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During the first two weeks of September, 2006, the National Aeronautics and Space Administration (NASA) Johnson Space Center (JSC) Advanced Extra Vehicular Activity (AEVA) team led the field test portion of the 2006 Desert Research and Technology Studies (D-RATS) in the Flagstaff, AZ area. The Desert RATS field test activity is the year-long culmination of various individual science and advanced engineering discipline areas’ technology and operations development efforts into a coordinated field test demonstration under representative (analog) planetary surface terrain conditions. The 2006 Desert RATS was the ninth RATS field test and was the largest, most systems-oriented, integrated field test to date with participants from seven NASA field centers, three industry partners, and two research organizations. Each week of the test, RATS addressed specific sets of objectives. The first week of field testing focused on Lunar surface science and in-situ resource utilization tasks.

Procedures for rapid microbiological analysis were performed during simulated surface extra-vehicular activity (EVA) at Meteor Crater, Arizona. The fully suited operator swabbed rock (‘unknown’ sample), spacesuit glove (contamination control) and air (negative control). Each swab sample was analyzed for lipopolysaccharide (LPS) and β-1, 3-glucan within 10 minutes by the handheld LOCAD PTS instrument, scheduled for flight to ISS on space shuttle STS-116. This simulated a rapid and preliminary ‘life detection’ test (with contamination control) that a human could perform on Mars. Eight techniques were also evaluated for their ability to clean and remove LPS and β-1, 3-glucan from five surface materials of the EVA Mobility Unit (EMU). While chemical/mechanical techniques were effective at cleaning smooth surfaces (e.g. RTV silicon), they were less so with porous fabrics (e.g. TMG gauntlet).

Management of technology development is a key aspect of any technology-dependent program, but at present, NASA does not manage technology development within a context of agency goals and visions spanning decades. We propose here a management framework that requires development of a technology portfolio that can be applied to achieving long term strategic goals in accordance with decade spanning vision. This process integrates program direction, maturity and time, and allows a manager to understand where to accept development risk, where to apply significant amounts of resources, and how to manage technology development as a separate element in a program.