Space Center

Langley Research Center

Marshall Space Flight Center

Chief of Staff

Inspector General

White House Liaison

Office of the AdministratorAdministrator

Deputy Administrator

Associate Administrator

CentersMission Support

Offices

Chief Financial Officer

General Counsel

Chief Information Officer

Innovative Partnership Program

Office of the Chief Engineer

Prog Analysis & Evaluation NASA Advisory

CouncilAerospace

Safety AdvisoryCouncil

Office of theChief of S&MA

V3

NASA Shared Services

Institutional Planning and Investments

Office of infrastructure & Administration

Office of Human Capital Management

Office of Diversity & Equal Opportunity

Office of Security and Program Protection

Office of Procurement

Office of Small & Disadvantaged Business

Utilization

Ofc of Institutions & Management

Education

Public Affairs

Legislative Affairs

External Affairs

Strategic Communications

Integrated EnterpriseMgt Prog

Chief Medical Officer

NASA Organization

2006 NASA Strategic Plan

NASA’s Strategic Goals Strategic Goal 1: Fly the Shuttle as safely as possible until its retirement,

not later than 2010.

Strategic Goal 2: Complete the International Space Station in a manner consistent with NASA’s International Partner commitments and the needs of human exploration.

Strategic Goal 3: Develop a balanced overall program of science, exploration, and aeronautics consistent with the redirection of the human spaceflight program to focus on exploration.

Strategic Goal 4: Bring a new Crew Exploration Vehicle into service as soon as possible after Shuttle retirement.

Strategic Goal 5: Encourage the pursuit of appropriate partnerships with the emerging commercial space sector.

Strategic Goal 6: Establish a lunar return program having the maximum possible utility for later missions to Mars and other destinations.

Proposed Science Mission Directorate (SMD) Organization

Management &Policy Division

(R. Maizel)

HeliophysicsDivision

(R. Fisher)

AstrophysicsDivision

(R. Howard-Act.)

PlanetaryScienceDivision

(A. Dantzler)

Associate Administrator (AA) (M. Cleave)Deputy AA (C. Hartman)

Chief Scientist(P. Hertz)

Deputy AA for Programs

(M. Luther)

Chief Engineer(K. Ledbetter)

Deputy AA for Technology(G. Komar-Act.)

Earth ScienceDivision

(B. Cramer - Act.)

Budget (C. Tupper)

Policy (M. Allen)

Administration (D. Woods)

SMD Programs

*

Science Mission Directorate

Planetary Science Division

Astrophysics Division

Heliophysics Division

Earth ScienceDivision

New Frontiers

Mars Exploration

Discovery

Solar System Research

Living with a Star

Solar Terrestrial Probes

Explorers

Earth System Science Pathfinder

Earth SystematicMissions

New Millennium

Deep SpaceMission Systems

Ground Network

Hubble SpaceTelescope

Navigator

James WebbSpace Telescope

SOFIA

GLAST

ISSC: Herschel/Planck

DivisionProgram

Earth Science Research

Universe Research

Beyond Einstein

Applied Sciences

Heliophysics Research

Other Agency Support Programs

ESS Multimission OpsCassini

NASA Advisory Council (25 members)Science Committee

(5 members)

Science Subcommittees Executive Panel(chairs of SMD subcommittees)

Astrophysics Subcommittee

Heliophysics Subcommittee

Planetary Science Subcommittee

Earth Science Subcommittee

Each Subcommittee has about 15 members

NASA Advisory Committee Apparatus

Planetary Protection

Subcommittee

Exploration AeronauticsAudit & Finance

Human Capital

Earth Science Missions

Mission Launch Phase End of Prime

TOMS Jul-96 Implementation - Extended Operations Sep-98TRMM Nov-97 Implementation - Extended Operations Jan-01Landsat-7 Apr-99 Implementation - Extended Operations Jul-04QuikScat Jun-99 Implementation - Extended Operations Sep-01Terra Dec-99 Implementation - Extended Operations Sep-05ACRIMSAT Dec-99 Implementation - Extended Operations Mar-05EO-1 Nov-00 Implementation - Extended Operations Jan-02Jason Feb-01 Implementation - Extended Operations Dec-04SAGE III Dec-01 Implementation - Extended Operations Sep-05GRACE Mar-02 Implementation - Extended Operations Sep-05Aqua May-02 Implementation - Prime Operations Sep-08ICESat Jan-03 Implementation - Extended Operations Sep-05SORCE Jan-03 Implementation - Prime Operations Mar-08Aura Jul-04 Implementation - Prime Operations Sep-10Cloudsat Apr-06 Implementation - Post Launch Checkout Feb-08CALIPSO Apr-06 Implementation - Post Launch Checkout Apr-09NPP Apr-08 Implementation - DevelopmentOSTM Jun-08 FormulationOCO Sep-08 Implementation - DevelopmentGlory Dec-08 Implementation - DevelopmentAquarius Mar-09 Implementation - DevelopmentLDCM Jan-11 FormulationGPM Dec-12 Formulation

2006 2007 2008 2009 2010 2011 2012

LRDMC I&TCDR

LRDI&T

LRD

LRDMC I&TCDR

LRD

LRD

LRD

Spacecraft

GPM

OSTM

OCO

LDCM

Aquarius

Glory

NPP

Earth Science Flight Missionsin Formulation/Development

EOPM

EOPM

EOPM

EOPM

LRD = Launch Readiness DateEOPM = End of Prime MissionPDR = Preliminary Design ReviewCDR = Critical Design ReviewMC – Manufacturing CompletedI&T = Integration & Test Completed

PDR

CDR

CDR

PDR

CDR

CDR

Some Current Data System Initiatives

REASoN – wrapping up the first round in the next year

http://reason-projects.gsfc.nasa.gov/

ACCESS – just awarded this past February

Earth Science Data System Working Groups – began in January 2004

http://seeds.gsfc.nasa.gov

EOSDIS Evolution

http://eosdis-evolution.gsfc.nasa.gov

EOSDIS Evolution

From the charter document, June 2004, signed by Ghassem Asrar“The overarching goal for this study is to assess, by considering the future objectives, the current state of EOSDIS in order to identify the components that can/must evolve, those components that need to be replaced because of the rapid evolution of information technologies, and those components that require a phase-out strategy because they are no longer needed.

“This study should provide findings and options for evolution of elements of EOSDIS in order to:

Increase end-to-end data system efficiency and operabilityIncrease data usability by the science research,

application, and modeling communitiesProvide services and tools needed to enable ready use of

NASA’s Earth Science data in the next-decadal models, research results, and decision support system benchmarking

Improve support for end users”

Evolution Process

Steering Committee Appointed several teams to help assess different aspects of

EOSDIS EvolutionEvaluated team inputs throughout 2005Recommended a course of action to NASA HQ in late 2005

Draft implementation plan accepted; ESDIS Project now working on details

Key to the process is absolute minimal impact on existing operations.

Vision of Data System in 2015 Timeframe

NASA’s research communities have access to all EOS data through services at least as rich as any contemporary science information system, for example: Data access latency is no longer an impediment The physical location of data storage is irrelevant Finding data is based on common search engines (e.g., Google2015) Services are primarily invoked by machine-to-machine interfaces Multiple data and metadata streams can be seamlessly combined Custom processing (e.g., subsetting, averaging, reprojection)

provides only the data needed, the way they are needed Open interfaces and best practice standard protocols are universally

employed

The research and value-added provider communities use EOS data interoperably with any other relevant data sources (e.g., NPOESS, METOP, GPM, numerical models, in situ systems) and systems (e.g., Global Earth Observation System of Systems).

The EOS archive holdings are regularly peer reviewed for scientific merit: Procedures for such reviews have been developed and tested over a

decade Derived products that are not deemed scientifically useful are phased

out.

Vision, cont’d

Mechanisms to collect and preserve the pedigree of derived data products are readily available.

Processing and data are mobile: processing can be moved to data and/or data can be moved to processing.

NASA data systems have evolved into components that allow fine-grained control over cost drivers.

Expert knowledge is readily accessible to enable researchers to understand and use the data.

Community feedback directly to those responsible for a given system element is readily available.

Key Aspects of the Implementation Plan

Changes designed to

Improve efficiency and introduce more autonomy, agility and scalability through infusion of newer commodity based hardware

Move control over processing, archive and distribution for specific science data to science teams

Reduce complexity of existing system through development of several DAAC-unique systems

Reduce annual operational costs by 15-25% within 3 years

Changes will happen gradually over next 2-3 years and are planned to

Reduce risk associated with operational changes

Have “proof of value” periods before taking next steps

Continue full operations while evolving

Cool NASA Results

New Blue Marble generated using Terra MODIS data

California Floods

Flooding on the San Joaquin River (top) in mid April captured by MODIS Aqua. Bottom photo is one month earlier prior to above average rainfall.

Summary

Science organization and planning at NASA has undergone considerable change over the past year, and there is more to come.

But the essentials remain the same: Science questions drive mission and technology investments. Science and technology research will be selected based on

open, competitive processes. The pace of scientific progress will demand continuous

technological advancement. A vast web of partnerships in science, technology, and

applications are required to successfully conduct Earth system science.