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By NASA
4 Min Read NASA Terminal Transmits First Laser Communications Uplink to Space
NASA's LCOT (Low-Cost Optical Terminal) located at the agency's Goddard Space Flight Center in Greenbelt, Md. Credits: NASA NASA’s LCOT (Low-Cost Optical Terminal), a ground station made of modified commercial hardware, transmitted its first laser communications uplink to the TBIRD (TeraByte Infrared Delivery), a tissue box-sized payload formerly in low Earth orbit.
During the first live sky test, NASA’s LCOT produced enough uplink intensity for the TBIRD payload to identify the laser beacon, connect, and maintain a connection to the ground station for over three minutes. This successful test marks an important achievement for laser communications: connecting LCOT’s laser beacon from Earth to TBIRD required one milliradian of pointing accuracy, the equivalent of hitting a three-foot target from over eight American football fields away.
The test was one of many laser communications achievements TBIRD made possible during its successful, two-year mission. Prior to its mission completion on Sept. 15, 2024, the payload transmitted at a record-breaking 200 gigabits per second. In an actual use case, TBIRD’s three-minute connection time with LCOT would be sufficient to return over five terabytes of critical science data, the equivalent of over 2,500 hours of high-definition video in a single pass. As the LCOT sky test demonstrates, the ultra-high-speed capabilities of laser communications will allow science missions to maintain their connection to Earth as they travel farther than ever before.
Measurement data of the power, or “fluency,” of the connection between NASA’s LCOT (Low-Cost Optical Terminal) laser beacon and TBIRD’s (TeraByte Infrared Delivery) receiver provided by Massachusetts Institute of Technology Lincoln Laboratory (MIT-LL). LCOT and TBIRD maintained a sufficient connection for over three minutes — enough time for TBIRD to return over five terabytes of data. NASA/Dave Ryan NASA’s SCaN (Space Communications and Navigation) program office is implementing laser communications technology in various orbits, including the upcoming Artemis II mission, to demonstrate its potential impact in the agency’s mission to explore, innovate, and inspire discovery.
“Optical, or laser, communications can transfer 10 to 100 times more data than radio frequency waves,” said Kevin Coggins, deputy associate administrator and SCaN program manager. “Literally, it’s the wave of the future, as it’ll enable scientists to realize an ever-increasing amount of data from their missions and will serve as our critical lifeline for astronauts traveling to and from Mars.”
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A recording of TBIRD’s (TeraByte Infrared Delivery) successful downlink from NASA’s LCOT (Low-Cost Optical Terminal) Wide Field Camera. The light saturation from the downlink caused a secondary reflection in the upper right of the video.NASA Historically, space missions have used radio frequencies to send data to and from space, but with science instruments capturing more data, communications assets must meet increasing demand. The infrared light used for laser communications transmits the data at a shorter wavelength than radio, meaning ground stations on Earth can send and receive more data per second.
The LCOT team continues to refine pointing capabilities through additional tests with NASA’s LCRD (Laser Communications Relay Demonstration). As LCOT and the agency’s other laser communications missions continue to reach new milestones in connectivity and accessibility, they demonstrate laser communications’ potential to revolutionize scientists’ access to new data about Earth, our solar system, and beyond.
“It’s a testament to the hard work and skill of the entire team,” said Dr. Haleh Safavi, project lead for LCOT. “We work with very complicated and sensitive transmission equipment that must be installed with incredible precision. These results required expeditious planning and execution at every level.”
NASA’s LCOT (Low-Cost Optical Terminal) at the agency’s Goddard Space Flight Center in Greenbelt, Maryland, uses slightly modified commercial hardware to reduce the expense of implementing laser communications technology. NASA Experiments like TBIRD and LCRD are only two of SCaN’s multiple in-space demonstrations of laser communications, but a robust laser communications network relies on easily reconfigurable ground stations on Earth. The LCOT ground station showcases how the government and aerospace industry can build and deploy flexible laser communications ground stations to meet the needs of a wide variety of NASA and commercial missions, and how these ground stations open new doors for communications technology and extremely high data volume transmission.
NASA’s LCOT is developed by the agency’s Goddard Space Flight Center in Greenbelt, Maryland. TBIRD was developed in partnership with the Massachusetts Institute of Technology Lincoln Laboratory (MIT-LL) in Lexington. TBIRD was flown and operated as a collaborative effort among NASA Goddard; NASA’s Ames Research Center in California’s Silicon Valley; NASA’s Jet Propulsion Laboratory in Southern California; MIT-LL; and Terran Orbital Corporation in Irvine, California. Funding and oversight for LCOT and other laser communications demonstrations comes from the (SCaN) Space Communications and Navigation program office within the Space Operations Mission Directorate at NASA Headquarters in Washington.
About the Author
Korine Powers
Senior Writer and Education LeadKorine Powers, Ph.D. is a writer for NASA's Space Communications and Navigation (SCaN) program office and covers emerging technologies, commercialization efforts, education and outreach, exploration activities, and more.
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Last Updated Oct 09, 2024 EditorKorine PowersContactKatherine Schauerkatherine.s.schauer@nasa.govLocationGoddard Space Flight Center Related Terms
Space Communications Technology Communicating and Navigating with Missions Goddard Space Flight Center Space Communications & Navigation Program Space Operations Mission Directorate Technology Technology Demonstration View the full article
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By European Space Agency
In 2023, ESA published more than 400 vacancies in engineering, science and business and administration and more positions continue to be published as we are always on the lookout for talented new colleagues to join us. So, what does it mean to join ESA? Here are five reasons why you should consider ESA as the next step in your career!
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By NASA
NASA astronaut Jessica Meir conducts cardiac research using tissue chip platforms in the Life Sciences Glovebox aboard space station in March of 2022.NASA The International Space Station offers a unique microgravity environment where cells outside the human body behave similarly to how they do inside the human body. Tissue chips are small devices containing living cells that mimic complex functions of specific human tissues and organs. Researchers can run experiments using tissue chips aboard space station to understand disease progression and provide faster and safer alternatives for preparing medicine for clinical trials.
Researchers placed engineered heart tissues on tissue chips sent to study how microgravity impacts cardiac functions in space. Data collected by the chips showed these heart tissues experienced impaired contractions, subcellular structural changes, and increased stress, which can lead to tissue damage and disease. Previous studies conducted on human subjects have displayed similar outcomes. In the future, engineered heart tissues could accurately model the effects of spaceflight on cardiac function.
Another investigation used muscle-on-a-chip technology to evaluate whether engineered muscle tissues can mimic the characteristics of reduced muscle regeneration in microgravity. Researchers found that engineered muscle-on-a-chip platforms are viable for studying muscle-related bioprocesses in space. In addition, samples treated with drugs known to stimulate muscle regeneration showed partial prevention of the effects of microgravity. These results demonstrate that muscle-on-chip can also be used to study and identify drugs that may prevent muscle decline in space and age-related muscle decline on Earth.
NASA astronaut Megan McArthur works on the Cardinal Muscle investigation in the Life Sciences Glovebox aboard the space station in August of 2021.NASA Keep Exploring Discover More Topics From NASA
Benefits to Humanity
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By NASA
NASA/Bill Ingalls NASA Administrator Bill Nelson and Kirk Johnson, Sant Director of the Smithsonian’s National Museum of Natural History in Washington, preview the agency’s new Earth Information Center exhibit on Monday, Oct. 8, 2024. This new exhibit is the Earth Information Center’s second physical location.
The exhibit at the Smithsonian includes a 32-foot-long, 12-foot-high video wall displaying Earth science data visualizations and videos, interpretive panels showing Earth’s connected systems, information on our changing world, and an overview of how NASA and the Smithsonian study our home planet. It opens to the public Tuesday, Oct. 8, and will remain on display through 2028.
Image Credit: NASA/Bill Ingalls
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By NASA
Throughout the life cycles of missions, Goddard engineer Noosha Haghani has championed problem-solving and decision-making to get to flight-ready projects.
Name: Noosha Haghani
Title: Plankton Aerosol Clouds and Ecosystem (PACE) Deputy Mission Systems Engineer
Formal Job Classification: Electrical engineer
Organization: Engineering and Technology Directorate, Mission Systems Engineering Branch (Code 599)
Noosha Haghani is a systems engineer for the Plankton Aerosol Clouds and Ecosystem (PACE) mission at NASA’s Goddard Space Flight Center in Greenbelt, Md. Credit: NASA What do you do and what is most interesting about your role here at Goddard?
As the PACE deputy mission systems engineer, we solve problems every day, all day long. An advantage I have is that I have been on this project from the beginning.
Why did you become an engineer? What is your educational background?
I was always very good at math and science. Both of my parents are engineers. I loved building with Legos and solving puzzles. Becoming an engineer was a natural progression for me.
I have a BS in electrical engineering and a master’s in reliability engineering from the University of Maryland, College Park. I had completed all my course work for my Ph.D. as well but never finished due to family obligations.
How did you come to Goddard?
As a freshman in college, I interned at Goddard. After graduation, I worked in industry for a few years. In 2002, I returned to Goddard because I realized that what we do at Goddard is so much more unique and exciting to me.
My mother also works at Goddard as a software engineer, so I am a second-generation Goddard employee. Early on in my career, my mother and I met for lunch occasionally. Now I am just too busy to even schedule lunch.
Describe the advantages you have in understanding a system which you have worked on from the original design through build and testing?
I came to the PACE project as the architect of an avionics system called MUSTANG, a set of hardware electronics that performs the function of the avionics of the mission including command and data handling, power, attitude control, and more. As the MUSTANG lead, I proposed an architecture for the PACE spacecraft which the PACE manager accepted, so MUSTANG is the core architecture for the PACE spacecraft. I led the team in building the initial hardware and then moved into my current systems engineering role.
Knowing the history of a project is an advantage in that it teaches me how the system works. Understanding the rationale of the decision making we made over the years helps me to better appreciate why we built the system way we did.
How would you describe your problem-solving techniques?
A problem always manifests as some incorrect reading or some failure in a test, which I refer to as evidence of the problem. Problem solving is basically looking at the evidence and figuring out what is causing the problem. You go through certain paths to determine if your theory matches the evidence. It requires a certain level of understanding of the system we have built. There are many components to the observatory including hardware and software that could be implicated. We compartmentalize the problem and try to figure out the root cause systematically. Sometimes we must do more testing to get the problem to recreate itself and provide more evidence.
As a team lead, how do you create and assign an investigation plan?
As a leader, I divide up the responsibilities of the troubleshooting investigation. We are a very large team. Each individual has different roles and responsibilities. I am the second-highest ranking technical authority for the mission, so I can be leading several groups of people on any given day, depending on the issue.
The evidence presented to us for the problem will usually implicate a few subsystems. We pull in the leads for these subsystems and associated personnel and we discuss the problem. We brainstorm. We decide on investigation and mitigation strategies. We then ask the Integration and Test team to help carry out our investigation plan.
As a systems engineer, how do you lead individuals who do not report to you or through your chain of command?
I am responsible for the technical integrity of the mission. As a systems engineer, these individuals do not work for me. They themselves answer to a line manager who is not in my chain of command. I lead them through influencing them.
I use leadership personality and mutual respect to guide the team and convince them that the method we have chosen to solve the problem is the best method. Because I have a long history with the project, and was with this system from the drawing board, I generally understand how the system works. This helps me guide the team to finding the root cause of any problem.
How do you lead your team to reach consensus?
Everything is a team effort. We would be no where without the team. I want to give full credit to all the teams.
You must respect members of your team, and each team member must respect you as a leader. I first try to gather and learn as much as possible about the work, what it takes to do the work, understanding the technical aspects of the work and basically understanding the technical requirements of the hardware. I know a little about all the subsystems, but I rely on my subsystem team leads who are the subject matter experts.
The decision on how to build the system falls on the Systems Team. The subject matter experts provide several options and define risks associated with each. We then make a decision based on the best technical solution for the project that falls within the cost/schedule and risk posture.
If my subject matter experts and I do not agree, we go back and forth and work together as a team to come to a consensus on how to proceed. Often we all ask many questions to help guide out path. The team is built on mutual respect and good communication. When we finally reach a decision, almost everyone agrees because of our collaboration, negotiation and sometimes compromise.
What is your favorite saying?
Better is the enemy of good enough. You must balance perfectionism with reality.
How do you balance perfectionism with reality to make a decision?
Goddard has a lot of perfectionists. I am not a perfectionist, but I have high expectations. Goddard has a lot of conservatism, but conservatism alone will not bring a project to fruition.
There is a level of idealism in design that says that you can always improve on a design. Perfection is idealistic. You can analyze something on paper forever. Ultimately, even though I am responsible for the technical aspects only, we still as a mission must maintain cost and schedule. We could improve a design forever but that would take time and money away from other projects. We need to know when we have built something that is good enough, although maybe not perfect.
In the end, something on paper is great, but building and testing hardware is fundamental in order to proceed. Occasionally the decisions we make take some calculated risk. We do not always have all the facts and furthermore we do not always have the time to wait for all the facts. We must at some point make a decision based on the data we have.
Ultimately a team lead has to make a judgement call. The answer is not in doing bare minimum or cutting corners to get the job done, but rather realizing what level of effort is the right amount to move forward.
Why is the ability to make a decision one of your best leadership qualities?
There is a certain level of skill in being able to make a decision. If you do not make a decision, at some point that inability to make a decision becomes a decision. You have lost time and nothing gets built.
My team knows that if they come to me, I will give them a path forward to execute. No one likes to be stuck in limbo, running in circles. A lot of people in a project want direction so that they can go forward and implement that decision. The systems team must be able to make decisions so that the team can end up with a finished, launchable project.
One of my main jobs is to access risk. Is it risky to move on? Or do I need to investigate further? We have a day-by-day risk assessment decision making process which decides whether or not we will move on with the activities of that day.
As an informal mentor, what is the most important advice you give?
Do not give up. Everything will eventually all click together.
What do you like most about your job?
I love problem solving. I thrive in organized chaos. Every day we push forward, complete tasks. Every day is a reward because we are progressing towards our launch date.
Who inspires you?
The team inspires me. They make me want to come to work every day and do a little bit better. My job is very stressful. I work a lot of hours. What motivates me to continue is that there are other people doing the same thing, they are amazing. I respect each of them so much.
What do you do for fun?
I like to go to the gym and I love watching my son play sports. I enjoy travel and I love getting immersed in a city of a different country.
By Elizabeth M. Jarrell
NASA’s Goddard Space Flight Center, Greenbelt, Md.
Conversations With Goddard is a collection of Q&A profiles highlighting the breadth and depth of NASA’s Goddard Space Flight Center’s talented and diverse workforce. The Conversations have been published twice a month on average since May 2011. Read past editions on Goddard’s “Our People” webpage.
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Last Updated Oct 08, 2024 EditorMadison OlsonContactRob Garnerrob.garner@nasa.govLocationGoddard Space Flight Center Related Terms
People of Goddard Earth Goddard Space Flight Center PACE (Plankton, Aerosol, Cloud, Ocean Ecosystem) People of NASA Explore More
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