T JPL IMPLEMENTATION PLAN - NASA · Jet Propulsion Laboratory FY’00 Implementation Plan • Identify, use, and continually improve all our work processes, incorporating best practices

Fiscal Year 2000

THE JPLIMPLEMENTATION

PLAN

ImplementingNASA’s Missionat theJet PropulsionLaboratory

Fiscal Year 2000


PLAN

ImplementingNASA’s Missionat theJet PropulsionLaboratory

Je t Propuls ion Laborator yFY’99 Implementat ion P lan

JPL is engaged in the quest for knowledge about our solarsystem, the universe, and the Earth to answer fundamentalscience questions and provide benefits to the nation frombreakthrough missions. An important objective is to helpbroaden the benefits of the space program by making it moreaffordable, dependable, and frequent and more widely engaging,relevant, and accessible. As we succeed we will help create aworld in which space enriches the human experience for all.

A key to achieving our goals is an increased emphasis on effectivepartnering and collaborations with other nations. We mustcombine strengths with other NASA centers, federal laboratories,industry, and academia to develop long-range strategies andengage broader capabilities for space exploration.

A second area of emphasis has been to restructure how weimplement challenging fast-track missions in a process-oriented,

Key to achieving our goals is an

increased emphasis on effective

partnering and collaborations with other

nations .... Working together, we will

continue to serve as a gateway to the

solar system and beyond.interdependent, multimissionenvironment. In a dramaticdemonstration of what can beaccomplished in this new environment,we have launched six missions inFY’99; of these, four were

It is the people of JPL who do JPL’s

work .... If each of us accepts personal

responsibility for the quality of work we

do .... and for building a supportive

work environment, JPL will continue to

be one of the best places on Earth from

which to explore space.

interplanetary missions launched for a total of $600 million and withinone percent of the cost estimate.

In FY’00 we will build on these accomplishments by enhancing ourprogram management practices and continuing to foster high-caliber,cross-functional teams. Working together, we will continue to serve asa gateway to the solar system and beyond.

Edward C. StoneDirector

Larry N. DumasDeputy Director

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The JPLImplementation Plan

Contents

The JPL Implementation Plan iv

The JPL Implementation Strategy 1

Implementing the NASA Mission at JPL 9

The NASA Strategic Roadmap 10

JPL Contributions to the Space Science Enterprise 13

JPL Contributions to the Earth Science Enterprise 27

JPL Contributions to the Human Exploration andDevelopment of Space Enterprise 41

JPL Contributions to the Aero-Space TechnologyEnterprise 43

Multi-Enterprise Technology 44

Multi-Enterprise Deep Space Communications andMission Operations 46

Reimbursable Work 48

JPL Institutional Implementation 51

JPL Institutional Contributions 53

Institutional Leadership and Operations 54

Technical Leadership and Operations 58

Outreach 60

Investments 63

Center of Excellence for Deep Space Systems 65

Charter 67

Key Capabilities: JPL Discipline Centers of Excellence 68

Technology: Meeting the Challenge 72

Appendices 73

JPL Points of Contact 75

JPL Alignment with NASA Enterprise Plans 77

FY’00 Performance Targets and JPL Objectives 85

Related Documents 103

Abbreviations 105

The JPL Plan

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The JPL Implementation Plan

NASA asks all centers, including JPL, to manage strategically. Thismeans that we must do our work in ways that support the plans andcommitments established by the Agency and by the NASA strategicenterprises. The JPL Implementation Plan provides the roadmap torelate all our programs, projects, and tasks—and ultimately ourindividual efforts—to NASA’s strategic and performance plans.

To ensure that management decisions and practices are based onsound strategic and implementation planning, NASA developed theNASA Strategic Management System. This system is responsive tothe Government Performance and Results Act (GPRA), a law thatrequires every federal agency (including NASA) to:

• Develop a strategic plan.

• Prepare and submit an annual performance plan to the presidentand to Congress.

• Submit an annual performance report to the president and toCongress.

Strategic management guidance for NASA centers and JPL isestablished in the NASA Strategic Management Handbook(NPG 1000.2). The JPL plan, which is shown within the NASAStrategic Management System on the next page, is organized intofour major sections:

• “The JPL Implementation Strategy,” which presents our mission,agency and enterprise assignments, values, strategies, and changegoals in support of NASA’s strategic vision.

• “Implementing the NASA Mission at JPL,” which describes howthe JPL programs, projects, and tasks contribute to NASA’s fourstrategic enterprises.

• “JPL Institutional Implementation,” which identifies JPL’scontributions to NASA’s four crosscutting processes.

• “Center of Excellence for Deep Space Systems,” whichsummarizes the key JPL capabilities, discipline centers ofexcellence, technologies, and unique facilities that supportNASA’s deep space systems mission.

Throughout the plan, JPL performance objectives (listed in sidebars)either contribute directly to targets in the FY’00 NASA PerformancePlan—and are indicated in bold type—or are JPL commitmentscritical to successful implementation. Performance reports arepublished in the JPL Self-Assessment at the end of each fiscal year.

NASA STRATEGIC MANAGEMENT AND IMPLEMENTATION PLANNING

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EnterpriseStrategic

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AnnualAgency

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Annual BudgetSubmit andFive-YearBudget

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AnnualAgency

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NASA’s Strategic Management System Documents(Modified from The NASA Performance Plan, Fiscal Year 2000)

Center ImplementationPlans

The JPLImplementation

Plan

(The JPLImplementationStrategy poster)

The JPLImplementation

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(The JPLImplementationStrategy poster)

Directorate plansDivision plansDirectorate plansDivision plansDirectorate plans

Division plansDirectorate Plans

Division Plans

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STRATEGY

In this section we present our mission, agency assignments,values, strategies, and change goals, which provide acommon focus for our efforts to implement NASA’s vision.

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Implementation Strategy

NASA is an investment in America’s future. As explorers, pioneers,and innovators, we boldly expand frontiers in air and space to inspireand serve America and to benefit the quality of life on Earth.

The NASA Vision

The NASA vision communicates thetheme for the future of the nation’saeronautics and space program.

NASA uses a variety of means toorganize and focus the efforts of thecenters to achieve Agency missions.

• Four Strategic Enterprises are theprimary business areas forimplementing NASA’s mission andserving customers.

• Centers of Excellence are focused,Agency-wide leadershipresponsibilities in a specific area oftechnology or knowledge.

• Center missions identify theprimary concentration ofcapabilities to support theaccomplishment of StrategicEnterprise goals.

• NASA programs are assigned toLead Centers for implementation;functional leadership operationsare assigned to Principal Centers.

JPL AssignmentsCenter Missions

• Planetary Science and Exploration• Earth Science Instrument Technology

Center of Excellence for Deep Space Systems

Space Science Enterprise• Lead Center for Exploration of the Solar System

• Mars Exploration Robotic Missions• Cassini–Huygens Mission to Saturn• Deep Space Systems: Outer planets missions and

associated technology programs• Foreign Space Science Collaborations

• Lead Center for the Space Infrared Telescope Facility• Lead Center for New Millennium Program• Coordinating Center for the Astronomical Search for

Origins• Operating Deep Space Missions

Earth Science Enterprise• Lead Center for New Millennium Earth Observing

Systems• Lead Center for Solid Earth and Physical Oceanography

Missions• Center for Scientific Leadership in Oceanography, Solid

Earth Sciences, and Atmospheric Chemistry.• Instrument Development

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JPL ValuesOpenness: of our people and our processes. We use candidcommunication to ensure better results.

Integrity: of the individual and the institution. We value honesty andtrust in the way we treat one another and in the way we meet our commitments.

Quality: of our products and our people. We carry out our missionwith a commitment to excellence in both what we do and how we do it.

Innovation: in our processes and products. We value employeecreativity in accomplishing tasks.

Our values are attributes we workto keep deeply rooted in the JPLculture.

JPL Mission

Expand the frontiers of space by conducting challenging roboticspace missions for NASA.

• Explore our solar system• Expand our knowledge of the universe• Further our understanding of Earth from the perspective

of space• Pave the way for human exploration

Apply our special capabilities to technical and scientific problems ofnational significance.

Our mission is what we do toimplement NASA’s vision.

Human Exploration and Development of Space Enterprise• HEDS/Space Science Joint Planning for Integrated

Robotic-Human Mars Exploration• Microgravity Fundamental Physics and Microgravity

Advanced Technology Development and TransferFunctional Leadership• Lead Center for NASA Electronic Parts and Packaging

Program

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• Focus our talents and resources in science, technology,and engineering on achieving that which no one hasdone before.

• Establish a presence throughout the solar system andaccelerate our understanding of Earth’s environment andthe universe through small, frequent, low-cost missions,and pursue a study of neighboring solar systems madeaffordable through innovation.

• Build the highest value space science and Earth-observation program by combining JPL’s strengths withthose of partners at other NASA centers and in industry,federal laboratories, academia, and other nations.

• Contribute to national goals by serving as a scientificand technological bridge between NASA and othergovernment agencies and by developing innovativeapplications programs that respond to evolving needs ofthese agencies.

• Infuse new technology into flight and ground systems,and transfer technology for commercial use.

• Nurture our capability to conduct a vigorous andsuccessful robotic space science and Earth-observationprogram.• Enhance the expertise and experience to

understand and integrate all aspects essential to theconceptualization, implementation, and conduct ofspace science missions.

• Provide the programmatic leadership that bringsrevolutionary technology and scientific continuityinto a series of missions.

• Infuse our knowledge of reliable, long-life spacecraftinto low-cost missions.

• Forge new linkages between science andtechnology to enable new observational instrumentsthat address critical science objectives.

• Set world standards for performance of deep spacetelecommunications and navigation capabilitieswhile simplifying and reducing the cost of missionoperations.

JPL Implementation Strategies

Our strategies are paths we willtake to support our customers’needs, consistent with the realitiesof the external environment.

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• Identify, use, and continually improve all our workprocesses, incorporating best practices to achieve highestquality products with minimum applied resources.

• Inspire the public with the wonder of space science, andenhance science and engineering education.

• Promote individual and organizational excellence byinvesting in employee learning and growth and by creatinga working environment based on mutual trust and respect.

• Contribute to the nation as a socially responsibleorganization.• Build a workforce that is representative, at all

levels, of America’s diversity.• Increase the opportunities for American businesses

to participate in NASA programs.

JPL Change Goals

TechnologyWe will rapidly develop and infuse cutting-edge technology into flightmissions and instruments.

• Accelerate the infusion of technology through systemicalignment, rapid development and maturation, andproactive incorporation in flight design.

• Invest in long-term technologies and processes thatenable breakthrough capabilities in flight and ground systems.

• Provide leadership in establishing a national spacetechnology collaboration among NASA centers and withother federal laboratories, universities, and industry.

PartneringWe will seek substantive collaboration with high-caliberorganizations whose strengths complement ours.

• Involve industry in significant roles in our missions andprograms while focusing our internal resources on one-of-a-kind, first-of-a-kind programs.

• Establish long-term relationships when mutuallyadvantageous.

Our change goals specify areaswhere cultural transformation isneeded over the next three to five years.

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EmployeeWe will, as a collective responsibility of all at JPL, create a workenvironment based on mutual trust and respect that enables high-quality work and promotes personal development.

• Engage employees in management decisions affectingtheir activities through open, candid, two-waycommunication.

• Provide employees with the information, tools, authority,and support necessary to fulfill their responsibilitieseffectively.

• Recognize employee contributions and celebrate oursuccesses in a manner that fosters teamwork andcollaboration.

• Invest in employee skill and career development byproviding the resources, time, and encouragement foremployees to acquire technical training.

• Provide employees with the mentoring and challengingassignments necessary to achieve professional personalgrowth.

Best Business PracticesWe will base our administrative processes on best businesspractices.

• Acquisition processes will provide purchasing andsubcontracting capability consistent with short-cycle-time missions.

• Financial processes will provide accurate, near-real-timefiscal information and mechanisms for fiscal control of allwork activities.

• The personnel acquisition, assignment, and deploymentprocesses will meet the needs of short-cycle-timeprojects and tasks.

Core Business ImplementationWe will implement challenging fast-track missions and systems in aprocess-oriented, interdependent, multimission environment.

• Adopt, use, and continually improve JPL core processes,tools, and facilities developed by the Develop NewProducts (DNP) Project.

• Develop, use, and continually improve the DNPprocesses that enable cost-effective, multimissionoperations.

• Adopt, use, and continually improve the support andservice processes, and related tools, implemented by theNew Business Solutions (NBS) Project.

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IMPLEMENTINGTHE NASA MISSIONAT JPL

In this section we

• Display JPL contributions within the NASA StrategicRoadmap to the Future.

• Summarize JPL programmatic contributions toenterprise and multi-enterprise goals.

• Identify JPL FY’00 performance objectives that supportprogrammatic implementation and NASA’s FY’00performance targets.

• Describe JPL work for reimbursable sponsors.

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NASAMission

To advance andcommunicatescientificknowledge andunderstanding ofEarth, the solarsystem, theuniverse, and theenvironment ofspace for research

To advancehumanexploration, use,and developmentof space.

To research,develop, verify,and transferadvancedaeronautics,space, andrelatedtechnologies

1999 – 2002

Establish aPresence

Deliver world-classprograms andcutting-edgetechnology througha revolutionizedNASA

Outer Planets I (Galileo ExtendedMission, Cassini–Huygens)

Great Observatory (SIRTF)Mars Surveyor Program ('01)Operating Deep Space missions

(VGR, ULS...)Origins (Keck Interferometer)Discovery (Stardust, Genesis, Deep Impact)SMEX (GALEX)Fundamental physicsAstrobiologyForeign-led science missions

Earth science missions,instruments, science

• SRTM, SAR, MISR, SeaWinds, AIRS

• ESSP (GRACE, CloudSat)

Outer Planets II (Europa Orbiter,Pluto Express, Solar Probe)

Great Observatory (SIRTF)Origins (SIM)Discovery (Deep Impact)Mars Sample Return,

micromissions, and future MarsSurveyor missions

ExplorerFundamental physicsAstrobiologySEU (FIRST, LISA, ARISE, Planck)Earth science missions,

instruments, science • SAR, Jason, AlphaSCAT,

TES, MLSMars Network (in situ

communication and navigationsystem at Mars)

Solar System in situ explorationand sample return

Future Outer Planets missionsOrigins (SIM, TPF)DiscoveryInterstellar missions

Mars Robotic Outposts • Permanent presence • Water accessFundamental physicsAstrobiology

Earth science missions,instruments, science

• ESSP • ExplorerIn situ communication and

navigation systems at variousplanets and their moons

• Interplanetary Internet

Mars Surveyor Program

• Landing sites

• Geology and climate

• Environmental experiments on Martian surface

• Joint planning (HEDS/Space Science)

2003 – 2009

Expand OurHorizons

Ensure continuedU.S. leadership inspace andaeronautics


• Sampling, drilling

• Aerocapture

• ISRU

• Shared payloads (HEDS/ Space Science)

First Robotic Outposts on Mars

Telecom and Operations • Mars Network; Mars

Areostationary RelaySatellite (for high-bandwidthcommunications)

JPL Space Station Research

Revolutionary TechnologyAdvances

Advanced flight systems

"System on a chip"

Advanced in situ andsampling systems

Large, lightweight, high-precision deployable structures

Ultrasensitive detectors

Microspacecraft and instruments

Intelligent, highly autonomoussystems

Highly advanced power,propulsion, and communications

Science data fusion,visualization, and compression

Critical New Technologies

Large, lightweight deployablestructures (SIM and NGSTtechnology programs, inflatabletechnology program)

Miniature spacecraft andinstruments (X2000, NMP DS2 '99)

Autonomous systems; sampleacquisition and return (SIM andNGST technology programs)

Innovative power, propulsion,and communications (X2000,NMP DS1 '98)

Unified flight, ground, and testdata system architecture

Advanced Robotic Systems

2010 – 2023

Develop theFrontiers

Expand humanactivity andspace-basedcommerce in thefrontiers of airand space

Mars Robotic Outposts

• Permanent presence

• Water access

• Infrastructure forhuman exploration

Joint robotic/humanexploration

Next-generation of MarsAreostationary relaysatellite systems

• HDTV (fully operational opticalcommunications)

Revolutionary TechnologyAdvances

Global operational opticalcommunications

Dramatically increasedcommunications bandwidth

High-fidelity virtual presence

Dexterous, dynamically stable,in situ autonomous roboticsystems

Novel in situ manufacturingsystems

Quantum sensors, computing

Autonomous spacecraftconstellations

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NASA Strategic Roadmap

The Agency’s goals have been grouped in three time framesspanning a 25-year period, as displayed on the NASA StrategicManagement System Roadmap.* Each timeframe is defined by aunifying theme that characterizes the primary focus of activity forthat period. The initial timeframe for the roadmap (1999–2002)presents the near-term goals that correlate to NASA’s fiscal year1999 budget and the president’s 5-year plan. Mid- and long-termgoals are presented in the 2003–2009 and 2010–2023 timeframes,respectively. These goals represent a balanced set of science,exploration, and technology development outcomes that the Agencybelieves can be accomplished over the next 25 years. While the mid-and long-term goals will be executed in timeframes that exceedcurrent budget authority, they represent a strategic direction that isconsistent with the NASA vision and mission.

The NASA Strategic Roadmap

The figure to the left setsJPL program activities intoNASA’s strategic roadmapto illustrate ourcontributions to NASA’snear-, mid-, and long-termmission plans.

* See the NASA Strategic Plan 1998 with 1999 InterimAdjustments, pages 8 and 9, for the complete set of roadmapgoals. NASA strategic plans are available at<http://www.hq.nasa.gov/office/codez/plans.html>.


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Space Science

This section presents

• JPL’s contributions to Space Science Enterprise sciencegoals (grouped within the theme areas of the enterprisemission), and to enterprise technology and educationgoals

• JPL performance objectives for FY’00

JPL Roles and Assignments

Center Missions• Planetary Science and Exploration • NASA Center for Excellence: Deep Space Systems

JPL Program Roles and Responsibilities• Lead Center for Exploration of the Solar System

• Mars Exploration Robotic Missions• Cassini-Huygens Mission to Saturn • Deep Space Systems: Outer planets missions and

associated technology programs • Foreign Space Science Collaborations

• Lead Center for the Space Infrared Telescope Facility• Lead Center for New Millennium Program • Coordinating Center for the Astronomical Search for

Origins• Operating Deep Space Missions

JPL Contributions to the Space ScienceEnterprise

SPACE SCIENCE ENTERPRISE MISSION

• Solve mysteries of the universe.

• Explore the solar system.

• Discover planets around other stars.

• Search for life beyond Earth.

From origins to destiny, chart the evolution of the universe and understand itsgalaxies, stars, planets, and life.

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JPL FY’00 Performance Objectives

Deliver the SIRTF InfraredArray Camera (IRAC),Multiband Imaging Photometer(MIPS), and InfraredSpectrograph (IRS) instruments.

Assemble and successfully testthe breadboard cooler for ESA’sPlanck mission.

Deliver the GALEX scienceinstrument to the PrincipalInvestigator at Caltech forscience calibration.

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Solve Mysteries of the UniverseNASA Science Goals

• Understand how structure in our universe (e.g., clusters of galaxies) emerged from theBig Bang.

• Test physical theories and reveal new phenomena throughout the universe, especiallythrough the investigation of extreme environments.

• Understand how both dark and luminous matter determine the geometry and fate of theuniverse.

• Understand the dynamical and chemical evolution of galaxies and stars, and theexchange of matter and energy among stars and the interstellar medium.

Understanding how the universe transitioned from the Big Bang tothe present profusion of galaxies, stars, and planets requires that weexamine the earliest traces of structure and the processes by whichit evolved. We must observe very young galaxies as they areforming, and we must begin to measure the amount of non-luminousmatter in the universe to understand the gravitational interactions.We must also understand the chemical and dynamical processeswithin galaxies, and the plasma processes by which stars dischargematter into the surrounding space.

JPL ContributionsOrigins of StructureProvide observations of very young and forming galaxies. (SIRTFand FIRST)

Observe the distribution of matter in the universe 300,000 years afterthe Big Bang, including the seeds from which clusters of galaxiesand galaxies grew. (Planck)

Use radio astronomy to study the evolution of active galactic nuclei.(Space VLBI and ARISE)

Return a sample of the solar wind to test our theories of planetarysystem formation. (Genesis)

In addition to its role in the GreatObservatories program, SIRTF marks thefirst major step in NASA’s Origins program,a series of missions designed to study theformation and evolution of galaxies, stars,planets, and the entire universe.

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Space Science

Non-Luminous MatterDetermine with high accuracy the total amount of matter in theuniverse and how much of it is dark, and, hence, the geometry andultimate fate of the universe. (Planck)

Help to quantify the amount of dust and other dark matter ininterstellar space. (SIRTF and FIRST)

Measure the mass, velocity, and composition of dust along itstrajectory. (Cassini–Huygens)

Chemical, Dynamical, and Plasma ProcessesProvide spectral characteristics of galaxies during their formation.(SIRTF and FIRST)

Study matter in the interstellar medium as it collapses to form starsand as it is expelled from stars. (FIRST)

Map the history and probe the causes of star formation. (GALEX)

Large-Scale Phenomena and Extreme ConditionsTest gravity in the strong field limit, observing gravitational wavesfrom the coalescence of black holes, binary black holes, and galacticbinary systems containing collapsed stars. (LISA)

Investigate the extreme environment near massive black holes inactive galactic nuclei. (ARISE)

Enhance our ability to accurately measure distances in the universeand the separation between galaxies. (SIM)

LISA will observe gravitationalwaves from the coalescence ofblack holes during growth ofmassive black holes.

ARISE will investigate extremeenvironments to test physicaltheories and reveal newphenomena.

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Complete the NGSTDevelopment Cryogenic ActiveTelescope Testbed (DCATT)phase 1, measure ambientoperation with off-the-shelfcomponents, and make finalpreparations for phase 2, themeasurement of cold telescopeoperation with selected “flight-like” component upgrades.

Demonstrate target perfomancelevels of the Superconductor-Insulator-Superconductor (SIS)mixer.

Objectives in bold contributedirectly to performance targetsin the NASA Performance Planfor FY’00. See appendix forcomplete text of targets andobjectives.

Solve Mysteries of the Universe

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Explore the Solar SystemNASA Science Goals

• Understand the nature and history of our solar system, and what makes Earth similarto and dif ferent from its planetary neighbors.

• Understand mechanisms of long- and short-term solar variability, and the specificprocesses by which Earth and other planets respond.

Understanding the nature of our solar system requires that wecharacterize the physical and chemical records of the processes thatformed its many diverse objects. Emphasis on in situ exploration andsample return will enable us to assemble and test integrated,predictive models of the evolutionary pathways of planets and solarsystems. We must investigate the evolution and current compositionof various bodies throughout the solar system, and we must alsoobserve the effects of the sun and the solar wind on the Earth and onother planets. These investigations will enormously enrich ourunderstanding of the history and future of planet Earth.

JPL ContributionsRecords of FormationObserve ancient surfaces in the outer solar system as well as theremnants of the solar nebula preserved in giant planet atmospheres.(Galileo and Cassini)

Study the chemical composition of primitive bodies, including comets,Pluto, and the Kuiper Belt objects. (Stardust, Deep Impact, and theOuter Planets Program)


Deliver Mars ‘01 Orbiter andLander science instruments thatmeet capability requirements.

Meet the milestone for theMars ‘03 instruments selectionand initiate implementation ofthe Lander mission. Deliverengineering models of theradio-frequency subsystem andantennas for the radar sounderinstrument.

Deliver Rosetta environmentalqualification models for thefour U.S.- provided instrumentsto ESA.

Complete Genesis spacecraftassembly and start functionaltesting.

Recover at least 90% ofplayback data from at least oneGalileo flyby of Io.


The Deep Impact mission willblast a crater into a comet nucleusto reveal the comet’s pristinematerial and structure retainedfrom the formation of the solarsystem.

Galileo images of Callisto, Ganymede, Io, and Europa have revealednew details of the geology and diversity of these Jovian satellites.

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Space Science


The Mars Climate Orbiter(MCO) will aerobrake from itsinitial insertion orbit into anear-polar, Sun-synchronous,circular orbit and will initiatemapping operations.

Mars Polar Lander willsuccessfully land on Mars inDecember 1999 and operate itsscience instruments for theprime mission.

The Mars Global Surveyor(MGS) will acquire sciencedata, conduct at least twoatmospheric mappingcampaigns, and relay to Earthdata transmitted at adequatesignal levels by the DeepSpace-2 Mars microprobes.

Capture at least 90% ofavailable Ulysses science data.

Successfully completepreliminary designs for theEuropa Orbiter and Pluto KuiperExpress missions.

Continue Cassini operationsduring the quiescent cruisephase without major anomalies,conduct planning for the Jupitergravity-assist flyby, andexplore early science datacollection opportunities.


Our Solar System: Present Conditions and Clues to the PastProvide a detailed physical and chemical characterization of theMartian surface and atmosphere. (Mars Surveyor Program)

Reveal the diversity of bodies in the outer solar system. (Galileo,Cassini, and the Outer Planets Program)

Active Solar and Planetary Processes Observe and report daily Martian weather. (Mars SurveyorProgram)

Observe volcanism on Io and perhaps surface changes on Europa. (Galileo)

Study the source and variability of the solar wind and the sun’smagnetic field. (Ulysses, Solar Probe, and Genesis)

Measure the sun’s effect on the planets and satellites and the extentof its influence. (Voyager, Galileo, Cassini, the Outer PlanetsProgram, and the Mars Surveyor Program)

Study tidal forces and the internal structure of Europa. (The OuterPlanets Program)

Galileo images of Europa showa crust that has been highlydisrupted, suggesting thatliquid water has been presentnear the sur face. A futureOuter Planets mission toEuropa will confirm andcharacterize the possiblesubsurface ocean.

Galileo images show an icy sur faceof Callisto that has been reworkedby extensive impact cratering.

Explore the Solar System

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The Cassinimission willfurther advanceour knowledge ofthe complex andbeautifulSaturnian system.

Study atmospheric circulation and magnetosphericprocesses.(Galileo and Cassini)

Study ring system dynamics. (Cassini)

Test the survivability of spacecraft electronics in the extremeradiation environment around Jupiter. (Galileo)

Study the plasma environment very near the sun. (Solar Probe)

Study conditions very deep in Jupiter’s atmosphere. (Outer PlanetsProgram)

Solar Probe will conductan in situ examination ofa stellar wind for clues toits generation, physicalcharacteristics, and chemical composition.


Average 12 hours of VoyagerInterstellar Mission datacaptured per day per spacecraftto characterize the heliosphereand the heliospheric processesat work in the outer solarsystem, as well as thetransition from the solarsystem to interstellar space.

Continue Stardust spacecraftcruise operations without majoranomalies and performinterstellar dust collection.


Explore the Solar System

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Space Science

Discover Planets Around Other StarsNASA Science Goal

• Understand how stars and planetary systems form together.

Understanding the nature and number of planetary systems aroundother stars calls for a variety of investigations. We will use telescopescapable of collecting the faint light from the earliest galaxies. We willcombine the light gathered from several small telescopes spaced farapart and create images with the equivalent resolution of a telescopethe size of a football field. With this technique, called interferometry,we can block the light from distant stars so that we will be able tosee the much smaller and dimmer planets orbiting them.

JPL ContributionsSearch for evidence of planet-forming disks around young stars andwill determine how the disks evolve. (SIRTF, FIRST, KeckInterferometer, and SIM)

Enable the detection of large planets and “brown dwarfs” in orbitaround other stars. (Keck Interferometer and SIM)

Demonstrate the technology for very-long-baseline opticalinterferometry using two separated spacecraft. Image brightastronomical objects at a resolution needed to detect planets aboutother stars. (Space Technology 3)

Drawing needed technologies from SIM, SIRTF, and NGST, detectplanets outside our solar system, and measure their atmosphericconstituents. Survey planetary systems around a thousand of thebrightest nearby stars. (TPF)


The Space InterferometryMission (SIM) System Testbed(STB) will demonstrate that theRemote Manipulator Systemsoptical path difference can becontrolled at 1.5 nanometers,operating in an emulated on-orbit mode.

Complete and deliver atechnology development planfor the Terrestrial Planet Finder(TPF) mission.

Test development of theinterferometer program forconnecting the twin Keck10-meter telescopes with anarray of four 2-meter classoutrigger telescopes bydetecting and tracking fringeswith two test siderostats.

Objectives in bold contributedirectly to performance targetsin the NASA Performance Planfor FY’00. See appendix forcomplete text of targets andobjectives.SIM will revolutionize the

field of astrometry—theprecision measurement ofstar positions on the sky—and enable planetdetection and the study of other solar systems in formation.

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Search for Life Beyond EarthNASA Science Goals

• Understand the origin and evolution of life on Earth.• Understand the external forces, including comet and asteroid impacts, that affect life

and the habitability of Earth.• Identify locales and resources for future human habitation within the solar system.• Understand how life may originate and persist beyond Earth.

Understanding life in the cosmos requires detailed study of thechemical and physical precursors to life, the conditions andenvironments that may lead to life both in our solar system and inother solar systems, and ultimately a search for direct evidence oflife. A natural extension of these scientific investigations will lead toan understanding of the future habitability of Earth and the potentialfor human expansion into the solar system.

JPL ContributionsThe “Building Blocks” of Life: An Inventory of Water and OrganicsStudy Mars crustal water and past organic chemistry. (MarsSurveyor Program)

Assay organics, ice, and water in the satellites and atmospheres ofJupiter and Saturn. (Galileo and Cassini)

Search for evidence of water on Europa. (Galileo extended mission)

Study cometary organics and their possible role in “seeding” life onEarth. (Stardust, Deep Impact)

Provide much more detailed insight into life’s chemical buildingblocks via an encounter with Pluto, a return to Europa, and a cometnucleus sample return. (Outer Planets Program)

Develop “biosignatures” of life in extreme temperature, dryness,salinity, and pH environments on Earth to identify the potentialplaces to search for extraterrestrial life. (Astrobiology studies)

Search for life in samples to be returned from Mars, comets, andother extraterrestrial locations by developing methods for in situ lifedetection. (Future missions to Mars and Europa)

Determine how various lifeforms alter the atmosphere of their hostplanets (astrobiology) and how the “signatures” of these alterationscan be detected remotely (TPF).

Stardust will capture samplesof comet gas and dust andreturn them to Earth.


Successfully complete theEuropa Orbiter project PDR andbegin the integration and testof the Avionics EngineeringModel.


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Space Science

The Mars Surveyorrobotic missions arebuilding acomprehensiveunderstanding of Mars’water, organics,climate, evidence of life,and resources for futuremissions.

Conditions, Environments, and Evidence of LifeAssess active chemistry at Titan, which may mimic pre-bioticconditions on Earth. (Cassini–Huygens)

Identify planetary systems around other stars as a first step in thedetection of habitable planets. (SIM)

Study Mars’ climate history and episodes conducive to the formationof life. Utilize landers and rovers to search in situ for evidence of life,and return samples to the Earth for detailed analysis. (MarsSurveyor Program)

Long-Term Habitability of the Earth Inventory and track near-Earth objects to understand long-termimpact probabilities (NEAT), and characterize selected objects.(Goldstone Solar System Radar)

Provide insight into global climate change by studying theevolutionary pathway of Mars. (Mars Surveyor Program)

Coordinate NASA-sponsored efforts to detect, track, andcharacterize potentially hazardous asteroids and comets that couldapproach Earth. (NEAP)

Human Exploration: Locales and ResourcesProvide data on Mars’ water and other resources, and producedetailed local and global maps of Mars for use in site selection andcomparison. (Mars Surveyor Program)

A Mars Sample Returnmission will seekevidence of past life on Mars.

The Cassini mission’s HuygensProbe will investigate theorganic chemistry of Saturn’smoon Titan and add to ourunderstanding of life’sprocesses.

Search for Life Beyond Earth

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Develop Innovative TechnologiesNASA Goals

• Lower mission life-cycle costs and provide critical new capabilities.• Develop innovative technologies to address far-term scientific goals, spawn new

measurement concepts and mission opportunities, and create new ways of doing spacescience.

• Develop and nurture an effective science/technology partnership.• Stimulate cooperation among industry, academia, and government.• Identify and fund the development of important crosscutting technologies.*

To meet the challenges of the exciting, aggressive, and cost-constrained future space science program, we must rely on anequally aggressive and carefully planned technology developmentprogram. Critical new developments are needed in low-mass,autonomous, robust deep space systems; instruments and systemsfor in situ exploration and sample return; and interferometry andadvanced telescope technologies. These will be complemented by avariety of ongoing core technology developments, and by groundtestbed and flight validation programs.

JPL ContributionsFocused Technology Development: Critical New CapabilitiesDevelop revolutionary micro-avionics, micromechanical systems, andcomputing technologies and build them into a new generation ofvery low-mass, highly capable space science flight systems.(Advanced Deep Space System Development Initiative, X2000 FirstDelivery)

Develop instruments and systems, including advanced rovers, for in situ exploration and sample return. (Exploration TechnologyProgram)

Develop technologies for space-based interferometers and largetelescopes. Develop technologies for autonomous operations ofmultiple spacecraft in formation. (Origins technology initiatives)

Develop technologies for advanced radioisotope power sources andintegrated avionic systems-on-a-chip. (Deep Space and Outer PlanetsProgram technologies)

Develop instruments and optics for far-infrared and submillimetertelescopes. (FIRST and Planck missions, Structure and Evolution ofthe Universe technology)

*Crosscutting technology is described in “Multi-Enterprise Technology.”


The Center for Integrated SpaceMicroelectronics will deliver tothe X2000 First Deliveryproject the first engineeringmodel of an integrated avionicssystem that includes thefunctionality of command anddata handling, attitude control,power management anddistribution, and sciencepayload interface. The systemwill be used on the EuropaOrbiter and other missions.


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Space Science

Inter ferometers collect starlight todetermine the positions of stars withextreme precision. Inter ferometry is akey technology for detecting planetsaround other stars.

Core Technology Developments: Multimission R&DPlan and conduct basic research and technology development inpropulsion, power, microdevices, environmental effects, sensors, andinstruments, autonomous mission operation, revolutionarycomputing (DNA, quantum), and design and operationsinfrastructure.

Develop technologies for end-to-end mission operation, datacollection, transmission, and analysis. (Mission Data System)

Develop key technologies, including higher radio frequency (e.g.,Ka-band) and optical communications systems, automated deepspace tracking stations and mission operations, high-bandwidth deepspace communications, autonomous navigation, science datavisualization, and protocols and standards that permit multimissionsystems and interoperability.

Technology Validation and InfusionIdentify key technologies for the future and validate them on spaceflight missions. Continue actual flight validation of key technologies.(Deep Space 1 and 2, Space Technology 3, New MillenniumProgram)

With DOD, flight validate new space technologies and measure thespace environment and its effect on spacecraft system. (STRV)

Demonstrate nanorover technology on an asteroid rendezvousmission in collaboration with the Japanese Institute of Space andAstronautical Science. (MUSES-CN)

Infuse new capabilities into low-cost missions. (Ground testbeds)

The New Millennium DeepSpace-2 spacecraft will deploytwo microprobes to penetratethe Mars sur face anddemonstrate technologies in situsubsurface science dataacquisition—key technologiesfor future planetaryexploration.

SIM technology is beingtested in the Micro-PrecisionInter ferometry Testbed, theworld’s only full-scaleexperimental model of aspace-based inter ferometer.


Demonstrate in situ subsurfacescience data acquisition technologyon Deep Space 2.

Develop (1) quantum technologies,(2) nano-biosystems technologies,and (3) large structures/opticstechnology thrusts.

Complete, review, and publish asuite of JPL technology roadmapskeyed to NASA visions for thefuture.

Develop Innovative Technologies

24


JPL programs contribute to a variety of successfultechnology commercialization, transfer, andpartnership programs.

Technology Investment PlanningEffectively plan technology for end-to-end mission/system designand costing. (Project Design Center, Team T, and Intelligent DesignEnvironment)

Conduct trade studies and assist in NASA’s prioritization andadministration of an effective technology program. (CETDPImplementor Office at JPL, Technology Planning and IntegrationWorking Group)

Technology Commercialization and Industrial PartnershipsForm advanced R&D partnerships with U.S. companies, apply JPLtechnology and special expertise to company problems, and developlong-range partnerships with industry to support emerging markets.(Commercial Technology Program)

Ensure that federally funded intellectual property is made availableto U.S. companies through licenses, and facilitate new start-upcompanies using JPL-derived technology.

Cooperative Technology DevelopmentsApplies the creative energies of industry to the advancement ofspace technology while developing products of commercial value.(through the Small Business Innovation Research program andtechnology cooperation agreements with industry)

“System on a chip” isthe long-term visionthat provides focus formuch of the DeepSpace technologyprogram.

Develop Innovative Technologies

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Space Science

Education and Public OutreachNASA Goals

• Use our missions and research programs and the talents of the space sciencecommunity to contribute measurably to efforts to reform science, mathematics, andtechnology education, particularly at the pre-college level, and the general elevation ofscientific and technical understanding throughout the country.

• Cultivate and facilitate the development of strong and lasting partnerships betweenthe space science community and the communities responsible for science,mathematics, and technology education.

• Contribute to the creation of the talented scientific and technical workforce needed forthe 21st century.

• Promote the involvement of underserved/underutilized groups in Space Scienceeducation and outreach programs and their participation in Space Science researchand development activities.

• Share the excitement of discoveries and knowledge generated by Space Sciencemissions and research programs by communicating clearly with the public.

JPL ContributionsJPL is a partner in realizing Space Science Enterprise goals foreducation and public outreach. We concentrate on incorporatingeducation and outreach elements into all of our space sciencemissions and providing easy access to information.

To share the excitement of discoveries and knowledge generated byspace science missions, JPL

• Sponsors and participates in teacher training anddevelopment of curriculum supplements.

• Contributes to systemic improvements in science andtechnology education.

• Works closely with the media.• Forms partnerships with museums, planetariums,

science and technology centers, libraries, andcommercial organizations.

• Develops visual products to illustrate discoveries.• Conducts regional and national conferences, workshops,

and other public events.

JPL leads the Solar System Exploration Education and PublicOutreach Forum, enables broad-based access to planetary datathrough the Planetary Data System and Photojournal, and providesthematic leadership for education and outreach efforts for SmallBodies, Planetary Exploration, and the New Millennium program.


See “Outreach” in the “JPLInstitutional Implementation”chapter.

Pasadena students download spaceimages from the Internet.


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• JPL’s contributions to the Earth Science Enterprise goals to:• Observe, understand, and model the Earth system to

learn how it is changing, and the consequences for lifeon Earth. (This goal is grouped into five science themes.)

• Expand and accelerate the realization of economic and societal benefits from Earth science, information, and technology.

• Develop and adopt advanced technologies to enable mission success and serve national priorities.

• Related JPL performance objectives for FY’00

JPL Roles and Assignments

Center Mission• Instrument Technology

JPL Program Roles and Responsibilities• Lead Center for New Millennium Earth Observing Systems• Lead Center for Solid Earth and Physical Oceanography

Missions• Science Contributions: Oceanography, Solid Earth

Sciences, and Atmospheric Chemistry• Mission Contributions: Instrument Development

JPL Contributions to the Earth Science Enterprise

EARTH SCIENCE ENTERPRISE MISSION

Develop a scientific understanding of the Earth system and itsresponse to natural and human-induced changes to enableimproved prediction of climate, weather, and natural hazards forpresent and future generations.

Earth Science

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Benchmark global and regionalrainfall measurements(support).

Conduct Sea Ice dynamicsresearch to predictconsequences of El Niño orLa Niña (support).

Use MISR data to determineconsequences of biomassburning in Africa (primary).

Launch Jason-1 mission(primary).

Continue measurement of totalsolar irradiance by launchingACRIMSAT (primary).

Use Airborne Sounder todecipher impact of past climatevariation on polar regions(support).

Use Passive-Active L-S Bandaircraft instrument to developtechnique for ocean surfacesalinity measurements(primary).

Generate the first basin-scalehigh-resolution estimate of thestate of the Pacific Ocean aspart of the international GlobalOcean Data AssimilationExperiment (GODAE). (primary)

Develop an automatic volcanocloud/ash detection algorithmemploying EOS data sets foruse by the Federal AviationAdministration. (support)

Objectives in bold contributedirectly to performance targets inthe NASA Performance Plan forFY’00. See appendix forcomplete text of targets andobjectives.

El Niño, La Niña, and African-American-Asian-Australian monsoonsare examples of seasonal-to-interannual climate variations thatimpact two-thirds of the world’s population. We will develop and useremotely sensed observations (together with in situ observations) tomonitor, describe, and understand seasonal-to-interannual climatevariations; and will use observational and model-assimilated data setsto improve understanding of climate processes and to improve ourpredictive models.

JPL ContributionsJPL is making science, technology, and mission contributions toNASA’s Climate Variablity and Change science program. Ourmissions, instruments, and experimental techniques focus onanswering two questions:

• Is climate varying in ways we can understand andpredict? (primary role)

• What causal relationships can be established betweenobserved climate changes and specific forcing factors?(supporting role)

JPL’s role in understanding climate variability includes responsibilityfor the following measurements and for the associated modeling,data assimilation, and data analysis.

NASA Goal: Observe, Understand, and Model the Earth SystemClimate Variability and Change

AIRS will fly on EOS PM-1 in theyear 2000 to make measurementsthat will improve weatherprediction and to observe changesin Earth’s climate.

The Gravity Recovery and ClimateExperiment will enable a betterunderstanding of ocean surfacecurrents and heat transport,changes in sea-floor pressure,ocean mass, mass balance of theice sheets and glaciers, andchanges in the storage of water andsnow on the continents.

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Ocean Surface WindsQuikSCAT was launched in June 1999 to partially fill a data gap inglobal ocean wind vectors created when the Japanese ADEOSspacecraft carrying the NASA Scatterometer was lost in 1997. TheSeaWinds mission, in partnership with the National SpaceDevelopment Agency of Japan for Earth remote sensing, isscheduled for launch on the ADEOS-II spacecraft in CY2001.

Ocean Surface TopographyData produced by the TOPEX/Poseidon spacecraft and itscontinuation with Jason-1, scheduled for launch in 2000, have variedapplications, including climate forecasting, hurricanes, oceancirculation, fisheries management, ship routing, offshore industries,marine mammal science, and monitoring marine debris and coralreef health.

Time-Variable Precision Gravity Field MappingGRACE (2001) will enable a new model of the Earth’s gravity field.JPL manages the mission for the University of Texas and leads thesatellite development and test for an international U.S.-Germanmission team.

Sea Surface TemperatureThe AIRS/AMSU/HSB instrument suite (JPL-AIRS suppor ts theGSFC-led par tnership) on the EOS PM-1 satellite will launch in2000 to enable daily use of the data products for weatherforecasting, to investigate the hydrological cycle in theatmosphere, and to study the long-term ef fects of water vapor onglobal warming.

Sea Surface SalinitySea surface salinity is a critical measurement to support oceancirculation investigations. Aircraft measurements and missionformulation studies are being undertaken in preparation for a seasurface salinity mission.

The SeaWinds instrument on boardNASA’s new QuikSCAT ocean-viewing satellite captured this imageof Hurricane Floyd on September 15,1999, as it moved toward Cape Fear,North Carolina.

Earth Science

Climate Variability and Change

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JPL is making important supporting contributions to understandingthe relationship between observed climate changes and specificforcing factors with data from near-term missions and planned futuremissions.

• The Multi-Angle Imaging Spectroradiometer (MISR),launched on Terra (formerly EOS-AM) in December1999, will measure the amount of sunlight absorbed bythe Earth’s surface and particles in the Earth’satmosphere.

• Cloud and water vapor forcing will be studied withAIRS/AMSU/HSB (2000) and CloudSat.

• ACRIMSAT (launched in December 1999) will monitorthe variability of the sun’s total output of optical energyfrom ultraviolet to infrared wavelengths — called totalsolar irradiance — for studies of sun/Earth climaticinteractions and solar physics analysis.

• Mass balance of polar ice sheets will be studied withinternational and future Fast-repeat InterferometricSARs (FIS).

Sea-Ice Dynamics and ThicknessThe Alaska SAR Facility (ASF) exists to acquire, process, archive,and distribute satellite SAR data for the U.S. government andresearch communities. These data are making significantcontributions to sea-ice science.

Observations of the El Niño/La Niña phenomenon in thePacific Ocean by the U.S./FrenchTOPEX/Poseidon orbiting satellitehave vastly improved ourunderstanding of the oceans,weather, and climate.


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Natural hazards are inevitable manifestations of Earth processes butneed not be inevitable disasters. NASA can assist society in reducinglosses of life, casualties, and property, as well as reducing social andeconomic disruptions from future natural disasters. This program’sgoal is to contribute to the scientific understanding of Earth processesand the conditions that lead to natural disasters, apply NASA-devel-oped, Earth-science- inspired technology to risk mitigation, transferdemonstrated technology to responsible federal and state agencies,and develop international conventions for timely exchange of space-based information relating to disastrous events.

JPL ContributionsJPL is making primary science, technology, and missioncontributions to NASA’s Solid Earth Science and Natural Hazardsscience program. Our missions, instruments, and experimentaltechniques focus on answering two questions:

• How is the Earth’s topographic surface beingtransformed and how can this knowledge be used topredict future changes?

• What are the motions of Earth’s interior and what canwe infer about internal processes, such as mantleconvection and the generation of Earth’s magneticfield?

Topography and Topographic Change The Southern California Integrated GPS Network (SCIGN) is anarray of GPS stations throughout Southern California forestimating earthquake potential and, in the event of an earthquake,to measure co-seismic crustal deformation.

ASTER (1999), an imaging instrument on Terra (EOS AM-1), willbe used to obtain detailed maps of surface temperature, emissivity,reflectance, and elevation, among other things. Thesemeasurements will significantly improve our ability to assessvolcanic hazards.

The Shuttle Radar Topography Mission (SRTM) will obtain high-resolution topography of 80% of the Earth’s land surface and willserve as the baseline data set from which high-resolutiontopographic changes will be measured with SAR interferometry.

NASA Goal: Observe, Understand, and Model the Earth System Solid Earth Science and Natural Hazards


Use southern California GPSarray data to understand theconnection between seismic riskand crustal strain leading toearthquakes (primary).

Demonstrate the utility ofspaceborne data for floodplainmapping with the FederalEmergency Management Agency(primary).

Develop models to use time-varying gravity observationsfor the first time in space(primary).


Location of GPS instrumentsmonitoring crustal deformation inSouthern California as part ofSCIGN. GPS is one of the mostimportant new technologies for thestudy of earthquakes and volcanichazards.

Earth Science

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Internal ProcessesJPL is responsible for the International GPS Service (IGS) andGlobal GPS Network (GGN), which are critical for supportingNASA’s low Earth-orbiting missions and research into changes inEarth’s rotation.

Systematic measurements of Earth’s magnetic field will be madewith the Champ, Oersted, and SAC-C missions.

Time-variable precision gravity field mapping will be provided byGRACE (2001) and follow-on missions employing laser metrologyand quantum measurement techniques.

Remote sensing imagingallows volcanologists tomonitor and map activevolcanoes that are otherwisedif ficult and dangerous tostudy.

SRTM, a reimbursable task fundedby NIMA through Code Y, flew onthe space shuttle in early 2000. Itproduced the most accurate andcomplete topographic map of theEarth’s sur face ever assembled.

Solid Earth Science and Natural Hazards

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JPL ContributionsJPL is making primary science and technology contributions andcontributes support to missions in NASA’s atmospheric chemistryprogram. Our science, technology, and experimental techniquesfocus on answering three questions:

• Is the Montreal Protocol working to stop ozone depletion byindustrially produced chemicals?

• How is the distribution of trace constituents affected bymeteorological and chemical processes?

• How much will industrial and urban pollution expand andwhat will be the consequences?

Data gathered include global observations from space and morelocalized observations from aircraft, balloon, and ground sensors.Modeling and analysis of the data and supporting laboratorymeasurements are used to advance understanding and provideguidance for future measurement needs.

The Microwave Limb Sounder (MLS) instrument on NASA’s UpperAtmosphere Research Satellite (UARS) studies stratospheric ozone.An advanced MLS is planned for the EOS CHEM satellite, and willmeasure key molecules that are critical for understanding globalchange in Earth’s upper troposphere, stratosphere, and mesosphere.

TES (2002), a high-resolution spectrometer to measure thedistribution of minor and trace gases in Earth’s troposphere, will flyon the EOS chemistry platform to calibrate models of the state of theEarth’s lower atmosphere.


Implement the SAGE III OzoneLoss and Validation Experiment(SOLVE). Acquire correlativedata to validate SAGE III dataand assess high-latitude ozoneloss with aircraft and balloonmeasurements.


NASA Goal: Observe, Understand, and Model the Earth SystemAtmospheric Chemistry

Aircraft and balloon data are improving ourunderstanding of the chemistry and processes af fectingatmospheric ozone, especially the stratospheric ozonelayer.

Tropospheric EmissionSpectrometer (TES) will fly on theEOS chemistry platform tocalibrate models of the present andfuture state of the Earth’s loweratmosphere.

Earth Science

34


JPL ContributionsJPL is supporting science, technology, and missions in NASA’sBiology and Bio-geochemistry of Ecosystems and Global CarbonCycle program. Our science, technology, and experimentaltechniques focus on answering three questions:

• How do ecosystems respond to and affect environmentalchange?

• How are land cover and land use changing? What are thecauses and consequences?

• What is the role of ecosystems in the global carbon cycleand how might it change?

Investigating Land Ecosystem Recovery from Disturbances

• MISR (1999)• ASTER (1999)• Hyperspectral Imaging• SAR

Identifying Changes in Land Cover/Land Use

• ASTER (1999)• EO-1 (2000)

Monitoring Changes in Marine and Terrestrial PrimaryProductivity

• Hyperspectral Imaging (AVIRIS and EO-1)

ASTER on Terra will serve as a‘zoom’ lens for the other on boardinstruments and will be a vital toolfor monitoring and mappingglaciers, volcanoes, and areas ofmarine and terrestrial productivityaround the world.

NASA Goal: Observe, Understand, and Model the Earth SystemBiology and Bio-geochemistry of Ecosystems and the GlobalCarbon Cycle

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NASA Goal: Observe, Understand, and Model the Earth SystemGlobal Water and Energy Cycle

JPL ContributionsJPL is making primary technology contributions and is supportingscience and missions in NASA’s Global Water and Energy Cycleprogram. Our science, technology, and experimental techniquesfocus on answering three questions:

• Is the global water cycle accelerating?• Can hydrologic processes that control water resources

be related to large-scale climate anomalies?• Can the affects of atmospheric and surface processes be

accurately represented in climate models?

Trends in the Water Cycle Rate • AIRS (2000)

Impact of Fast Processes on Climate• EOS-PM (2000)• CloudSat (2003)

Impact of Climate Change on Regional Weather• Cold land processes research (under study)

CloudSat will provide betterpredictions of clouds andtheir role in climate changethrough cloud-climatefeedback.

Earth Science

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NASA Goal: Expand and accelerate the realization of economicand societal benefits from Earth science, information, andtechnology

• Enable productive use of Earth system science results, data, and technology in thepublic and private sectors.

• Enable the development of a robust commercial remote sensing industry.• Increase public understanding of and involvement in Earth system science through

formal and informal educational opportunities.


See “Outreach” in “JPL InstitutionalImplementation” chapter.

Students conduct their own “oceanheight” experiment with aninteractive TOPEX/Poseidon modelin a museum exhibit.

JPL ContributionsScience Data SystemSupport the Alaska SAR facility by integrating high-payoffcommercial information technology and SAR processing solutionsthat will enhance product quality or reduce operations costs.

Partner with industry in evolving and operating the PhysicalOceanography DAAC to provide cost-effective data management anddistribution services for the oceanographic community.

Support the utilization of new data sets as well as the development ofthe EOS Data and Information System through participation in theEarth Science Information partnerships.

Education and Public OutreachJPL is a partner in realizing Earth Science Enterprise education andoutreach goals. JPL and Ames Research Center play leadershiproles in the development of a broad-based partnership with theCalifornia State University system to improve Earth science trainingfor future teachers. JPL is playing a substantial role in Enterpriseinitiatives in informal education, as well. JPL also providessignificant support to community colleges, as well as thematicleadership for education and outreach efforts for radar, oceandynamics and winds, GPS applications (including earthquakestudies), and the New Millennium program.

JPL shares the excitement and knowledge generated by Earthscience missions through a variety of educational and outreachactivities.

• Sponsors and participates in teacher training anddevelopment of curriculum supplements.

• Contributes to systemic improvements in science andtechnology education.

• Works closely with the media.• Forms partnerships with museums, planetariums,

science and technology centers, libraries, andcommercial organizations.

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Earth Science

• Develops visual products to illustrate discoveries.• Conducts regional and national conferences, workshops,

and other public events.

Applied Research and TechnologyWork with NASA to develop an Earth Science Applications Researchprogram capitalizing on JPL’s expertise in land remote sensing withASTER, AVIRIS, and AIRSAR.

Develop Earth Science Information partnerships designed to extendthe use and applications of the EOS DIS and its extensive dataholdings to a broader user and value-added community.

Improve access to Earth Science Enterprise science results anddistribution of applications results through key transfer agents, suchas associations of city, county, and state governments, as well ascommercial firms.

Work with GSFC and the commercial sector to develop advancedinstruments and develop and launch spacecraft for NOAAoperational environmental satellite programs.

Economic and Societal Benefits

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See “Outreach” in the “JPLInstitutional Implementation”chapter

JPL ContributionsRemote Sensing Technology and ConceptsParticipate in all aspects of Earth Science Enterprise technologyplanning.

• Participate in Technology Strategy Team ExecutiveGroup (TST/EG).

• Contribute to Earth Science Enterprise technologyplanning, including the Capability Needs Assessmentdatabase and the Integrated Technology DevelopmentPlan.

Lead the development of next-generation instruments in areas of JPLexpertise, including radars, passive microwave and submillimeterimaging spectroscopy, thermal IR, GPS, magnetometry, and in situchemical and meteorological measurements.

• Manage tasks funded by Code Y and Code S CoreTechnology program.

• Carry out instrument design and trade studies.• Develop advanced instrument prototypes, and manage

aircraft, uncrewed-aerial-vehicle, and balloondemonstrations as required.

• Carry out mission development and trade studies.

NASA Goal: Develop and adopt advanced technologies to enablemission success and serve national priorities

• Develop advanced technologies to reduce the cost of and expand the capability forscientific Earth observation.

• Develop advanced information systems for processing, archiving, accessing,visualizing, and communicating Earth science data.

• Partner with operational agencies to develop and implement better methods for usingremotely sensed observations in Earth system monitoring and prediction.

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• Work with the Earth Science Technology Office (ESTO)to plan for the infusion of new instruments,measurement techniques, and technology into futureEarth Science Enterprise missions.

Manage the New Millennium Program (NMP) to advance andvalidate instrument, spacecraft, and ground system technologiesrequiring spaceflight validation.

• Maintain a Science Working Group, includingappropriate Earth Science Enterprise representation toarticulate a NASA-wide vision of priority space systemcapability needs for the next century.

• Maintain a broad-based vision of leap-ahead technologieswith potential to significantly reduce the cost of futurehigh-priority Earth science missions.

• Manage the process by which appropriate validationflights are selected.

• Provide oversight management of the validation flights.

Earth Science

Advanced Technologies


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JPL Contributions to the Human Explorationand Development of Space Enterprise


Conduct successful Low-TemperatureMicrogravity Physics (LTMP) Facilitypreliminary design review.

Conduct requirements definitionreviews for three candidateinvestigations, and select two forthe first LTMP mission on theInternational Space Station (ISS).

Conduct successful science conceptreviews for three candidateinvestigations for the second LTMPmission on ISS.

Conduct successful requirementsdefinition review for first LaserCooling and Atomic Physics (LCAP)investigation on ISS, and scienceconcept review for the secondinvestigation.

Support NASA in conductingselection of new fundamentalphysics investigations by meams ofa NASA research announcement.

Support NASA in definition ofNational Center for MicrogravityFundamental Physics, and inselection of consortium members tooperate the center.

Complete the delivery of the MarsEnvironmental CompatibilityAssessment (MECA) to the MSP’01project.



• JPL’s contributions to the HEDS mission and objectives• Related JPL performance objectives for FY’00

JPL Roles and Assignments• HEDS/Space Science Joint Planning for Integrated

Robotic-Human Mars Exploration• Microgravity Fundamental Physics and Microgravity

Advanced Technology Development and Transfer

HUMAN EXPLORATION AND DEVELOPMENT OF SPACE ENTERPRISE

MISSION

To open the Space frontier by exploring, using, and enabling thedevelopment of Space and to expand the human experience intothe far reaches of Space.

OBJECTIVES

• Understand the fundamental role of gravity and the spaceenvironment in biological, chemical, and physical systems.

• Ensure the health, safety, and performance of space flight crewsthrough space and environmental medicine.

• Use HEDS research facilities innovatively to achieve breakthroughsin science and technology.

• Enable human exploration through Space Science Enterpriserobotic missions.

HEDS

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An LTMP facility is beingdeveloped to fly on theInternational Space Stationto conduct experiments inmicrogravity physics.

JPL ContributionsDevelop jointly (with the HEDS Enterprise) the ongoing MarsExploration Program and develop key technologies.

• Mars Surveyor ’01, ’03, ’05 (planned cooperatively withHEDS and other NASA centers)

• In situ resource utilization (participating with JSC)• Martian soil and dust characterization• Precision landing on Mars• Architecture for high-bandwidth communication and

in situ navigation at MarsIn collaboration with the Microgravity Research Program Office atMSFC, provide the leadership and management of the fundamentalphysics research discipline, including low-temperature condensedmatter physics, laser cooling and atomic physics, and gravitationaland relativistic physics.

• A program of ground research in fundamental physics.• A program of flight projects, with JPL-supplied

experimental hardware support.Manage basic and applied research programs in microgravityfundamental physics and microgravity advanced technologydevelopment and transfer.

Develop instruments for space station environment and health monitoring.

Robotic outposts would be permanent and self-sustainingwith occasional re-supply and could be deployed asexpandable intelligent stations in space or on the Moon,Mars, or elsewhere. They could conduct planetaryin situ studies or remote astrophysical observations andcould set the stage for later human participation.


Contribute to a technologyinvestment strategy to supportfuture human exploration.

Demonstrate capabilities forfuture human exploration.


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JPL Contributions to the Aero-Space TechnologyEnterprise


• JPL contributions to the Aero-Space Technology goal toenable the full commercial potential of space and theexpansion of space research and exploration.

• Related JPL performance objectives for FY’00.

JPL Roles and AssignmentsWhile JPL has no assigned role, JPL performs several tasks insupport of a visionary advanced space transportation program.

AERO-SPACE TECHNOLOGY ENTERPRISE

• Enable U.S. leadership in global civil aviation through safer,cleaner, quieter, and more affordable air travel.

• Revolutionize air travel and the way in which aircraft are designed,built, and operated.

• Enable the full commercial potential of space and expansion ofspace research and exploration.

• Enable world-class aerospace R&D services, including facilities andexpertise, and pro-actively transfer cutting-edge technologies insupport of industry and U.S. government R&D.

JPL ContributionsDevelop key technologies in high-speed and subsonic transportation,X-33 avionics, high-performance computing (informationtechnology), advanced propulsion (NSTAR).

Conduct a vigorous technology commercialization program(Commercial Technology Program).


Complete NSTAR mission profileground testing for Deep SpaceOne.

Support flight testing of the X-33 vehicle.


Aero-Space Technology

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The relationship between technology and new NASA programs ischanging. Technology now drives NASA’s future missions. Missionsare implemented when technology readiness allows an affordableimplementation. To meet this challenge, advanced technology mustbe planned, developed, and “infused” into programs much morequickly than before.

The NASA Office of Space Science is responsible for crosscuttingtechnology that supports the missions of more than one enterprisethrough its management of the Cross-Enterprise TechnologyDevelopment Program (CETDP). The CETDP develops multi-enterprise technology primarily at low technology-readiness levels.Emphasis is on basic R&D, proof of concept, and breadboarddevelopment. Development does extend into environmental testingand preparation for validation, but only with shared funding fromtechnology customers.

The CETDP develops technology in ten major “thrusts”:

• Advanced Power and Onboard Propulsion• Atmospheric and In-Space Systems• Breakthrough Sensor and Instrument Component

Technology• Distributed Spacecraft • High-Rate Data Delivery • Micro/Nano-Sciencecraft• Next-Generation Infrastructure• Surface Systems• Thinking Space System• Ultralight Structures and Space Observatories

Multi-Enterprise Technology

NASA MISSION RELATED TO MULTI-ENTERPRISETECHNOLOGY

To research, develop, verify, and transfer advanced aeronautics,space, and related technologies.


• A brief description of NASA’s Cross-EnterpriseTechnology Development Program.

• JPL contributions to cross-enterprise technologydevelopment.


Execute a 632 program responsiveto NASA needs.

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Each thrust is managed by a Thrust Area Manager, or TAM, whoreports to the CETDP Implementor. Through its competitive NASAresearch announcements, the CETDP ensures expandedparticipation of universities and industry in partnerships andtechnology transfer.

JPL ContributionsJPL will play a key role in managing this program by staffing theCETDP Implementor’s office. JPL will also staff three of the tenTAM positions.

JPL provides TAMs for three thrust areas.

The JPL technology program supports all thrusts in the CETDP.

JPL’s support technology development ranges from early concepts tovalidated, mission-ready software and devices. Technology effortsare grouped into three main categories:

• Core Technology: Fundamental and often enterprise-crossing technology research and development. (CETDP,Director’s Discretionary Fund, advanced concepts,HPCC, information systems)

• Focused Technology: Transitional and future-mission-set–responsive technology-maturing efforts (AdvancedTechnology)

• Technology Qualification, Validation, and Demonstrationto bring technology to full mission readiness (subsystemdemonstrations). (New Millennium)

JPL’s combination of core, focused, and validation programs willprovide direct support for the CETDP and a complete and effectivepathway for the infusion of multi-enterprise technology into NASA’smissions.

Technology

SubsystemDevelopment

andDemonstration

FocusedAdvanced

Development

CoreTechnology

Development

"The Gap"

Technology Readiness Level

1 2 3 4 5 6 7 8 9

Use of technology readiness levels helps toensure that the right technology is ready at theright time. FY’00 ef forts will enable balancedtechnology infusion.

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• JPL contributions to NASA deep space flight projectsdata and mission services.

• Related performance objectives for FY’00.

JPL ContributionsThrough its telecommunications and mission operations efforts, JPLprovides NASA’s deep space flight projects with data and missionservices. These activities are conducted for both the NASA Office ofSpace Science and, the Space Operations Management Office(SOMO) of the NASA Office of Space Flight. As a major contributorto the NASA Space Science Enterprise and, eventually, to the pilotedMars missions of the Human Exploration and Development of SpaceEnterprise, JPL plans and develops world-class advanced telecom-munications and mission operations technologies. Programmaticresponsibilities span four areas:

• Provide telecommunications for successful execution ofa broad spectrum of space exploration missions.

• Provide mission operations that add significant value tothe conduct of space exploration missions.

• Conduct ground-based radio astronomy, solar systemradar, and radio science observations.

• Manage and operate assigned flight projects.In executing these responsibilities, JPL will make significantcontributions to the revolutions in system architectures andtechnologies needed to provide reliable, af fordable communicationsand operations support to the growing fleet of spacecraft andmobility systems exploring our solar system — and beyond.

Implementing New System ArchitecturesJPL is transforming NASA’s Deep Space Network and associatedMission Operations System architecture into a service provisionsystem known as the Deep Space Mission System (DSMS). Thissystem will enable more efficient provision of currently availableservices as well as the creation of entirely new services. A keyfeature of the DSMS will be a better unification of the flight-groundarchitecture needed to operate spacecraft and mobility systems.Within this unified architecture, JPL is working to evolve both theflight- and ground-based hardware and software to have standardized“plug-and-play” compatibility. Hence, unlike the mission-unique and,therefore, expensive hardware and software needed to operate

Multi-Enterprise Deep Space Communicationsand Mission Operations


Contribute to the plannedreduction of the spacecommunications budgetconsistent with SOMO’sinstructions and associatedcustomer priorities.

Invest JPL spacecommunications technologybudget in activities that willlead to new services, decreasedunit service costs, and/orincreased service quantity andquality, while providing thepotential for space commercialopportunities—includingleveraging throughrelationships with industry,academic institutions, and othergovernment organizations.

Track DSN unscheduleddowntime to establish abaseline to measure futureimprovements.


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missions of the past, the new operations paradigm will be both moreapplicable and affordable for a broad spectrum of missions. And,much of it will actually be embodied in onboard spacecraft autonomy— enabling a more affordable, multimission-capable MissionOperations System architecture and less frequent contacts with analready oversubscribed ground antenna network.

Communications protocols between spacecraft and ground are beingevolved away from complicated bit exchanges, toward file transferprotocols similar to those used on the Internet. In essence, anInterplanetary Internet is being created. The simple, intuitiveinterface associated with this approach should greatly simplifymission support and enable customers to have easy, affordableaccess to data and value-added data products. Analogous to trends inprivate industry, customers will see deep space telecommunicationsmerged with information services.

An initiative integral to creating one of the first gateways on thisInterplanetary Internet is the Mars Network — a constellation ofcommunication relay and navigation satellites designed to supportMars global reconnaissance, surface exploration, sample returnmissions, robotic outposts, and eventual human exploration. Byproviding in situ support for these missions, Mars Network willincrease the data volume that they can return to Earth, whilesignificantly diminishing the load such missions would place on theDSMS if each were to require individual tracking while at Mars. Asin situ operations expand to other bodies (e.g., Europa, comets,asteroids) techniques pioneered with the Mars Network will beapplied to enhance and enable missions to these destinations.

Implementing New TechnologiesProviding reliable, af fordable telecommunication, navigation, andmission services to the rapidly growing spacecraft fleet alsonecessitates the application of new technologies. Along with the on-board autonomy described above, JPL is also working to develop andapply technology that will automate and simplify network operationson the ground. And, to service the exploratory fleet withoutsubstantially increasing expensive ground-based assets, JPL isworking to improve network capacity through the application ofhigher radio, and even optical, frequencies – enabling orders-of-magnitude leaps in the data rates available for future missions. Toenable maximal use of this mission data return, JPL will work toadvance science data fusion, visualization, and compressiontechnologies.

At the same time, JPL is continuing to apply its telecommunicationassets to the vigorous pursuit of radio astronomy, solar system radar,and radio science observations. In conjunction with newtelecommunications techniques, these scientific pursuits offer anopportunity to validate technology while enhancing science return.

Communications

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Reimbursable Work


Increase the number of formal,technology developmentpartnering agreements withfederal organizations by atleast one.

Initiate at least one formal,technology developmentpartnering agreement with anaerospace firm.

Increase reimbursable fundingof technology developments ordemonstrations that supportNASA needs by at least 10%.

Increase reimbursable fundingof in-situ technologies by atleast 10%.

Arrange for at least one newJPL technology to bedemonstrated on a mission ofanother agency, or for anotheragency's technology to beflown on a JPL mission.



• A description of the JPL reimbursable program.• Examples of JPL contributions to NASA’s effort through

collaborations with other federal agencies and industry.• Related performance objectives for FY’00.

JPL’s Reimbursable ProgramTo support NASA’s strategy to achieve efficiency and effectivenessthrough collaboration with other federal agencies and industry, theJPL reimbursable program has three primary purposes, eachresponding to a NASA performance target.

• Build bridges to other organizations to combinestrengths. JPL seeks interdependent partnerships with otherfederal agencies, federal laboratories, and NASA’s industrialsupplier community. Partners are selected from amongorganizations whose missions or technologies closely parallelNASA interests; partnerships are formalized when a long-term program of interdependent work can be anticipated. JPLcurrently has formal partnership agreements with the AirForce Research Laboratory and the National ReconnaissanceOffice—Office of Advanced Science and Technology. In FY’00JPL will pursue additional mutually beneficial partnershipsand explore a wide variety of relationships among partners.JPL’s experience indicates that innovative new partnershipsand funding models are necessary to achieve NASA strategicneeds.

• Seek collaborative technology development anddemonstration opportunities. JPL’s collaborative workfocuses on three mission and technology categories:spacecraft systems and technology, in situ instrument andmobility technology, and mission control technology. Thesecollaborative opportunities arise from JPL’s partnerships andfrom outreach to agencies, laboratories, and companies withmissions and technologies synergistic to JPL’s. JPL alsoapplies its special capabilities to technical and scientificproblems of national importance. These activities must passrigorous screening by both JPL management and the NASAManagement Office. The screening ensures that the activitiesinvolve areas of special competence, that they are significantto NASA and to the nation, and that they do not compete withor duplicate industry work.

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• Provide a path for the transfer of NASA technologyto industrial suppliers to stimulate supplierinnovation and performance. JPL’s technologycommercialization efforts to aerospace firms continue toaggressively implement the Technology Affiliatesprogram and technology development partnerships.These efforts also address NASA’s congressionalmandate to further U.S. economic competitivenessthrough transfers to non-aerospace firms.

JPL ContributionsExamples of Reimbursable Spacecraft Technology Efforts

JPL is participating in mission studies for an on-orbit rendezvous anddocking demonstration with the Air Force Research Laboratory(AFRL) and for on-orbit spacecraft servicing (by means ofrendezvous and docking) with the Defense Advanced ResearchProjects Agency as a means of sharing costs to validate Mars SampleReturn on-orbit capsule recovery technology.

The National Reconnaissance Office (NRO) is co-funding the NASACrosscutting Technology Development Program’s NASA ResearchAnnouncement (NRA) to develop very lightweight, large opticalspace structures. Such structures are a goal of NASA’s newGossamer Space Structures program.

JPL and AFRL are jointly developing large, lightweight radarantennas under NRO Director’s Innovation Initiative funding. Theseantennas have potential value to future NASA radar missions andextend the design space of very lightweight structures.

For the Defense Advanced Research Projects Agency (DARPA), JPLis developing a new paradigm for the design of evolvable hardwarefor adaptive computing. The effort will demonstrate self-reconfigurable circuits that evolve directly in hardware on a VLSIchip. This work is being implemented in JPL’s Center for IntegratedSpace Microsystems.

NASA/GSFC and NASA/JPL are participating in an interagencypartnership involving Sandia Laboratories, AFRL, NRO, and IntelCorporation to develop a radiation-hardened version of the IntelPentium® processor. Completion of this work will allow most populardesktop software to operate on board space vehicles.

Examples of Reimbursable In Situ Technology Efforts

For DARPA, JPL is serving as a technical hub for electroactivepolymer material evaluation. In addition, within this hub JPL willdesign, develop, and demonstrate muscle-like actuators,mechanisms, and devices that will enable advanced devices for in situ exploration missions.

Reimbursable Work

For the Army Research Laboratory, JPL is developing TerrainPerception Software that permits autonomous operations of a vehicleover off-road terrain. The software identifies obstacles in thevehicle’s path and then steers the vehicle to avoid them. Thesoftware is in simultaneous use for advanced planetary rovers.

Examples of Reimbursable Mission Control TechnologyEfforts

Under joint funding from the National Security Agency and theNASA High Performance Computing program, JPL is leading anationwide team of university, industry, and federal laboratoryresearchers to develop the world’s first computer operating atpetaflop speeds. Such computing capability will be needed asmodern model-based design and mission control techniques reachmaturity.

For the Defense Information Systems Agency (DISA), JPL isdeveloping the Kernel of the Common Operating Environment, theenvironment in which all defense command and control softwareoperates. This work is being performed in partnership with JPL’snew Mission Data System development.

For the Marine Corps Warfighting Laboratory, JPL is developing aweb-based, object-oriented shared net and wireless, mobile LANnetwork to provide real-time, intelligent, tailored information routingfrom a common, automatically updated data set. This enablesautonomous reasoning in a changing environment (in situ decisionmaking).

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JPLINSTITUTIONAL

IMPLEMENTATION

In this section we

• Demonstrate how JPL contributes to NASA’scrosscutting processes and objectives.

• Describe how JPL’s institutional leadership andoperations, technical leadership and operations,outreach activities, and investments contribute toNASA’s mission.

• Identify the JPL implementation activities and FY’00performance objectives that support institutionalprocesses and activities.


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JPL IMPLEMENTATION SUPPORT TO NASA’S CROSSCUTTING PROCESSES

ManageStrategically

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Provide AerospaceProducts and Capabilities

GenerateKnowledge

CommunicateKnowledge

Office ot the Director andExecutive Council

Office of the Associate Director andInstitutional Management Committee

Chief Scientist

Strategic Management

Change Management

Human Resources

Engineering and Science Directorate

Engineering andMission Assurance

Education and Public Outreach

Commercialization andTechnology Transfer

Program Directorates(SESPD, TAP, TMOD)

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Chief Financial Officer

Institutional Computing andInformation Services

NASA'sCrosscutting

Processand

Objectives

JPLContributions(by organization)

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Institutional

In “Implementing the NASA Mission at JPL,” we described how JPLaligns with NASA’s enterprises and programs. This section describeshow JPL aligns institutionally with NASA by identifying JPLcontributions to NASA’s crosscutting processes and process objectives.

JPL Roles and AssignmentsFunctional Leadership

• Lead Center for NASA Electronic Parts and PackagingProgram.

JPL Institutional Contributions

NASA’S CROSSCUTTING PROCESSES AND OBJECTIVES

Manage Strategically

• Optimize alignment with customers and ensure compliance

• Improve acquisition processes

• Improve information technology capability and services

Provide Aerospace Products and Capabilities

• Reduce cost and development time of products and services

• Improve engineering capability

• Capture best practices and process knowledge to improve program/projectmanagement

• Integrate technology efforts with outside customers and partners

Generate Knowledge

• Acquire advice

• Plan and set priorities through roadmaps, meetings, review process, etc.

• Select and fund/conduct research analysis programs

• Select and implement flight missions

• Analyze data

• Publish and disseminate results

• Create archives for mission data

• Conduct further research of all enterprise data programs

Communicate Knowledge

• Highlight and create opportunities for NASA customers to participate

• Improve knowledge, understanding, and use of NASA’s programs

(Paraphrased from NASA Performance Plan, Fiscal Year 2000)

JPL FY’00 Performance Objective

Office of the Director/Deputy Directorand Executive Council

Accomplish all schedule and costcommitments for FY’00 as plannedin POP99-1.

Chief Scientist

Select a Grand Challenge researchconcept for JPL and startinvestigation.

Initiate at least two additionalmemoranda of understanding withuniversities.

Ensure the establishment of anastrobiology laboratory/facility atJPL by the end of FY’00.

Ensure the upgrade of the dataacquisition system for the NearEarth Objects Project is complete bythe end of FY’00.

Initiate a new research anddevelopment program on quantumtechnology.

Initiate a new research anddevelopment program on isotopicremote sensing of carbon andoxygen.

Strategic Management

Publish new JPL StrategicManagement Plan.

Enable all JPL staff to link theirFY’00 performance plans to relevantJPL and NASA plans.

Office of the Director and the ExecutiveCouncilThe JPL Director’s Office provides overall direction, management, andstaff support in key areas needed to execute The JPL ImplementationPlan, the Center of Excellence for Deep Space Systems, and other JPLassignments. The JPL program offices that carry out the Agency’sprograms, projects, and tasks report to the director.

The Executive Council develops JPL policies, plans, and operatingguidelines and provides a mechanism for JPL executives to align andintegrate their implementation responsibilities and activities witheach other. The director convenes and leads the Executive Council,which includes the deputy director, associate director, chief financialofficer, chief scientist, programmatic and operational directors, andthe Caltech general counsel.

Chief ScientistThe chief scientist serves as a focus for basic research, provides vision,and sets goals for science and advanced technology and participates inmission planning that may lead to new areas of research.

Strategic ManagementThe NASA Strategic Management Handbook defines how NASA andall its centers, including JPL, meet the requirements of theGovernment Performance and Results Act of 1993 and other NASAplanning and management needs. The JPL Implementation Plan isour guide to how JPL’s assigned roles, mission areas, and leadershipresponsibilities serve NASA and the nation and describes the variousJPL contributions that implement NASA’s strategic plans.

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Institutional Leadership and Operations

Change ManagementThe Office of the Director leads JPL change efforts, overseeing thedesign, implementation, system engineering, and integration ofchanges needed to adapt to external and internal forces, as well asinstitutionalizing those changes, which includes related employeecommunication and integrating laboratory operations. Prior changemanagement efforts have laid the total quality management (TQM)foundation for subsequent changes, initiated fundamental and radicalchanges in the way JPL’s work is done (process reengineering), andchanged the way in which JPL jobs are classified and employees arecompensated and rewarded.

JPL is committed to being a process organization practicing process-based management (PBM). The goal of PBM is to effect a culturalshift in emphasis from managing functional organizations, and thepeople attached to them, to managing the way work is done(process). Related objectives include empowering the people who dothe work, significantly reducing the command and control approachto managing people, ensuring clear and unambiguous responsibilityand accountability for process design and use, and enabling easy andcontinual improvement of processes based on measuredperformance. Fundamental PBM principles and terminology havebeen defined, as well as the attributes of process organization thatJPL will strive to achieve as it evolves.

Human ResourcesJPL Human Resources provides strategies, processes, consultation,and services that

• Attract, reward, and retain a highly skilled, diverseworkforce.

• Enable and encourage everyone at JPL to achieve thelaboratory’s goals in a safe, healthy, productive workenvironment based on mutual trust and respect.

• Promote career development and personal professionalexcellence.

• Facilitate cultural change through open, candid, two-waycommunication.

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Institutional


Change Management

Show measurable progress againstall JPL change goals.

Define a minimum of oneperformance metric for each JPLprocess, each with a baselinemeasure and at least initial trenddata.

Measure closure of the gap betweenthe desired attributes of a processorganization and JPL’s state at thebeginning of the fiscal year.

Human Resources Directorate

Provide training resources andprocesses that support the goal of40 hours of training per employee.

Provide innovative services andsupport changes in the workenvironment that enable JPL tobecome an “employer of choice.”

Significantly reduce cycle time ofkey HR processes affecting hiringand promotion.

Maintain a diverse workforce.


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Associate Director, InstitutionalThe associate director for institutional operations has themanagement and leadership responsibility for the allocated directand multiprogram support budgets; workforce plans; processes forenabling services; organizations providing computing, information,logistics, facilities, environmental, ethics, and security services;institutional infrastructure; and monitoring and assessment ofinstitutional performance.

• Institutional Management Committee• Provide Enabling Services Domain• Institutional Computing and Information Services Office• Logistics and Technical Information Division• Facilities Division• Facilities Space Council• Environmental Affairs Office• Ethics Office


Associate Director, InstitutionalControl expenditures to not exceedthe FY’00 cost plan for allocateddirect and multiprogram support.

Keep development and upgradeof major facilities within costand schedule plans.

Vacate Bldg. 601, the last off-sitelease, by the end of FY’00.

Increase online access to scientific,technical, and business information.

Achieve cost savings fromconservation of physicalresources.

Begin implementation ofknowledge managementinfrastructure services.

Evolve and continuouslyimprove Enterprise InformationSystem and networkingservices.

Significantly improveinformation technologysecurity and related training.

Objectives in bold contributedirectly to performance targetsin the NASA PerformancePlan for FY’00. See appendixfor complete text of targetsand objectives.

Associate Director, FinancialOperations/Chief Financial OfficerThe chief financial officer has the management and leadershipresponsibility for the financial management, contract administration,institutional business systems, acquisition activities, and projectresources administration activities of the laboratory.

• The Accounting and Finance Division is responsible fordeveloping, implementing, and maintaining JPL’s financialand workforce management processes and for defining anddelivering functional system requirements to be used in thedevelopment, implementation, and enhancement of theInstitutional Business System (IBS).

• The Institutional Business Systems Office is responsible forthe operations and maintenance of JPL’s institutionalautomated business system, and provides technical supportfor the development, implementation, and enhancement ofthat system.

• The Contracts Management Office (CMO) serves as thepoint of contact between NASA, other sponsors, the Officeof General Counsel, and laboratory personnel on all mattersrelating to administration of and compliance with the primecontract between NASA and Caltech. CMO coordinates,reviews, and accepts all contractual documentation andcommunications concerning the prime contract and taskorders, and processes and administers laboratory requestsfor services from Caltech and Caltech requests for servicesfrom the laboratory.

• The Project Resource Administration Division (PRAD)provides project resource administration services andproducts to the Programmatic Directorates. PRAD providesleadership and supports the development of resource plansthat meet, support, and respond to NASA, Caltech, JPL, andreimbursable sponsor constraints and needs.

• The Acquisition Division is responsible for the purchasingand subcontracting of supplies and services. It is alsoresponsible for the stores and inventory managementactivity.

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Institutional


Associate Director, FinancialOperations/Chief Financial Officer

Continue the operation andenhancement of the New BusinessSystems (NBS) and commence thesystem software upgrade by the endof CY’00.

Ensure continuing propermanagement of the financial aspectsof all JPL activities.

Ensure the continuing presence of arobust customer service capability.

Reduce cycle times for contracts andpurchase orders, and reducetransaction costs.

Cost 70% or more of theresources authority available tocost within the fiscal year.

Ensure that at least 80% ofsubcontract funds obligated byJPL are in performance-basedcontracts.

Meet or exceed targets forsmall, small disadvantaged, andwomen-owned business.


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Engineering and Science DirectorateThe Engineering and Science Directorate enables programimplementation by committing to the JPL programs to find the bestpeople, immerse them in an environment conducive to innovationand teamwork, and ensure that they are presented with challengingand unique problems to solve. The directorate’s efforts are guidedby NASA’s focus on doing what the agency does best and ensuringNASA’s position as a preeminent research and development agency.

In order to promote innovation and to transfer routine operationalresponsibilities to others, the Engineering and Science Directoratecontinually seeks to collaborate with old and new partners withinand outside the NASA community. The directorate forms long-termstrategic alliances where possible, thereby changing the way JPL hastraditionally worked with contractors, consistent with NASA’s intentto vest higher levels of integration responsibility and accountabilityin the private sector.

The Engineering and Science Directorate is responsible fordevelopment and operations of the processes used by the laboratoryto implement projects and tasks, and is also responsible for thelaboratory’s discipline centers of excellence. (See “Center ofExcellence for Deep Space Systems” section.)

Technical Leadership and Operations


Engineering and Science Directorate

Define and implement a system tomeasure the performance of theprocesses associated with thedelivery of new products (the DNPprocesses).

Define and implement a formalcontinuous improvement programfor the DNP processes.

Complete the OP/SP Europa andCloudSat DNP preliminary designprocess pilots, and incorporatelessons learned in the formulationprocesses.

Pilot improvements in key areas ofthe mission software process with atleast one flight project.

Capture best practices/lessonslearned in each of the fourPAPAC subprocesses: projectand program formulation,approval, implementation, andevaluation.


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Institutional

Safety and Mission Assurance DirectorateThe Safety and Mission Assurance Directorate (SMAD) provides theinstitutional leadership in support of the NASA commitment toensure the safety of all personnel, missions, and assets. In thisleadership role, SMAD develops and supports the implementation oftailored, cost-effective safety and mission assurance programs andprocesses that are integrated early into the life cycle of JPLprograms and projects. SMAD contributions include

• Risk management process, tools, and support.• Independent assessments of JPL programs, projects, and

processes.• Development and infusion of advanced safety and mission

assurance technologies, processes, and space flight lessonslearned to enable safe, cost-effective, reliable, andsuccessful programs.

Lead Center for the NASA Electronic Parts and PackagingProgram (NEPP)JPL is the lead center for the NASA Electronic Parts and Packaging(NEPP) program, which is a multi-center activity managed by JPLthrough the NASA Office of Chief Engineer. It supports the near-term needs of the four NASA enterprises through implementation ofthe following objectives:

• Assess the reliability of newly available electronic parts andpackaging technology.

• Evaluate advanced parts and packaging technology toexpedite the readiness for infusion.

• Develop new methods and processes for parts andpackaging evaluation, selection, and qualification.

• Disseminate quality assurance, reliability, validation, tools,and available information to the NASA community.

Safety InitiativeJPL contributes to the NASA Safety Initiative through

• Employee Assistance Program services• Hazard abatement• Health monitoring (baselining and yearly updates) through

the Medical Surveillance Program.

Systems Management OfficeThe Systems Management Office is the JPL director’s independentassessment arm for the Governing Program Management Council(GPMC) process, which evaluates program cost, schedule, andtechnical content to ensure that JPL programs and projects aremeeting their commitments.


Safety and Mission AssuranceDirectorate

In support of the NASA AgencySafety Initiative (ASI), develop andimplement a plan for infusing safetyawareness and good safety practicesinto JPL processes andinfrastructure.

Develop training modules for SMADtools.

Implement the SMAD AssuranceTechnology Infusion Plan to help atleast three projects accelerate theinfusion of new technology intotheir activities.

Develop with SESPD a riskmanagement process for flightprojects, with standardizedassessment and data managementmethodologies, that is tailorable tothe needs of the individual projects.

Increase the leveraging funding oftechnology development by 10%.

Develop and implement a processfor assessing and rating overallproject mission risk duringformulation phase and throughoutthe life cycle.

Infuse Flight Hardware LogisticsProgram (FHLP) into JPL projectsand DNP.

Implement an insight model ofsoftware quality assurance thatallows the early determination andmanagement of risk for a projectwith internal and/or outsidesuppliers/partners.

Improve JPL GPMC process.

Develop a customer relationship inelectronic parts engineering,reliability, and radiation effects withJPL, NASA, government, industry,and academia.

Reduce the number of lost workdays.

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Outreach

JPL Education and Public Outreach The Director’s Office at JPL leads institution-level outreachimplementation planning in response to the outreach goalsassociated with NASA’s “Communicate Knowledge” process. JPL isalso a partner in realizing the specific outreach goals established byNASA’s Space Science, Earth Science, and Human Exploration andDevelopment of Space Enterprises.

JPL’s institutional goal for Outreach is to communicate JPL/NASAscientific discoveries, technological achievements, and societalcontributions to the public in a timely, understandable, and inspiringway.

Recognizing that “the public” represents a large and diverse group ofpeople with unique interests and needs, JPL is committed to acustomer-focused approach in its outreach efforts. The specificaudiences we serve include:

• The general public• The media• Teachers, students, and other members of the education

community• National, regional, and local leaders• Businesses and industry• The scientific and technical community• The “informal” education community (e.g., museums,

planetariums, science centers, and libraries)• International partners

JPL outreach products and activities are integrated, long-term, andtheme-oriented to improve the coordination and delivery ofmessages, allow JPL to use internal outreach resources effectively,and encourage the sharing of “lessons learned” for continualimprovement. Informal and formal evaluation from our variouscustomer groups contribute substantially to all JPL outreach efforts.

JPL projects and programs work closely with other parts of NASAand carefully coordinate efforts with sponsoring offices at NASAHeadquarters. Results from all activities are separated in a timelyfashion through the designated agency reporting structures.



Increase and improve publicaccess to online and printedmaterials.

Enhance opportunities tocommunicate through massmedia.

Engage the public throughparticipation in major eventsand activities.


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Institutional

JPL tailors products and activities to serve the varied public interestsand needs.

Public Outreach

JPL shares new and exciting knowledge about the Earth, the solarsystem, the universe, and technology.

• Mission Events • Conferences • Mission Information • Naming Contests• Major Web Sites • Student Expreriments• Planetary Photojournal • Exhibits • Visualizations • Animations• Commercialization • Public Events

Formal Education

JPL is committed to encouraging science, math, and technologyeducation so that current and future generations can participate in,and enjoy the rewards of our increasingly science- and technology-oriented society.

• Solar System Educator Fellows • Educator Workshops • Mars Millennium • Curriculum Supplements • Education Conferences• ITEA Partnership• CD-ROMs• Student Support

Informal Education

JPL works with organizations and institutions devoted to increasingpublic understanding of and interaction with space, science, andtechnology.

• Museums/Planetaria/Science Centers/Libraries• Solar System Ambassadors • From the Other Planets to the Inner City• The Space Place• CD-ROMs


Outreach (continued)

Enhance teacher and studenttraining, education, andparticipation in science, math,and technology (following thesix program objectivesestablished in NASA’s StrategicPlan for Education) using JPLprogram results andinformation.

Enhance opportunities to reachout to industry and tocommunicate the societalbenefits of space research tothe general public.

Ensure strong education/publicoutreach components for allprojects and selected researchefforts, with clear metrics forevaluation.

Provide continuous improvement incustomer service through regularreporting and systematic evaluationon all activities.


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Commercialization and TechnologyTransferThe JPL Commercialization and Technology Transfer Programworks to effectively apply JPL expertise to the problems of U.S.companies through the formation of partnerships with industry.The Commercialization and Technology Transfer Office ensuresthat federally funded intellectual property is made available toU.S. companies through licenses and facilities start-ups utilizingJPL-derived technologies.


Commercialization and TechnologyTransfer

Stimulate private sector investmentin JPL research, development, andmissions. Identify one commercialopportunity.

Increase by 200 the number ofnew technologies communicatedto the public. Achieve at least200 of the new technologiesreported in NASA.

Supply at least one newmedical-related technology forpublication in NASA’sTechnology Innovations.

Provide at least three articleson appropriate technologies foreach of NASA’s principaltechnology communicationspublications (“Innovations,”“Spinoff,” and “Tech Briefs”).

30% of JPL’s R&D budget (asdefined by Headquarters) willbe reflected in commercialpartnerships.

Contribute at least 50 NASAcommercial success stories.

Execute at least 200 NASA/Caltechlicenses (patents and copyrights) foruse of intellectual property.

Transfer at least onetechnology development to acommercial entitiy foroperational use.


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Institutional

Overall ApproachJPL allocates a portion of its allocated direct/multiple programsupport budget (which includes the funds necessary for Laboratoryoperations) for institutional investments that support the NASAStrategic Plan, and that provide technical enhancements, processimprovements, and reduced operations costs. The primary objectiveis to enable the Laboratory to meet or exceed the needs of the NASAStrategic Plan and to develop appropriate first-of-a-kind technicalproducts that meet or exceed customer needs while reducing cycletimes and costs and quickly transfer that technology to industry.

InvestmentsEach year, JPL identifies key investments as part of an overallinvestment plan. The amounts of the investments are determined inaccordance with need and affordability. FY’00 key investments areidentified below.

Discipline Centers of ExcellenceJPL has established seven discipline centers of excellence to developengineering and technology that provide the knowledge, hardware,and software that enable new classes of future missions. Toimplement and operate the centes, JPL invests in multidisciplinarystaff, state-of-the-art equipment, and facilities. The centers aremodeled after the JPL Center for Space Microelectronics Technology(founded in 1987).

Information System InfrastructureThe Institutional Computing and Information Services Office willconduct systems engineering for an enterprise architecture forknowledge management. The information infrastructure technologyneeded to enable and support NASA missions will be prototyped,and the Enterprise Information System will take advantage of andincorporate leading-edge technology.

Investments

JPL FY’00 Investment Objectives

Support JPL’s discipline centers ofexcellence:

• Center for Space MicroelectronicsTechnology

• Center for Space Interferometry

• Center for In Situ Exploration and Sample Return

• Center for Intergrated Space Microsystems

• Center for Space Mission Architecture and Design

• Center for Deep Space Communications and Navigation Systems

• Center for Information and Software Systems Research

Evolve and advance informationinfrastructure capabilities.

Develop mission concepts andproposals in areas of Agencyemphasis.

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Mission Concepts and ProposalDevelopmentThe FY’00 emphasis for investment in bids and proposals is onmissions, instruments opportunities and technology announcementsin solar system exploration, Earth science, and origins andfundamental physics.

JPL will continue to concentrate on the Mars Network and opticalcommunication and on the synergistic application of NASA spacetechnology to other national needs, with priority on technology flightexperiments.

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CENTER OF EXCELLENCEFORDEEP SPACE SYSTEMS

In this section we

• Provide a top-level summary of the Center ofExcellence for Deep Space Systems.

• Identify the key capabilities, technologies, and uniquefacilities that support NASA’s deep space systemsmission.


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Center of Excellence

As NASA’s lead center for the exploration of the solar system, JPL isknown throughout the world for the development and operation ofhighly complex, first-of-a-kind space systems. Some of the mostchallenging and exciting scientific projects ever undertakendepended on JPL expertise in areas such as spacecraft design,communications, and navigation. Through this experience, JPL hasdeveloped a foundation of technologies, techniques, capabilities, andfacilities that is a true national resource.

With its designation as NASA’s Center of Excellence for Deep SpaceSystems, JPL will continue to focus not only its own capabilities, butalso those of other NASA centers, federal laboratories, universities,and private industry on the challenges of the future Space Scienceprogram. By probing the mysteries of the universe and the originsof life, JPL will help to energize the nation’s economy withtechnological advances as it educates and inspires the world withexploration and discovery.

CharterThe Center of Excellence for Deep Space Systems is chartered withmaintaining the Agency’s preeminent position in deep space systemsdevelopment and operation. It implements this charge by leading,sustaining, and nurturing a variety of supporting technologyprograms, science capabilities and relationships, infrastructuredevelopment and investment, and advanced spacecraft developmentand operations capabilities. These discrete but closely coordinatedprograms are fiscally supported by program and institutionalresources from the NASA enterprises, both directly and indirectly(through investment of JPL discretionary funds). Collectively, theseprograms make up the Center of Excellence for Deep SpaceSystems.


Key Capabilities: JPL Discipline Centers of ExcellenceJPL has established seven discipline centers of excellence to

develop specialized knowledge, hardware, and software in disciplinesthat are key to enabling new classes of future missions in the NASAStrategic Plan. These centers, which create a framework for JPLactivities that support NASA’s Center of Excellence for Deep SpaceSystems, are modeled after the existing JPL Center for SpaceMicroelectronics Technology (founded in 1987), and featuremultidisciplined staff, and state-of-the-art equipment and facilities.Each center activity seeks partnerships in its area of excellence.

JPL’s discipline centers of excellence are major forces in theadvancement of three of NASA’s Seven Critical Technology Areas forthe Future: miniaturization, intelligent systems, and instruments/sensors. The centers’ products, along with those of other JPLtechnological efforts, provide selective but valuable support to theother areas: human support, space transportation, aeronautics, andintelligent advanced system design.

JPL’s seven discipline centers for excellence are described below.

Center for Space Microelectronics Technology (est. 1987)The Center for Space Microelectronics Technology (CSMT) wasestablished by an MOU between NASA and Caltech in 1987. CSMTis a formal joint program of NASA, BMDO, DARPA, and the Army.CSMT conducts research and advanced development inmicrodevices, microsystems, and revolutionary computing.

CSMT focuses on those aspects of microtechnology that are uniqueto space applications. These areas of focus include sensors for thoseportions of the electromagnetic spectrum not accessible from Earthbecause the atmosphere is opaque; microinstruments andmicroelectronic systems for miniature spacecraft; and revolutionarycomputing, both in space and on the ground, for space systemautonomy, mission data analysis and visualization.

Center for Space Interferometry (est. 1996)The Center for Space Interferometry is intended to develop andmaintain a world-class, leading-edge capability in opticalinterferometric imaging and astrometric technology. It is expectedto enable and nurture world-class science experiments in extra–solarsystem exploration and astrophysics.

Through the center’s work, JPL will provide lightweight spacetelescopes, interferometers, and advanced detectors for the nextgeneration of astrophysics missions.

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Center for In Situ Exploration and Sample Return (est. 1996)The mission of the Center for In Situ Exploration and Sample Return(CISSR) is to focus and enhance JPL’s scientific, technological, andsystem-development capabilities—and to provide focus forpartnerships—in domains central to in situ and sample returnmissions to solar system bodies. Current emphasis is onexperimental measurement techniques and scientific instruments;sample acquisition and instrument deployment; mobility in theatmosphere, on the surface, and in the subsurface; andtransportation to and from the surfaces and atmospheres of thebodies explored. The center’s work will enable JPL to carry outsample return missions to Mars and comet nuclei and in situmissions to Europa, Titan, Venus, and the outer planets.

Center for Integrated Space Microsystems (est. 1998)The Center for Integrated Space Microsystems (CISM) is the focalpoint for the system architecture, core technology development,system-level integration, and validation of breakthrough technologiesfor a complete avionics-on-a-chip that will integrate key spacecraftsubsystems into a single unit. These subsystems are computer,telecommunications, navigation, power management, and sensortechnology. The center will grow in the future to include all theadvanced technologies and subsystems required for an advancedspacecraft of very small scale.

Center for Space Mission Architecture and Design(est. 1997)This center is intended to pull together and focus the efforts of keymission- and system-level assets that support JPL’s ability to designand implement missions. Through these efforts it will ensuremaximal value of JPL’s missions with respect to scientific content,affordability, technological content, and strategic conception. Thecenter is concerned with the continual, aggressive development ofprocesses, tools, and people needed to conceive, plan, andimplement these missions.

Center for Deep Space Communications and Navigation Systems (est. 1997)This center provides technical leadership for programs in thecommunications and navigation disciplines within JPL andcoordinates with other NASA centers, universities, and industry toenable NASA to meet its goals in deep space exploration. It acts toensure NASA’s continued leadership in these critical fields of deepspace systems and in their applications to both Space Science andHEDS enterprises. Elements of the center include deep spacecommunications link technology, deep space networking strategies,deep space navigation and position location, distributed operationsacross the solar system, and coordinated use of autonomous systemsin space.

Center for Space Mission Information and Software Systems(est. 1999)Information technology is critical to the success of JPL missions andto JPL’s future competitiveness. In this era of shorter, concurrentprojects, mission software must be developed quickly and reliably tomeet first-of-a-kind and recurring challenges. The recentestablishment of an information technology center of excellenceunifies information technology efforts and strategic planning acrossthe laboratory. The center’s focus includes creating a missionsoftware development process as well as building a world-classinformation technology community at JPL.

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The JPL discipline centers of excellence are concerned both withtechnology development and with the enhancement of JPL’scapabilities. The accompanying figure displays the interactionsamong the centers as technology producers and demonstrates thefact that their technology products are major enablers for JPL’s roleas Center of Excellence for Deep Space Systems.

CSMT concentrates on developing advanced microelectronicsconcepts and devices and high-performance computing. These arethe technological seeds of many of the instruments and avionicsystems being developed in CISM (flight-configured, miniaturizedavionics), CISSR (instruments and systems for in situ emplacement,operations, and possible sample return), and Space Interferometry(precision structures, optical systems, and computing intensivecontrol systems). The interdependence between CISM and CISSR isindicated by their enclosure in a box.

Communications and navigation technologies and capabilities, alongwith those in information systems, define the enabling parametersfor the missions and systems addressed under Mission Architectureand Design as well as the specific systems planned through CISMand CISSR. They play a significant but lesser role in shaping SpaceInterferometry systems.

Discipline Centers of Excellence


MissionArchitectureand Design

CISM

Communica-tions and

NavigationCSMT

CISSR SpaceInterferometry

Products of the JPLdiscipline centers ofexcellence enable JPL’s roleas the NASA Center ofExcellence for Deep SpaceSystems (arrows indicateflow of technology products).

CSMISS

Technology: Meeting the ChallengeJPL contributes directly to NASA’s mutli-enterprise, focused, andflight validation technology programs. JPL conducts fundamentaland early technology development for several core technologyprograms. JPL’s focused technology programs produced advanced,critical-path spacecraft and instrument technologies in well-defined,mission concept-specific areas. JPL’s flight validation programsdemonstrate advanced technologies in actual flight applications. Incombination, these technology programs provide as effectivepipeline for infusion of the laboratories’ technologies into NASAmissions.

Advanced Flight Validation and Development Programs

The New Millennium Program and the Advanced Deep SpaceSystems Development Program provide for flight unit advanceddevelopment, validation, and engineering and normally represent thefinal stage of technology development prior to flight mission infusionand operation.

JPL tasks in support of NASA’s Aero-Space TransportationTechnology include aircraft systems concept-to-test andenvironmental impact and technology R&D in high-speed andsubsonic flight, NSTAR (In Space Transportation) Advanced SpaceTransportation Program, and X-33 Advanced TechnologyDemonstrator for the Reusable Launch Vehicle Program.

PartnershipsThe evolutionary paths for deep space systems are defined bycomplex interactions of innovative scientific thought andtechnological advances, which in turn depend on both inspirationand hard work. Since JPL has no corner on any of these, its conductof the Center of Excellence for Deep Space Systems emphasizesinvolvement, collaboration, and combining strengths with otherNASA centers, federal laboratories, universities, and companies,along with organizations outside the U.S. Where appropriate, theserelationships should resemble true partnerships—long-termrelationships in which equals share the costs, risks, and long-termbenefits of a joint endeavor. JPL’s Reimbursable program, describedin “Implementing the NASA Mission at JPL,” and Commercializationand Technology Transfer program, described in the “JPLInstitutional Implementation,” are important contributors to thesepartnerships.

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APPENDICES

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• JPL Points of Contact

• JPL Alignment with NASA Enterprise Plans

• FY’00 NASA Performance Targets and JPL Objectives

• Related Documents

• Abbreviations


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TOPIC NAME TELEPHONE

The JPL Implementation Plan Richard P. O’Toole 818 354-3409

Implementing the NASA Mission at JPL Larry N. Dumas 818 354-3401

Space and Earth Science Charles Elachi 818 354-5673

Deep Space Exploration Chris P. Jones 818 354-0811

Mars Exploration Chris P. Jones 818 354-0811

Origins Firouz M. Naderi 818 354-9291

New Millennium Program Fuk K. Li 818 354-2849

SIRTF Larry L. Simmons 818 354-6336

Earth Missions Charles Yamarone 818 354-7141

Foreign Space Science Collaborations John B. Wellman 818 393-7861

Technology Michael J. Sander 818 354-0239

NASA Arthur J. Murphy 818 354-3480

Reimbursable William H. Spuck 818 354-3528

Deep Space Communications Gael F. Squibb 818 354-4500

JPL Institutional Operations Kirk M. Dawson 818 354-6354

JPL Financial Operations Fred C. McNutt 818 354-5453

Center of Excellence for Deep Space Systems Charles Elachi or 818 354-5673William J. Weber 818 354-2800

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Contacts

JPL Points of Contact

Note: Address e-mail to points of contact in the following form: [email protected]


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Science Objectives (number)

Observe the earliest structure in theUniverse, the emergence of stars andgalaxies in the very early universe andthe evolution of galaxies and theintergalactic medium. (1,2,3)

Measure the amount and distribution ofdark and luminous matter in the ancientand modern universe. (4)

Identify the origin of gamma-ray burstsand high-energy cosmic rays. (6)

Study compact objects and investigatehow disks and jets are formed aroundthem. (7)

Measure space plasma processes bothremotely and in situ. (9)

Test the Theory of General Relativity. (5)

Measure the amount and distribution ofdark and luminous matter in the ancientand modern universe. (4)

Observe the evolution of galaxies and theintergalactic medium. (3)

Study compact objects and investigatehow disks and jets are formed aroundthem. (7)

Study the formation and evolution ofthe chemical elements and how starsevolve and interact with the interstellarmedium. (8)

Measure space plasma processes bothremotely and in situ. (9)

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Alignment

JPL Alignment with NASA Enterprise Plans

Science Goals

1. Understand how structure in our Universe (e.g., clusters of galaxies) emerged from the Big Bang.

2. Test physical theories and reveal new phenomena throughout the universe, especially through the investigation of extreme environments.

3. Understand how both dark and luminous matter determine the geometry and fate of the universe.

4. Understand the dynamical and chemical evolution of galaxies and stars and the exchange of matter and energy among stars and the interstellar medium.

Space Science Enterprise OSS Strategic Plan, November 1997 (modified by JPL for FY’00 objectives)

* foreign space science mission

JPL ProgramsIn Study

SIMFIRST*Planck*LISAARISE

Planck*

FIRST*ARISESIMSolar Probe

In DevelopmentSIRTFGALEX

SIRTF

In OperationsCassini–Huygens

VIMUlyssesCassini–Huygens

VIM

VIMUlyssesCassini–Huygens

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Science Goals

5. Understand how stars and planetary systems form together.

6. Understand the nature and history of our solar system, and what makes Earth similar to and different from its planetary neighbors.

7. Understand long- and short-term mechanisms of solar variability, and the specific processes by which Earth and other planets respond.

Objectives (number)

Study the formation and evolution ofthe chemical elements and how starsevolve and interact with the interstellarmedium. (8)

Observe and characterize the formation ofstars, protoplanetary disks, and planetarysystems and detect Neptune-size planetsaround other stars. (10)

Measure solar variability and learn topredict its effect on Earth moreaccurately. (11)

Study the interactions of planets with thesolar wind. (12)

Characterize the history, currentenvironment, and resources of Mars,especially the accessibility of water. (13)

Investigate the composition, evolution,and resources of the Moon, small bodies,and Pluto-like objects across the solarsystem. (16)

Investigate the processes that underlie thediversity of solar system objects. (19)Measure space plasma processes bothremotely and in situ. (9)


Study the interactions of planets with thesolar wind. (12)

Space Science Enterprise continued...JPL Programs

In StudySIMFIRST*TPF

Mars Surveyor ProgramEuropa OrbiterPluto/Kuiper ExpressSolar ProbeDeep Impact

Solar ProbeSIM

In DevelopmentSIRTF

GenesisMIROMUSES-CN*

In OperationsKeck Interferometer

GalileoMars Global SurveyorCassini–HuygensStardustDeep Space 1UlyssesVIM

GalileoCassini–HuygensUlyssesVIM


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Alignment

Science Goals

8. Understand the origin and evolution of life on Earth.

9. Understand the external forces, including comet and asteroid impacts, that affect life and the habitability of Earth.

10.Explore the solar system to identify locales and resources for future human habitation.

11.Understand how life may originateand persist beyond Earth.

Objectives (number)


Complete the inventory and characterize asample of near-Earth objects down to1-km diameter. (17)

Reconstruct the conditions on the earlyEarth that were required for the origin oflife and determine the processes thatgovern its evolution. (18)

Measure solar variability and learn topredict its effect on Earth more accurately.(11)


Reconstruct the conditions on the earlyEarth that were required for the origin oflife and determine the processes thatgovern its evolution. (18)

Measure solar variability and learn topredict its effect on Earth more accurately.(11)

Characterize the history, currentenvironment, and resources of Mars,especially the accessibility of water. (13)

Investigate the composition, evolution,and resources of the Moon, small bodies,and Pluto-like objects across the solarsystem. (16)


Determine the pre-biological history andbiological potential of Mars and otherbodies in the solar system. (14)

Determine whether a liquid water oceanexists today on Europa and seek evidenceof organic or biological processes. (15)

JPL ProgramsIn Study

Mars Surveyor ProgramAstrobiology Studies

Pluto/Kuiper Express


Mars Surveyor ProgramEuropa OrbiterSIMTPFDeep Impact

In DevelopmentMUSES-CN*

MUSES-CN*

In OperationsNEAPNEAT

NEAT, NEAPGalileoUlyssesCassini–HuygensStardustDeep Space 1

Mars Global SurveyorDeep Space 1

Mars Global SurveyorGalileoCassini–Huygens

Space Science Enterprise continued...


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Goals

1. Observe, understand, and model the Earth system to learn how it is changing, and the consequences for life on Earth.

JPL Programs

QuickSCATTOPEX/PoseidonJASON 1GRACEAIRS/AMSU/HSBAircraft measurementsMISRACRIMSATAirborne SounderPassive-Active AirborneCloudSatSARAlaska SAR

SCIGNASTERSRTMIGSGRACEChampOersteadSAC-C

SAGE III (SOLVE)MLSTESAircraft and Balloon

AVIRISHyper-spectral imagingSAREO-1

Themes/Objectives


Solid Earth Science and Natural Hazards

Atmospheric Chemistry

Biology and Bio-geochemistry ofEcosystems and the Global Carbon Cycle

Earth Science EnterpriseMission to Planet Earth Strategic Plan, May 1997

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Alignment

Goals

2. Expand and accelerate the realization of economic and societal benefits from Earth science, information, and technology.

3. Develop and adopt advanced technologies to enable mission success and serve national priorities.

JPL Programs

AIRSEOS-PMCloudSat

Physical Oceanography DAAC(PODAAC)

Alaska SAREOS-DIS (support)Earth Science Information

Partnerships


Remote sensing technology andconcepts

Applied research and technology

Themes/Objectives

Global Water and Energy Cycle

Enable productive use of Earth systemscience results, data, and technology inthe public and private sectors

Enable the development of a robustcommercial remote sensing industry

Increase public understanding of andinvolvement in Earth system sciencethrough formal and informal educationalopportunities

Develop advanced technologies to reducethe cost and expand the capability forscientific Earth observation

Develop advanced information systems forprocessing, archiving, accessing,visualizing, and communicating Earthscience data

Partner with opertional agencies todevelop and implement better methodsfor using remotely sensed observations inEarth system monitoring and prediction

Earth Science Enterprise continued...

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Goals

1. Increase human knowledge of nature’sprocesses using the spaceenvironment.

2. Explore and settle the solar system.

3. Achieve routine space travel

JPL Programs

Microgravity Fundamental Physics

STEP

Inflatable Antenna ExperimentBETSCELaser Cooling STEP

Mars Surveyor ‘01,’ 03, ‘05MVACS ‘98, Athena, and APExIn Situ Propellant Production

Low-Temperature MicrogravityPhysics Facility

Laser Cooling and Atomic Physics(LCAP)

Virtual Reality

MECA

Objectives

Understand the fundamental role ofgravity and the space environment inbiological, chemical, and physical systems

Test the Theory of General Relativity

Use HEDS’ research facilities innovativelyto achieve breakthroughs in science andtechnology

Enable human exploration through spacescience enterprise robotic missions

Expand human presence in space byassembling and operating theInternational Space Station

Develop biomedical knowledge andtechnologies to maintain human healthand performance in space

Establish a human presence on the Moon,in the Martian System, and elsewhere inthe inner solar system

Develop opportunities for commerce inspace as a basis for future settlements

Sustain space shuttle operations atimproved levels of safety and efficiency

Human Exploration and Development of Space HEDS Strategic Plan, January 1996

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Alignment

Goals

s

4. Enrich life on Earth through peopleliving and working in space.

JPL Programs

Miniature Mars SpectrometerMicrohygrometerNeural NetworksTunable Diode Laser Diode SensorsElectronic Nose

Mars Educational OutreachProgram

Microgravity Fundamental PhysicsEducation and OutreachProgram

Objectives

Ensure the health, safety, andperformance of space flight crews throughspace and environmental medicine

Develop requirements, demonstrate andimplement advanced propulsion systemsand other advanced space transportationsystems and capabilities to enableexploration

Promote knowledge and technologies thatpromise to enhance our health and qualityof life

Broaden and strengthen our nation’sachievements in science, math, andengineering

Involve our nation’s citizens in theadventure of exploring space

Join with other nations in the internationalexploration and settlement of space

Human Exploration and Development of Space continued....

Aero-Space Technology

Goals

Enable the full commercial potential ofspace and expansion of space research and exploration

Objectives

Revolutionize in-space transportation

Revolutionize space launch capabilities

JPL Programs

Commercial Technology ProgramNSTARX-33 AvionicsInformation Technology


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Targets and Objectives

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FY’00 NASA Performance Targets and JPL Objectives

This appendix presents:The NASA performance targets that relate to JPL work and the corresponding JPL objective.Additional institutional-level JPL objectives that support enterprise goals and objectives but for whichthere are no explicit performance targets identified.

The NASA performance targets for JPL work and JPL objectives table is organized as follows:

ProgrammaticThe programmatic performance targets and JPL objectives are organized by strategic enterprise.• Space Science Enterprise• Earth Science Enterprise• Human Exploration and Development of Space Enterprise• Aero-Space Technology Enterprise

InstitutionalThe institutional performance targets and JPL objectives are organized by NASA cross-cutting process.• Manage Strategically• Provide Aerospace Products and Capabilities• Communicate Knowledge• Generate Knowledge

Note 1: This appendix includes only NASA objectives and performance targets related to JPL work. Forthe complete set of NASA objectives and performance targets, see the NASA Performance Plan, FiscalYear 2000, available at <http://www.hq.nasa.gov/office/codez/plans.html>

Note 2: Objectives that support more than one NASA performance target are enclosed in brackets [ ] afterthe first entry.


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NASA FY’00 Performance Target NASAID#

JPL Objective JPL Imp.Plan ref.

ProgrammaticSpace Science Enterprise

Space Science Goal: Chart the evolution of the universe, from origins to destiny, andunderstand its galaxies, stars, planets, and life

Objective: Solve mysteries of the universe

Deliver the SIRTF Infrared Array Camera(IRAC), Multiband Imaging Photometer(MIPS), and Infrared Spectrograph (IRS)instruments during April 2000. Theinstruments shall perform at their specifiedlevels at delivery.

OS5 Deliver the SIRTF Infrared Array Camera(IRAC), Multiband Imaging Photometer(MIPS), and Infrared Spectrograph (IRS)instruments during April 2000. Theinstruments shall perform at theirspecified levels at delivery.

Assemble and successfully test thebreadboard cooler for ESA’s Planckmission in April 2000.

OS7 Assemble and successfully test thebreadboard cooler for ESA’s Planckmission in April 2000.

Deliver the GALEX science instrumentfrom JPL to the Space AstrophysicsLaboratory at Caltech during April 2000for science calibration. The instrument willbe fully integrated, functionally tested, andenvironmentally qualified at the time of thescheduled delivery.

OS8 Deliver the GALEX science instrumentfrom JPL to the principal investigator atCaltech during April 2000 for sciencecalibration. The instrument will be fullyintegrated, functionally tested, andenvironmentally qualified at the time ofthe scheduled delivery.

Complete the NGST DevelopmentalCryogenic Active Telescope Testbed(DCATT) phase 1, measure ambientoperation with off- the-shelf components,and make final preparations for phase 2,the measurement of cold telescopeoperation with selected “flight-like”component upgrades.

OS53 Complete the NGST DevelopmentalCryogenic Active Telescope Testbed(DCATT) phase 1, measure ambientoperation with off- the-shelf components,and make final preparations for phase 2,the measurement of cold telescopeoperation with selected “flight-like”component upgrades.

Demonstrate performance of theSuperconductor-Insulator-Superconductor (SIS) mixer to at least8hv/ k at 1,120 GHz and 10hv/ k at 1,200GHz. The U. S. contribution to the ESAFIRST is the heterodyne instrument,which contains the SIS receiver.

OS62 Demonstrate performance of theSuperconductor-Insulator-Superconductor (SIS) mixer to at least8hv/ k at 1,120 GHz and 10hv/ k at 1,200GHz. The U. S. contribution to the ESAFIRST is the heterodyne instrument,which contains the SIS receiver.

SpaceScienceSolveMysteries ofthe Universe

Objective: Explore the solar system

Deliver the Mars 01 Orbiter and Landerscience instruments that meet capabilityrequirements by June 1, 2000; prelaunchGamma Ray Spectrometer (GRS) testsshall determine abundances in knowncalibration sources to 10% accuracy.

OS29 Deliver the Mars 01 Orbiter and Landerscience instruments that meet capabilityrequirements by June 1, 2000; prelaunchGamma Ray Spectrometer (GRS) testsshall determine abundances in knowncalibration sources to 10% accuracy.

SpaceScienceExplore theSolar System


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Assuming the Mars Surveyor programarchitecture is confirmed, meet themilestones for the Mars 03 instrumentselection and initiate implementation ofthe lander mission. Deliver engineeringmodels of the radio-frequency subsystemand antennas for the radar sounderinstrument to ESA (if ESA approves theMars Express mission), and select thecontractors for the major system elementsof the Mars Surveyor 05 mission.

OS30 Assuming the Mars Surveyor programarchitecture is confirmed, meet themilestones for the Mars 03 instrumentselection and initiate implementation ofthe lander mission. Deliver engineeringmodels of the radio-frequency subsystemand antennas for the radar sounderinstrument to ESA (if ESA approves theMars Express mission), and select thecontractors for the major systemelements of the Mars Surveyor 05mission.

The Rosetta project will deliver theelectrical qualification models for the fourU.S.-provided instruments to ESA in May2000 for integration with the RosettaOrbiter.

OS20 The Rosetta project will deliver theenvironmental qualification models forthe four U.S.-provided instruments toESA in May 2000 for integration with theRosetta Orbiter.

Complete Genesis spacecraft assemblyand start functional testing in November1999.

OS31 Complete Genesis spacecraft assemblyand start functional testing in November1999.

The baseline Galileo mission ended in1997; the target for FY00 is to recover atleast 90% of playback data from at leastone Galileo flyby of Io.

OS45 The baseline Galileo mission ended in1997; the target for FY00 is to recover atleast 90% of playback data from at leastone Galileo flyby of Io.

The Mars Climate Orbiter (MCO) willaerobrake from its initial insertion orbit intoa near-polar, Sun-synchronous,approximately 400-km circular orbit andwill initiate mapping operations no laterthan May 2000, acquiring 70% of theavailable science data and relaying toEarth 70% of the data transmitted atadequate signal levels by the Mars PolarLander (MPL).

OS40 The Mars Climate Orbiter (MCO) willaerobrake from its initial insertion orbitinto a near-polar, Sun-synchronous,approximately 400-km circular orbit andwill initiate mapping operations no laterthan May 2000, acquiring 70% of theavailable science data and relaying toEarth 70% of the data transmitted atadequate signal levels by the Mars PolarLander (MPL).

MPL will successfully land on Mars inDecember 1999 and operate its scienceinstruments for the 80-day prime missionwith at least 75% of planned science datareturned.

OS41 Mars Polar Lander will successfully landon Mars in December 1999 and operateits science instruments for the 80-dayprime mission with at least 75% ofplanned science data returned.

The Mars Global Surveyor (MGS) willacquire 70% of science data available,conduct at least two 5-day atmosphericmapping campaigns, and relay to Earth atleast 70% of data transmitted at adequatesignal levels by the Deep Space-2 Marsmicroprobes.

OS46 The Mars Global Surveyor (MGS) willacquire 70% of science data available,conduct at least two 5-day atmosphericmapping campaigns, and relay to Earthat least 70% of data transmitted atadequate signal levels by the DeepSpace-2 Mars microprobes.


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Continue Cassini operations during thequiescent cruise phase without majoranomalies, conduct planning for theJupiter gravity- assist flyby, and exploreearly science data collection opportunities.The following in-flight activities will becompleted: Instrument Checkout #2;uplink Articulation and Attitude ControlSubsystem (AACS) software update withReaction Wheel Authority capability;Command and Data Subsystem Version8; and Saturn tour designs for selection bythe Program Science Group.

OS34 Continue Cassini operations during thequiescent cruise phase without majoranomalies, conduct planning for theJupiter gravity- assist flyby, and exploreearly science data collectionopportunities. The following in-flightactivities will be completed: InstrumentCheckout #2; uplink Articulation andAttitude Control Subsystem (AACS)software update with Reaction WheelAuthority capability; Command and DataSubsystem Version 8; and Saturn tourdesigns for selection by the ProgramScience Group.

Capture at least 90% of available Ulyssesscience data. These data will be the onlydata observed from outside-of- the-eclipticplane.

OS35 Capture at least 90% of availableUlysses science data. These data will bethe only data observed from outside-of-the-ecliptic plane.

Average 12 hours of Voyager InterstellarMission data capture per day perspacecraft to characterize the heliosphereand the heliospheric processes at work inthe outer solar system as well as thetransition from the solar system tointerstellar space.

OS36 Average 12 hours of Voyager InterstellarMission data capture per day perspacecraft to characterize theheliosphere and the heliosphericprocesses at work in the outer solarsystem as well as the transition from thesolar system to interstellar space.

Continue Stardust spacecraft cruiseoperations without major anomalies andperform interstellar dust collection for atleast 36 days.

OS37 Continue Stardust spacecraft cruiseoperations without major anomalies andperform interstellar dust collection for atleast 36 days.

Successfully complete a preliminarydesign for either the Europa Orbiter orPluto-Kuiper Express mission (whicheveris planned for earlier launch) that is shownto be capable of achieving the Category1A science objectives with adequate cost,mass, power, and other engineeringmargins.

OS64 Successfully complete preliminarydesigns for the Europa Orbiter and Pluto-Kuiper Express mission that are shownto be capable of achieving the Category1A science objectives with adequatecost, mass, power, and otherengineering margins.

Objective: Discover planets around other stars

The Space Interferometry Mission (SIM)System Testbed (STB) will demonstrate,in May 2000, that Remote ManipulatorSystem optical path difference can becontrolled at 1.5 nanometers, operating inan emulated on-orbit mode.

OS52 The Space Interferometry Mission (SIM)System Testbed (STB) will demonstrate,in May 2000, that Remote ManipulatorSystem optical path difference can becontrolled at 1.5 nanometers, operatingin an emulated on-orbit mode.

Complete and deliver a technologydevelopment plan for the TerrestrialPlanet Finder (TPF) mission by June2000. This infrared interferometer missionis projected for a 2010 launch andrequires the definition of technologies thatwill not be developed or demonstrated byprecursor missions.

OS54 Complete and deliver a technologydevelopment plan for the TerrestrialPlanet Finder (TPF) mission by June2000. This infrared interferometermission is projected for a 2010 launchand requires the definition oftechnologies that will not be developedor demonstrated by precursor missions.

SpaceScienceDiscoverPlanetsAround OtherStars


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Development of the interferometerprogram for connecting the twin Keck 10-meter telescopes with an array of four 2-meter class outrigger telescopes will betested by detecting and tracking fringeswith two test siderostats at 2- and 10-micron wavelengths.

OS55 Development of the interferometerprogram for connecting the twin Keck 10-meter telescopes with an array of four 2-meter class outrigger telescopes will betested by detecting and tracking fringeswith two test siderostats at 2- and 10-micron wavelengths.

Objective: Search for Life Beyond Earth

The Europa Orbiter project willsuccessfully complete a PDR in March2000 and will begin the integration andtest of the Avionics Engineering Model inJuly 2000.

OS56 The Europa Orbiter project willsuccessfully complete a PDR in March2000 and will begin the integration andtest of the Avionics Engineering Model inJuly 2000.

SpaceScienceSearch forLife BeyondEarth

Space Science Goal: Develop new critical technologies to enable innovative and less costlymission and research concepts

Objective: Develop innovative technologies for enterprise missions and for external customers

In April 2000, the Center for IntegratedSpace Microelectronics will deliver to theX2000 First Delivery project the firstengineering model of an integratedavionics system that includes thefunctionality of command and datahandling, attitude control, powermanagement and distribution, and sciencepayload interface. The system will beused on the Europa Orbiter and othermissions.

OS57(OS70)

The Center for Integrated SpaceMicroelectronics will deliver to the X2000First Delivery project the first engineeringmodel of an integrated avionics systemthat includes the functionality ofcommand and data handling, attitudecontrol, power management anddistribution, and science payloadinterface. The system will be used on theEuropa Orbiter and other missions.

SpaceScienceDevelopInnovativeTechnologies

N/A Demonstrate in situ subsurface sciencedata acquisition technology on DeepSpace 2.Develop (1) quantum technologies, (2)nano—biosystems technologies, and (3)large structures/optics technologythrusts.Complete, review, and publish a suite ofJPL technology roadmaps keyed toNASA visions for the future.

DevelopInnovativeTechnologies

Execute a 632 program responsive toNASA needs.

Multi-EnterpriseTechnology

Space Science Goal: Contribute measurably to achieving the science, math, and technologyeducation goals of our Nation, and share widely the excitement and inspiration of our missionsand discoveries

Objective: Incorporate education and enhanced public understanding of science as integralcomponents of Space Science missions and research

Successful achievement of at least sevenof the following eight objectives will bemade. (1) Each new Space Sciencemission will have a funded education andoutreach program. (2) By the end of FY00,

OS67 Increase and improve public access toonline and printed materials. (OS67-7)

Enhance teacher and student training,education, and participation in science,

Outreach(Education)


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10% of all Space Science research grantswill have an associated education andoutreach program under way. (3) Twenty-six states will have Enterprise-fundededucation or outreach programs plannedor under way. (4) At least five research,mission development/ operations, oreducation programs will have beenplanned/undertaken in Historically BlackColleges and Universities, HispanicServing Institutions, or Tribal Colleges,with at least one project under way ineach group. (5) At least three national andtwo regional educational or outreachconferences will be supported with asignificant Space Science presence. (6) Atleast three exhibits or planetarium showswill be on display. (7) An online directoryproviding enhanced access to majorSpace Science-related products andprograms will be operational by end of thefiscal year. (8) A comprehensive approachto assessing the effectiveness and impactof the Space Science education andoutreach efforts will be underdevelopment, with a pilot test of theevaluation initiated.

math, and technology (following the 6Program Objectives established inNASA’s Strategic Plan for Education)using our program results andinformation. (OS67-4)

Engage the public through participationin major events and activities. (OS67-5)

Ensure strong education/public outreachcomponents for all projects and selectedresearch efforts, with clear metrics forevaluation. (OS67-1, OS67-2, OS67-8)

Earth Science Enterprise

Earth Science Goal: Observe, understand, and model the Earth system to learn how it ischanging, and the consequences for life on Earth.

[Note: science themes reflected in the JPL Implementation Plan comply with current EarthScience themes, which are different from the objectives in the NASA Performance Plan]

Objective: Predict seasonal-to-interannual climate variations

Establish a benchmark for global andregional rainfall measurements bycombining TRMM measurements withmeasurements from other sources. Createmaps of the diurnal cycle of precipitationfor the first time. Combine the existing 10-year data set with TRMM measurementsto validate climate models anddemonstrate the impact of rainfall onshort-term weather forecasting. Distributethrough the Goddard DAAC for ease ofaccess to science and operational users.

0Y9 Benchmark global and regional rainfallmeasurements (support).

Earth ScienceObserveEarth System:ChangeVariability andChange

Develop/ improve methods to couplestate-of-the-art land surface and sea icemodels to a global coupled ocean-atmosphere model and use to predictregional climactic consequences of ElNiño or La Niña occurrence in the tropicalPacific. Results of research will bepublished in the open literature and

0Y10 Conduct sea ice dynamics research topredict consequences of El Niño or LaNiña (support).


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provided to NOAA’s National ClimatePrediction Center and the U. S. Navy’sFleet Numeric Prediction Center. Ultimategoal: develop a capability to significantlyimprove the prediction of seasonal-to-interannual climate variations and theirregional climate consequences. The mainfocus is on North America.Measure production and radiativeproperties of aerosols produced bybiomass burning in Africa based onSAFARI 2000 (field experiment) and EOSinstruments. Includes extensiveinternational participation. This burning isestimated to contribute one-half of globalatmospheric aerosols.

0Y11 Use MISR data to determineconsequences of biomass burning inAfrica (primary).

Launch the NASA-CNES Jason-1 mission.This follow-on to TOPEX/Poseidon is toachieve a factor-of-4 improvement in accuracyin measuring ocean basin-scale sea-levelvariability. This is 1 order of magnitude betterthan that specified for TOPEX/Poseidon.

0Y12 Launch Jason-1 mission (primary).

Generate the first basin-scale high-resolution estimate of the state of thePacific Ocean as a part of theinternational Global Ocean DataAssimilation Experiment (GODAE).

0Y47 Generate the first basin-scale high-resolution estimate of the state of thePacific Ocean as a part of theinternational Global Ocean DataAssimilation Experiment (GODAE)(primary).

Objective: Identify natural hazards, processes, and mitigation strategies

Use southern California GPS array data tounderstand the connection betweenseismic risk and crustal strain leading toearthquakes.

0Y37 Use southern California GPS array datato understand the connection betweenseismic risk and crustal strain leading toearthquakes (primary).

Earth ScienceObserveEarth System:Solid EarthScience andNaturalHazards

Develop models to use time-varyinggravity observations for the first time inspace.

0Y38 Develop models to use time-varyinggravity observations for the first time inspace (primary).

Solid EarthScience andNaturalHazards

Demonstrate the utility of spaceborne datafor floodplain mapping with the FederalEmergency Management Agency.

0Y39 Demonstrate the utility of spacebornedata for floodplain mapping with theFederal Emergency ManagementAgency (primary).

Develop an automatic volcano cloud/ ashdetection algorithm employing EOS datasets for use by the Federal AviationAdministration.

0Y40 Develop an automatic volcano cloud/ ashdetection algorithm employing EOS datasets for use by the Federal AviationAdministration (support)

Earth ScienceObserveEarth System:ClimateVariability andChange

Objective: Detect long-term climate change, causes, and impact

Provide for the continuation of the long-term, precise measurement of the totalsolar irradiance with the launch of EOS

0Y15 Continue measurement of total solarirradiance by launching ACRIMSAT(primary).

Earth ScienceObserveEarth System:


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ACRIM.Complete environmental testing of theACRIMSAT spacecraft.

ClimateVariability andChange

Initiate a program of airborne mapping oflayers within the Greenland ice sheet todecipher the impact of past climatevariation on polar regions.

0Y18 Use Airborne Sounder to decipherimpact of past climate variation on polarregions (support).

Develop a remote-sensing instrument/technique for ocean surface salinitymeasurements from aircraft. Goal toimprove measurement accuracy to 1 orderof magnitude better than available inFY98. The ultimate goal is the capabilityto globally measure sea surface salinityfrom space.

OY19 Use Passive-Active L-S Band aircraftinstrument to develop technique forocean surface salinity measurements(primary).

Objective: Understand the causes of variation in atmospheric ozone concentration anddistribution

Implement the SAGE III Ozone Loss andValidation Experiment. Measurements willbe made from October 1999 to March2000 in the Arctic/ high- latitude regionfrom the NASA DC- 8, ER- 2, and balloonplatforms. Will acquire correlative data tovalidate SAGE III data and assess high-latitude ozone loss.

OY22 Implement the SAGE III Ozone Loss andValidation Experiment (SOLVE) toacquire correlative data to validate SAGEIII data and assess high-latitude ozoneloss with aircraft and balloonmeasurements.

Earth ScienceObserveEarth System:AtmosphericChemistry

Earth Science Goal: Expand and accelerate the realization of economic and societal benefits

from Earth science, information, and technology.

Objective: Increase public understanding of Earth Science through education and outreach.

Conduct at least 300 workshops to trainteachers in the use of Enterpriseeducation products.

OY31

Increase the number of schoolsparticipating in GLOBE to 10,500, a 30%increase over FY’99; increaseparticipating countries to 77 (from 72).

OY32

[Enhance teacher and student training,education, and participation in science,math, and technology (following the sixprogram objectives established inNASA’s Strategic Plan for Education)using our program results andinformation.]

Outreach(Education)

Earth Science Goal: Develop and adopt advanced technologies to enable mission success andserve national priorities.

Objective: Develop and transfer advanced remote-sensing technologies.

Transfer at least one technologydevelopment to a commercial entity foroperational use.

OY34 Transfer at least one technologydevelopment to a commercial entity foroperational use.

Outreach(C&TT


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Human Exploration and Development of Space Enterprise

HEDS Goal: Expand the frontier (Office of Space Flight and OLMSA)

Objective: Enable human exploration through collaborative robotic missions

Objective: Define innovative, safe, and affordable human exploration mission architectures

Complete the development and initiate theimplementation of a comprehensivetechnology investment strategy to supportfuture human exploration that includescapability development for increasing self-sustainability, decreasing transit times,developing commercial opportunities,reducing cost and risk, and increasingknowledge and operational safety.

OH36 Contribute to a technology investmentstrategy to support future humanexploration.

HEDS

N/A Complete the delivery of the MarsEnvironmental Compatibility Assessment(MECA) to the MSP’01 project.

Objective: Invest in enabling high-leverage exploration technologies

In coordination with other Enterprises,develop and implement tests anddemonstrations of capabilities for futurehuman exploration in the areas ofadvanced space power, advanced spacetransportation, information and automationsystems, and sensors and instruments.

OH38 Demonstrate capabilities for futurehuman exploration.

HEDS

Goal: Expand the commercial development of space (OLMSA)

Objective: Facilitate access to space for commercial researchers

Invest 25% of the space communicationstechnology budget by FY’00 in projectsthat could enable space commercialopportunities, including leveraging througha consortium of industry, academia, andgovernment.

OH44 Invest JPL space communicationstechnology budget in activities that willlead to new services, decreased unitservice costs, and/or increased servicequantity and quality while providing thepotential for space commercialopportunities—including leveragingthrough relationships with industry,academic institutions, and othergovernment organizations.

Multi-EnterpriseDeep SpaceCommunications andMissionOperations

Goal: Expand scientific knowledge (OLMSA)

Objective: In partnership with the scientific community, use the space environmentto explore chemical, biological, and physical systems

N/A Conduct successful Low-TemperatureMicrogravity (LTMP) facility preliminarydesign review.

HEDS


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N/A Conduct requirements definition reviewsfor three candidate investigations, andselect two for the first LTMP mission onthe International Space Station (ISS).

HEDS

Conduct successful science conceptreviews for three candidateinvestigations for the second LTMPmission on ISS.

Conduct successful requirementsdefinition review for first Laser Coolingand Atomic Physics (LCAP) investigationon the ISS, and science concept reviewfor the second investigation.Support NASA in conducting selection ofnew fundamental physics investigationsby means of a NASA researchannouncement.Support NASA in definition of NationalCenter for Microgravity FundamentalPhysics, and in selection of consortiummembers to operate the center.

HEDS Goal: Enable and establish a permanent and productive human presence in Earth orbit(Office of Space Flight and OLMSA)

Objective: Meet strategic space mission operations needs while reducing costsand increasing standardization and interoperability

Reduce the space communicationsbudget submit for FY00 by 30–35% fromthe FY96 congressional budget submit.

OH43 Contribute to the planned reduction ofthe space communications budgetconsistent with SOMO’s instructions andassociated customer priorities.

Multi-EnterpriseDeep SpaceCommunications andMissionOperations

Aero-Space Technology Enterprise

Aero-Space Technology Goal for Space Transportation: Enable the full commercial potential ofspace and expansion of space research and exploration

Objective: Revolutionize in-space transportation

Complete NSTAR Mission Profile (100%design life) ground testing for DeepSpace-1 (concurrent, identical firing of anNSTAR engine in a vacuum chamber withthe actual firing sequence of the in-flightpropulsion system).

OR10 Complete NSTAR mission profile groundtesting for Deep Space One.

Aero-SpaceTechnology

Objective: Revolutionize space launch capabilities

Conduct the flight testing of the X-33vehicle.

OR9 Support the flight testing of the X-33vehicle.

Aero-SpaceTechnology


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Institutional

Manage Strategically Cross-cutting Process

Manage Strategically Goal: Provide a basis for the Agency to carry out its responsibilitieseffectively and safely and enable management to make critical decisions regardingimplementation activities and resource allocations that are consistent with the goals,objectives, and strategies contained in NASA’s Strategic, Implementation, and PerformancePlans.

Objective: Optimize investment strategies and systems to align human, physical,and financial resources with customer requirements, while ensuring

compliance with applicable statutes and regulations

Maintain a diverse NASA workforcethroughout the downsizing efforts

OMS2 Maintain a diverse work force. InstitutionalLeadershipandOperations(HR)

Reduce the number of Agency lostworkdays (from occupational injury orillness) by 5% from the FY94– 96 3- yearaverage.

OMS3 Reduce the number of lost work days. TechnicalLeadershipandOperations(SMAD)

N/A In support of the NASA Agency SafetyInitiative (ASI), develop and implement aplan for infusing safety awareness andgood safety practices into JPL processesand infrastructure.

Achieve a 5% increase in physicalresource costs avoided from the previousyear through alternate investmentstrategies in environmental and facilitiesoperations.

OMS12 Achieve a cost savings fromconservation of physical resources.

InstitutionalLeadershipandOperations(AssociateDirector,Institutional)

Cost 70% or more of available resources. OMS4 Cost 70% or more of the resourcesauthority available to cost within thefiscal year.

(AssociateDirector,Financial)

N/A Accomplish all schedule and costcommitments for FY’00 as planned inPOP99-1.

(Office of theDirector)

Publish new JPL Strategic ManagementPlan.

(StrategicManagement)

Enable all JPL staff to link their FY’00performance plans to relevant JPL andNASA plans.Show measurable progress against allJPL change goals.

(ChangeManagement)

Define a minimum of one performancemetric for each JPL process, each with abaseline measure and at least initialtrend data.


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Measure closure of the gap between thedesired attributes of a processorganization and JPL’s state at thebeginning of the fiscal year.Provide innovative services and supportchanges in the work environment thatenable JPL to become an “employer ofchoice.”

(HumanResources)

Control expenditures to not exceed theFY’00 cost plan for allocated direct andmultiprogram support.

(AssociateDirector,Institutional)

Vacate Building 601, the last off-sitelease, by the end of FY’00.Continue the operation andenhancement of the New BusinessSystems (NBS) and commence thesystem software upgrade by the end ofCY’00.


Ensure the continuing presence of arobust customer service capability.Support JPL’s discipline centers ofexcellence.

Investments

Develop mission concepts and proposalsin areas of Agency emphasis.

Objective: Improve the effectiveness and efficiency of Agency acquisitions through theincreased use of techniques and management that enhance contractor innovations and

performance.

Of funds available for PBC, maintain PBCobligations at 80% (funds availableexclude grants, cooperative agreements,actions <$ 100,000, SBIR, STTR,FFRDC’s, intragovernmental agreements,and contracts with Foreign governmentsor international organizations).

OMS5 Ensure that at least 80% of subcontractfunds obligated by JPL are inperformance-based contracts.


Achieve at least the congressionallymandated 8% goal for annual funding tosmall disadvantaged businesses(including prime and subcontracts, smalldisadvantaged businesses, HBCUs, otherminority institutions, andwomen- owned small businesses).

OMS8 Meet or exceed targets for small, smalldisadvantaged, and women-ownedbusiness.

N/A Reduce cycle times for contracts andpurchase orders, and reduce transactioncosts.

Objective: Improve information technology capability and services.

Improve information technologyinfrastructure service delivery to provideincreased capability and efficiency whilemaintaining a customer rating of“satisfactory” and holding costs perresource unit to the FY98 baseline.

OMS10 Begin implementation of knowledgemanagement infrastructure services.

(AssociateDirector,Institutional)


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Evolve and continuously improveEnterprise Information System andnetworking services.Significantly improve informationtechnology security and related training.

N/A Increase on-line access to scientific,technical, and business information.Evolve and advance informationinfrastructure capabilities.

Investments

Provide Aerospace Products and Capabilities Cross-cutting Process

PAPAC Goal: Enable NASA’s Strategic Enterprises and their Centers to deliver products andservices to customers more effectively and efficiently while extending the technology, research,and science benefits broadly to the public and commercial sectors

Objective: Reduce the cost and development time to deliver products and operational services.

Meet schedule and cost commitments bykeeping the development and upgrade ofmajor scientific facilities andcapital assets within 110% of cost andschedule estimates, on average.

OP1 Keep development and upgrade of majorfacilities within cost and schedule plans.

InstitutionalLeadership(AssociateDirector,Institutional)

Objective: Improve and maintain NASA’s engineering capability.

Ensure the availability of NASA’sspacecraft and facilities by decreasing theFY99 unscheduled downtime.

OP2 Track DSN unscheduled downtime toestablish a baseline to measure futureimprovements.

Multi-EnterpriseCommunications andMissionOperations

N/A Develop training modules for SMADtools.

TechnicalLeadership(SMAD)

Implement the SMAD AssuranceTechnology Infusion Plan to help at leastthree projects accelerate the infusion ofnew technology into their activities.Develop with SESPD a risk managementprocess for flight projects, withstandardized assessment and datamanagement methodologies, tailorableto the needs of the individual projects.Increase the leveraging funding oftechnology development by 10%.Develop and implement a process forassessing and rating overall projectmission risk during formulation phaseand throughout the life cycle.Infuse Flight Hardware LogisticsProgram (FHLP) into JPL projects andDNP.Implement an insight model of softwarequality assurance that allows the earlydetermination and management of riskfor a project with internal and/or outsidesuppliers/partners.


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Develop a customer relationship inelectronic parts engineering, reliability,and radiation effects with JPL, NASA,government, industry, and academia.Improve JPL GPMC process.(Note: See also objectives supporting“Capture and preserve engineering…,”below)

Objective: Capture and preserve engineering and technological best practices and processknowledge to continuously improve NASA’s program/ project management.

(Note: These JPL objectives also align with the NASA PAPAC objectiveto improve and maintain NASA’s engineering capability.)

Capture a set of best practices/ lessonslearned from each program, including atleast one from each of the fourProvide Aerospace Products andCapabilities subprocesses, commensuratewith current program status. Datawill be implemented in processimprovement and program/ projectmanagement training.

OP5 Capture best practices/lessons learnedin each of the four PAPACsubprocesses: project and programformulation, approval, implementation,and evaluation.

TechnicalLeadership(ESD)

N/A Define and implement a system tomeasure the performance of theprocesses associated with the delivery ofnew products (the DNP processes).

(ESD)

Define and implement a formalcontinuous improvement program for theDNP processes.Complete the OP/SP Europa andCloudSAT DNP preliminary designprocess pilots, and incorporate lessonslearned in the formulation processes.Pilot improvements in key areas of themission software process with at leastone flight project.Provide training resources andprocesses that support the goal of 40hours of training per employee.

InstitutionalLeadership(HumanResources)

Significantly reduce cycle time of key HRprocesses affecting hiring and promotionEnsure continuing proper managementof the financial aspects of all JPLactivities.


Objective: Focus on integrated technology planning and technology development incooperation with commercial industry and other NASA partners and customers.

Dedicate the percentage of the Agency’sR& D budget that is established in theFY99 process to commercial partnerships.

OP 6 Initiate at least one formal,technology development partneringagreement with an aerospace firm.

ReimbursableWork


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Increase reimbursable funding oftechnology developments ordemonstrations that support NASAneeds by at least 10%.30% of JPL’s R&D budget (asdefined by Headquarters) will bereflected in commercial partnerships.

Outreach(C&TT)

Increase the number of formal,technology development partneringagreements with federalorganizations by at least one.Increase reimbursable funding of in-situ technologies by at least 10%.

Increase the amount of leveraging of thetechnology budget with activities of otherorganizations, relative to the FY99baseline that is established during theprocess development.

OP7

Arrange for at least one new JPLtechnology to be demonstrated on amission of another agency, or foranother agency's technology to beflown on a JPL mission.

ReimbursableWork

Stimulate private sector investment inJPL research, development, andmissions. Identify one commercialopportunity.

N/A .

Execute at least 200 NASA/Caltechlicenses (patents and copyrights) for useof intellectual property.

Outreach(C&TT)

Generate Knowledge Cross-cutting Process

Generate Knowledge Goal: Extend the boundaries of knowledge of science and engineering,capture new knowledge in useful and transferable media, and share new knowledge withcustomers.

Objectives:Acquire advicePlan and set prioritiesSelect and fund/conduct research and analysis programsSelect and implement flight missionsAnalyze data (initial)Publish and disseminate resultsCreate archivesConduct further research

N/A Select a Grand Challenge researchconcept for JPL and start investigation.

InstitutionalLeadershipandOperations(ChiefScientist)

Initiate at least two additionalmemoranda of understanding withuniversities.


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Ensure the establishment of anastrobiology laboratory/facility at JPL bythe end of FY’00.Ensure the upgrade of data acquisitionsystem for the Near Earth ObjectsProject is complete by the end of FY’00.Initiate a new research and developmentprogram on quantum technology.Initiate a new research and developmentprogram on isotopic remote sensing ofcarbon and oxygen.

Communicate Knowledge Cross-cutting Process

Communicate Knowledge Goal: Ensure that NASA’s customers receive the information derivedfrom NASA’s research efforts that they want, in the format they want, for as long as they want it.

Objective: Highlight existing and identify new opportunities for NASA’s customers, includingthe public, the academic community, and the Nation’s students, to participate directly in space

research and discovery.

Assist customers who use the STI HelpDesk and the NASA Image eXchange(NIX) digital image data base within aspecific turnaround period.

OC10 [Increase and improve public access toonline and printed materials.]

Support no less than 800 portable exhibitloans and send portable exhibits to aminimum of 175 targeted events per year.

OC11 [Engage the public through participationin major events and activities.]

Seek to maintain a level of participationinvolvement of approximately 3 millionwith the education community, includingteachers, faculty, and students.

OC1 [Enhance teacher and student training,education, and participation in science,math, and technology (following the sixprogram objectives established inNASA’s Strategic Plan for Education)using our program results andinformation.]

InstitutionalOutreach(Education)

Increase new opportunities to transfertechnology to private industry from 19,600to 19,800. These opportunities will bemade available to the public through theTechTracs data base and will bemeasured by monitoring a controlled datafield that indicates the number of newtechnologies communicated to the public.

OC9 Enhance opportunities to reach out toindustry and to communicate the societalbenefits of space research to the generalpublic.

N/A Provide continuous improvement incustomer service through regularreporting and systematic evaluation onall activities.

Objective: Improve the external constituent communities’ knowledge, understanding, and useof the results and opportunities associated with NASA’s programs.


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The Office of Scientific and TechnicalInformation plans to improve the NIXmetasearch engine accessing all NASAdigital image data bases, addingQuickTime, video, animation, and browsecategories on NASA’s key topics ofinterest to customers.


InstitutionalOutreach(Education)

The Office of Public Affairs is acquiringthe capability to provide the media withdigital, high- definition video whenbroadcasting industry converts to digitalbroadcasting in the next decade. It willalso add a searchable online digitalversion of the NASA Headquarters photoarchive to the NASA Home Page.

OC12 Enhance opportunities to communicatethrough mass media.

The Office of Public Affairs will openexhibits to new audiences. A series ofnew exhibits with updated information onthe Agency’s four Enterprises will begincirculation. New Internet sites to informthe public of exhibits available for loan willexpedite the loan process and attract newaudiences. Two NASA Centers will createnew exhibits and renovate visitor facilitiesto attract and accommodate additionalvisitors.

OC13 [Engage the public through participationin major events and activities.]

The History Office will target high schoolstudents through the use of a History Daycompetition on “Science, Technology, andInvention.” The contest is being conductedin concert with the History DayOrganization, with cosponsored teacherworkshops at every NASA Center.

OC14 [Enhance teacher and student training,education, and participation in science,math, and technology (following the sixprogram objectives established inNASA’s Strategic Plan for Education)using our program results andinformation.]`

The Office of Aero-Space Technology’sAerospace Technology Innovationpublication will be targeting medicalfacilities for new readership, as well as theautomotive industry for new technologytransfer opportunities. The organizationwill attend the Society for AutomotiveEngineers annual tradeshow in Detroit,Michigan.

OC15 [Enhance opportunities to reach out toindustry and to communicate the societalbenefits of space research to the generalpublic.]

Increase the NASA- sponsored, -funded,or –generated report documents for thescientific community and public from11,600 to 13,920.


Increase the nontraditional NASA-sponsored scientific and technicalinformation through the NIX digital imagedata base from 300,000 in FY98 to morethan 470,000 in FY00.


Increase the number of searched pages inNASA web space by 5% per year, relativeto the FY99 baseline.


Maintain a baseline for live satelliteinterview programs of no less than 10 liveshots per month.

OC19 [Enhance opportunities to communicatethrough mass media.]


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Provide publications that will communicatetechnologies available for commercial useand technologies that have beencommercialized by industry to facilitatetechnology transfer. The three principalpublications are Innovation, Spinoff, andTech Briefs, whose effectiveness will bemeasured by monitoring readership andfrequency of use as sources of reference.

OC21 [Enhance opportunities to reach out toindustry and to communicate the societalbenefits of space research to the generalpublic.]

Contribute at least 50 NASA commercialsuccess stories

Outreach(C&TT)

Increase by 200 the number of newtechnologies communicated to thepublic. Achieve at least 200 of the newtechnologies reported in NASA.Supply at least one new medical-relatedtechnology for publication in NASA’sTechnology Innovations.Provide at least three articles onappropriate technologies for each ofNASA’s principal technologycommunications publications(Innovations, Spinoff, and Tech Briefs).

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Related Documents

Related Documents

National Space Policy, September 19, 1996http://www.whitehouse.gov/WH/EOP/OSTP/NSTC/html/fs/fs-5.html

NASA Strategic Management DocumentsNASA strategic plans, enterprise plans, and center (including JPL) plans

http://www.hq.nasa.gov/office/codez/plans.html

JPL Assignment DocumentsNASA memorandum to Jet Propulsion Laboratory (attention Director)through AT/Associate Deputy Administrator (Technical) fromS/Associate Administrator for Space Science, “Assignment of LeadCenter Responsibility for Mars Exploration Robotic Missions,” August 6, 1993.

NASA memorandum to Jet Propulsion Laboratory (attention Director)from S/Associate Administrator for Space Science, “Assignment of Lead Center Responsibility for the Space Infrared Telescope Facility(SIRTF),” June 18, 1997.

NASA memorandum to Jet Propulsion Laboratory (attention Manager,Low Temperature Microgravity Physics Program) from UG/Director,Microgravity Science and Applications Division, “Transfer of theMicrogravity Technology Management Function,” June 28, 1996.

NASA memorandum to Distribution from UG/Director, MicrogravityScience and Applications Division, “Implementation of New Management Responsibilities at the Field Centers,” April 4, 1996.

Astronomical Search for Origins and Planetary Systems: Management Plan, for the Origins Theme, September 1, 1997

NASA memorandum to Jet Propulsion Laboratory (attention Director)from S/Associate Administrator for Space Science, “Assignment for Lead Center Responsibility for NASA Participation in Foreign SpaceScience Mission,” May 5, 1999.

Lead Center for Solid Earth and Physical Oceanography Missions[assignment pending]

NASA Code AE approval copy of JPL letter 5020-98-037L HKD:TEG:pb,“JPL Proposal for the NASA Electronic Parts and Packaging Lead Center Role,” letter dated October 15, 1998, approval dated November 5, 1998.


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105

Abbreviations

Abbreviations

632 Budget line item for multi-enterprise technology led byCode S

ACRIMSAT Active Cavity Radiometer Irradiance Monitor Satellite

ADEOS Advanced Earth Observing Satellite

AFRL Air Force Research Laboratory

AIRS Atmospheric Infrared Sounder

AIRSAR Airborne Synthetic Aperture Radar

AlphaSCAT Alpha Scatterometer

AMSU Advanced Microwave Sounding Unit

APEx Athena Precursor Experiment (Mars’01)

ARISE Advanced Radio Interferometer between Space andEarth

ASF Alaska SAR Facility

ASI Agency Safety Initiative

ASTER Advanced Spaceborne Thermal Emission andReflection Radiometer

AVIRIS Airborne Visible Infrared Imaging Spectrometer

BETSCE Brilliant Eyes Ten-Kelvin Sorption CryocoolerExperiment

BMDO Ballistic Missile and Defense Organization

Caltech California Institute of Technology

CETDP Cross-Enterprise Technology Development Program

CHEM Chemistry [EOS satellite]

CHeX Confined Helium Experiment

CISM Center for Integrated Space Microsystems

CISSR Center for In Situ Exploration and Sample Return

CMO Contracts Management Office

Code Q NASA’s Office of Safety and Mission Assurance

Code S NASA’s Office of Space Science

Code U NASA’s Office of Life and Microgravity Sciences andApplications

Code Y NASA’s Office of Mission to Planet Earth

CofE center of excellence (referring to JPL discipline centers)

CSMAD Center for Space Mission Architecture and Design

CSMISS Center for Space Mission Information and SoftwareSystems

106


CSMT Center for Space Microelectronics Technology

CY calendar year

DAAC Distributed Active Archive Center

DARPA Defense Advanced Research Projects Agency

DCATT Development Cryogenic Active Telescope Testbed

DIS Data and Information System

DISA Defense Information Systems Agency

DNP Develop New Products Project

DOD Department of Defense

DS Deep Space

DSMS Deep Space Mission System

DSN Deep Space Network

ECAP employee contribution and performance (performanceevaluation)

EMLS EOS MLS

EOS Earth Observing System

EOSDIS Earth Observing System Data and Information System

ESA European Space Agency

ESD Engineering and Science Directorate

ESSP Earth System Science Pathfinder

ESTO Earth Science Technology Office

FIRST Far Infrared and Submillimeter Telescope

FHLP Flight Hardware Logistics Program

FY fiscal year

GALEX Galaxy Evolution Explorer

GGN Global GPS Network

GODAE Global Ocean Data Assimilation Experiment

GPMC Governing Program Management Council

GPS Global Positioning System

GRACE Gravity Recovery and Atmospheric ChangeExperiment

GSFC Goddard Space Flight Center

HEDS Human Exploration and Development of SpaceEnterprise

HPCC High-Performance Computing and Communications

HSB Humidity Sounder Brazil

HQ Headquarters

107

Abbreviations

IBS Institutional Business Systems

ICIS Institutional Computing and Information ServicesOffice

IGS International GPS Service

IMAS Integrated Multispectral Atmospheric Sounder

I/O input/output

IR infrared

IRAC Infrared Array Camera

IRS Infrared Spectrograph

ISAS Institute of Space and Astronautical Sciences of Japan

ISE Intelligent Synthesis Environment

ISO International Standards Organization

ISO 9000 the body of quality management and qualityassurance standards

ISO 9001 a standard that specifies quality system requirements

ISRU In Situ Resource Utilization

ISS International Space Station

ITEA International Technology Education Association

JPL Jet Propulsion Laboratory

JSC Johnson Space Center

KSC Kennedy Space Center

LAN local area network

LCAP Laser Cooling and Atomic Physics

LightSAR Light Synthetic Aperture Radar

LISA Laser Interferometer Space Antenna

LTMP Low-Temperature Microgravity Physics

MDS mission data system

MECA Mars Environmental Compatibility Assessment

MEMS microelectromechanical systems

MGS Mars Global Surveyor

MIDEX Mid-Sized Explorer

MISR Multi-Angle Imaging Spectro Radiometer

MLS Microwave Limb Sounder

MOU memorandum of understanding

MSFC Marshall Space Flight Center

MSP Mars Surveyor Program

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MUSES-CN Mu Space Engineering Satellite

MVACS Mars Volatiles and Climate Surveyor

NASA National Aeronautics and Space Administration

NBS New Business Systems

NEAP Near-Earth Asteroid Prospector Mission

NEAT Near-Earth Asteroid Tracking

NEPP NASA Electronic Parts and Packaging Program

NGST Next-Generation Space Telescope

NIMA National Imagery Mapping Agency

NMP New Millennium Program

NOAA National Oceanic and Atmospheric Administration

NRA NASA Research Announcement

NRO National Reconnaissance Office

NSCAT NASA Scatterometer

NSTAR In Space Transportation Advanced SpaceTransportation Program

OSS Office of Space Science

Outer Planets I Galileo, Cassini–Huygens

Outer Planets II Europa Orbiter, Pluto-Kuiper Express, Solar Probe,Comet Nucleus Sample Return

PAPAC provide aerospace products and capabilities cross-cutting process

PBM process-based management

PM-1 first evening EOS satellite

PMIRR pressure-modulated infrared reflectance radiometer

PODAAC Physical Oceanography Distributed Active ArchiveCenter

POP program operating plan

PRAD Product Resources Administration Division

QuikSCAT Quick Scatterometer

QWIP quantum-well infrared photodetector

R&D research and development

SAC-C Satellite de Aplicaciones Cientificas-C

SAGE Stratospheric Aerosol and Gas Experiment

SAR synthetic aperture radar

SBIR Small Business Innovation Research

SCIGN Southern California Integrated GPS Network

SESPD Space and Earth Science Programs Directorate

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Abbreviations

SEU Structure and Evolution of the Universe

SIM Space Interferometry Mission

SIR-C Shuttle Imaging Radar-C

SIRTF Space Infrared Telescope Facility

SIS superconductor-insulator-superconductor

SMAD Safety and Mission Assurance Directorate

SMEX Small Explorer

SOLVE Sage III Ozone Loss and Validation Experiment

SOMO Space Operations Management Office

SRTM Shuttle Radar Topography Mission

SSE Space Science Enterprise

STB system testbed

STEP Satellite Test of the Equivalence Principle

STRV Space Test Research Vehicle

SVLBI Space Very-Long-Baseline Interferometry

TAM Thurst Area Manager

TAP Technology and Applications Programs (Directorate)

TES Tropospheric Emission Spectrometer

TMOD Telecommunications and Mission OperationsDirectorate

TOPEX Ocean Topography Experiment

TPF Terrestrial Planet Finder

TQM total quality management

TST/EG Technology Strategy Team Executive Group

U.S. United States

UARS Upper Atmosphere Research Satellite

ULS Ulysses

UMLS UARS MLS

VGR Voyager

VIM Voyager Interstellar Mission

VLBI very-long-baseline interferometry

X-SAR X-Band Synthetic Aperture Radar

National Aeronautics andSpace Administration

Jet Propulsion LaboratoryCalifornia Institute of TechnologyPasadena, California

JPL 400-880 4/00

http://techinfo.jpl.nasa.gov/implementationplan/