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DOE OSTI2023

$\mathrm{RADICAL}$-Pilot and $\mathrm{PMIx}$/$\mathrm{PRRTE}$: Executing Heterogeneous Workloads at Large Scale on Partitioned $\mathrm{HPC}$ Resources

Execution of heterogeneous workflows on high-performance computing (HPC) platforms present unprecedented resource management and execution coordination challenges for runtime systems. Task heterogeneity increases the complexity of resource and execution management, limiting the scalability and efficiency of workflow execution. Re-source partitioning and distribution of tasks execution over portioned re-sources promises to address those problems but we lack an experimental evaluation of its performance at scale. Here this paper provides a performance evaluation of the Process Management Interface for Exascale (PMIx) and its reference implementation PRRTE on the leadership-class HPC plat-form Summit, when integrated into a pilot-based runtime system called RADICAL-Pilot. We partition resources across multiple PRRTE Distributed Virtual Machine (DVM) environments, responsible for launching tasks via the PMIx interface. We experimentally measure the work-load execution performance in terms of task scheduling/launching rate and distribution of DVM task placement times, DVM startup and termination overheads on the Summit leadership-class HPC platform. Integrated solution with PMIx/PRRTE enables using an abstracted, standardized set of interfaces for orchestrating the launch process, dynamic process management and monitoring capabilities. It extends scaling capabilities allowing to overcome a limitation of other launching mechanisms (e.g., JSM/LSF). Explored different DVM setup configurations provide insights on DVM performance and a layout to leverage it. Our experimental results show that heterogeneous workload of 65,500 tasks on 2048 nodes, and partitioned across 32 DVMs, runs steady with resource utilization not lower than 52%. While having less concurrently executed tasks resource utilization is able to reach up to 85%, based on results of heterogeneous workload of 8200 tasks on 256 nodes and 2 DVMs.

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2024

Then and Now: Improving Software Portability, Productivity, and 100× Performance

The US Exascale Computing Project (ECP) has succeeded in preparing applications to run efficiently on the first reported Exascale supercomputers in the world. To achieve this, it modernized the whole leadership software stack, from libraries to simulation codes. In this article, we contrast selected leadership software before and after ECP. We discuss how sustainable research software development for leadership computing can embrace the conversation with the hardware vendors, the leadership computing facilities, the software community, and the domain scientists who are the application developers and integrators of software products. We elaborate on how software needs to take portability as a central design principle and to benefit from interdependent teams; we also demonstrate how moving to programming languages with high momentum, like modern C++, can help improve the sustainability, interoperability, and performance of research software. Finally, we showcase how cross-institutional efforts can enable algorithm advances that are beyond incremental performance optimization.

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2024

Research Reactors Division Infrastructure Investment Plan for the High Flux Isotope Reactor

The High Flux Isotope Reactor (HFIR) is a unique national asset. Operational for nearly 60 years, continued investment into the aging infrastructure is necessary to ensure operation for another 6 decades. Additionally, growing missions require HFIR as well as important upgrades. Consequently, carefully integrated planning is required to ensure that infrastructure investments are timely executed to ensure long-term, reliable operation of HFIR. Concerns about challenges to the operational reliability of HFIR resulted in a recommendation from the 2023 Operations Review by the US Department of Energy (DOE) Office of Basic Energy Sciences that a HFIR management strategy be developed to address the infrastructure needs. This report defines the investment needs, which are evolving as new upgrade efforts are better defined. HFIR is part of the three-source strategy within the Neutron Sciences Directorate (NScD) and contributes to the five strategic science areas outlined in the NScD 10 Year Strategic Science Plan: quantum materials, soft matter, materials and engineering, chemistry, and biosciences. Fundamental to this strategy are three core values: operational excellence, responsible stewardship, and servant leadership. These values guide our mission of safe and reliable operation of the reactor and require a strong and just nuclear safety culture, a solemn respect for responsible care of the facility, good workforce development, robust procedures and processes, an effective communication strategy, world-class asset management, a determined customer focus, and a commitment to protecting the environment, the safety and health of the public and our people, and the quality of work performed within our facility. These principles are all essential to operate HFIR at a world-class level. The Research Reactors Division (RRD) will lead a new era of neutron science and isotope production at HFIR through responsible and purposeful leadership and unwavering support of the science community. The approach outlined in this plan highlights the direction leadership is taking to ensure that HFIR is ready to support the science challenges and national needs of the future and that the United States maintains world leadership in neutron sciences. The plan is in alignment with the DOE’s desire to continue operating HFIR and with the NScD strategic science goals for the future. HFIR is an aging facility with numerous infrastructure challenges and needs. It has an aging workforce in relation to the general population of Oak Ridge National Laboratory (ORNL), with many expected retirements over the next 5–10 years. With an increase in work scope caused by changing national priorities and science goals, several critical hires have been identified. To manage HFIR’s infrastructure needs, a prioritized list of equipment upgrades has been identified along with an analysis of future staffing requirements. A desire to operate HFIR at eight cycles per year will necessarily require some significant changes to procedures and processes currently in place as well as targeted staffing additions. Many of the equipment upgrades identified in this plan will significantly increase the reliability of the plant, thus contributing to the effort to reach the goal of safely operating eight cycles per year. A plan to attain eight-cycle operation is being prepared in parallel with the activities identified in this plan, although the actions identified to satisfy both plans will overlap. This plan identifies new infrastructure needs—for both plant equipment and staffing—thus necessitating formulation of future budget requests to fund the increased work scope and improvement activities. Some activities are currently being scheduled with the expectation that funding will be received. Any delays to funding or reductions of funding from the identified cost estimations will directly and negatively affect the plan’s implementation.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗

DOE OSTI2026

Cyber-Informed Engineering for Strategic Planning

The CIE Guide for Engaging Organizational Leadership: Board and C-Suite describes how to apply CIE at the senior-level of organizational management. This guidance integrates CIE concepts into theory and practice of guiding coalition leadership to improve permeation of CIE concepts throughout organizational culture. This guide incorporates feedback from CIE community of practice volunteers in a study of how business administrative and strategic planning and management guidance and course materials can be applied to CIE implementation throughout an organization's principles and processes. This guide defines the interests guiding senior leadership, managers and supervisors, and technicians and workers involved in creating and operating and maintaining systems, and cultural/ historical/ political assumptions or influences shaped the landscape that could facilitate or impede development of CIE. The included guidance for organizational strategic management and leadership can be imbedded into contract guidance based on the CIE implementation guide and lessons learned from industry application.

97 MATHEMATICS AND COMPUTING↗

NASA NTRS1985

Emerging aerospace technologies

The United States Government has a long history of promoting the advancement of technology to strengthen the economy and national defense. An example is NASA, which was formed in 1958 to establish and maintain U.S. space technology leadership. This leadership has resulted in technological benefits to many fields and the establishment of new commercial industries, such as satellite communications. Currently, NASA's leading technology development at Ames Research Center includes the Tilt Rotor XV-15, which provides the versatility of a helicopter with the speed of a turboprop aircraft; the Numerical Aerodynamic Simulator, which is pushing the state of the art in advanced computational mathematics and computer simulation; and the Advanced Automation and Robotics programs, which will improve all areas of space development as well as life on Earth. Private industry is involved in maintaining technological leadership through NASA's Commercial Use of Space Program, which provides for synergistic relationships among government, industry, and academia. The plan for a space station by 1992 has framed much of NASA's future goals and has provided new areas of opportunity for both domestic space technology and leadership improvement of life on Earth.

Ballhaus, W. F., Jr.↗

NASA NTRS2002

Achievements of the DOT-NASA Joint Program on Remote Sensing and Spatial Information Technologies: Application to Multimodal Transportation

This report presents three-year accomplishments from the national program on Commercial Remote Sensing and Geospatial Technology (CRSGT) application to transportation, administered by the U.S. Department of Transportation (U.S. DOT) in collaboration with the National Aeronautics and Space Administration (NASA). The joint program was authorized under Section 5113 of the Transportation Equity Act for the 21st Century (TEA-21). This is the first national program of its type focusing on transportation applications of emerging commercial remote sensing technologies. U.S. DOT's Research and Special Programs Administration manages the program in coordination with NASA's Earth Science Enterprise's application programs. The program focuses on applications of CRSGT products and systems for providing smarter and more efficient transportation operations and services. The program is performed in partnership with four major National Consortia for Remote Sensing in Transportation (NCRST). Each consortium focuses on research and development of products in one of the four priority areas for transportation application, and includes technical application and demonstration projects carried out in partnership with industries and service providers in their respective areas. The report identifies products and accomplishments from each of the four consortia in meeting the goal of providing smarter and more efficient transportation services. The products and results emerging from the program are being implemented in transportation operations and services through state and local agencies. The Environmental Assessment and Application Consortium (NCRST-E) provides leadership for developing and deploying cost effective environmental and transportation planning services, and integrates CRSGT advances for achieving smarter and cost effective corridor planning. The Infrastructure Management Consortium (NCRST-I) provides leadership in technologies that achieve smarter and cheaper ways of managing transportation infrastructure assets, operation, and inspection, and integrates CRSGT advances for achieving infrastructure security. The Traffic Flow Consortium (NCRST-F) provides leadership to develop new tools for regional traffic flow management including heavy vehicles and intermodal flow of freight, and integrates CRSGT advances for complementing and extending the reach of ITS user services. The Safety, Hazards and Disasters (NCRST-H) provides leadership for deploying remote sensing technology to locate transportation hazards and improve disaster recovery, and integrates CRSGT advances for application to protect transportation systems from terrorism. The DOT-NASA team is proud to present this report of accomplishments on products and results emerging from the joint program for application to transportation practice.

Source record↗

NASA NTRS2003

Social roles and the evolution of networks in extreme and isolated environments

This article reports on the evolution of network structure as it relates to formal and informal social roles in well-bounded, isolated groups. Research was conducted at the Amundsen-Scott South Pole Station. Data were collected on crewmembers' networks of social interaction over each of three winter-over periods, when the station is completely isolated. In addition, data were collected on the informal roles played by crewmembers (e.g., instrumental leadership, expressive leadership). The study found that globally coherent networks in winter-over groups were associated with group consensus on the presence of critically important informal social roles (e.g., expressive leadership) where global coherence is the extent to which a network forms a single group composed of a unitary core and periphery as opposed to being factionalized into two or more subgroups. Conversely, the evolution of multiple subgroups was associated with the absence of consensus on critical informal social roles, above all the critically important role of instrumental leader.

NASA Program Biomedical Research and Countermeasur↗

DOE OSTI2020

National Security Research Center 2021 Strategic Plan

The National Security Research Center (NSRC) is a dynamic organization staffed with an expert, highly trained experts. The NSRC opened its doors in June 2019, making it one of the newest large organizations at Los Alamos National Laboratory (LANL). It supports a broad range of researchers within the LANL Weapons Program, customers across other National Nuclear Security Administration (NNSA) labs and sites, and partners in the Department of Defense (DoD). The maintenance and growth of the NSRC necessitate strategy and foresight. The NSRC leadership has developed a series of strategic goals through discussions with NSRC staff, customers, LANL leadership, and similar research institutions around the country to guide the NSRC leadership in moving the Center forward over the next five years.

99 GENERAL AND MISCELLANEOUS↗

DOE OSTI2020

Opportunities and Challenges from Artificial Intelligence and Machine Learning for the Advancement of Science, Technology, and the Office of Science Missions

In February 2019, the President signed Executive Order 13859, Maintaining American Leadership in Artificial Intelligence. This order launched the American Artificial Intelligence Initiative, a concerted effort to promote and protect AI technology and innovation in the United States. The Initiative implements a government-wide strategy in collaboration and engagement with the private sector, academia, the public, and like-minded international partners. Among other actions, key directives in the Initiative called for Federal agencies to: Prioritize AI research and development investments, Enhance access to high-quality cyberinfrastructure and data, Ensure that the US maintains an international leadership role in the development of technical standards for AI, and Provide education and training opportunities to prepare the American workforce for the new era of AI. The mission of the Department of Energy (DOE) is to ensure America’s security and prosperity by addressing its energy, environmental, and nuclear challenges through transformative science and technology solutions. In terms of Science and Innovation, the DOE’s mission is to maintain a vibrant US effort in science and engineering as a cornerstone of our economic prosperity with clear leadership in strategic areas. From July to October in 2019, the Argonne, Oak Ridge, and Berkeley National Laboratories hosted a series of four AI for Science Town Hall meetings in Chicago, Oak Ridge, Berkeley, and Washington DC. The four meetings were attended by over 1300 scientists from the 17 DOE Labs, 39 companies, and over 90 universities. The goal of the Town Hall series was ‘to examine scientific opportunities in the areas of artificial intelligence, Big Data, and high-performance computing (HPC) in the next decade, and to capture the big ideas, grand challenges, and next steps to realizing these.’ The discussions at the meetings were captured in the final report of the AI for Science Town Hall meetings.

42 ENGINEERING↗

DOE OSTI2022

Nuclear Forensics

Nuclear forensics is a key part of the nuclear security strategy for the United States and the international community. The NACS Division is central to the leadership role that LLNL has had in nuclear forensics over the past 25 years. Our current nuclear forensic program includes conducting R&D on provenance and attribution signatures, collaborating with international partners, training the next generation of nuclear forensic experts, developing test materials for verification and validation exercises, and providing expert advice to national and international policy makers. Key to our success in these areas has been the strong and continuing involvement in nuclear forensic casework obtained through law enforcement and intelligence channels as well as our outstanding analytical capabilities. NACS must continue to conduct forward-thinking R&D in nuclear forensics that supports operational programs and addresses intelligence gaps. To maintain leadership in nuclear forensics, we must attract, develop, and retain the best talent. The NNSA has a central leadership role in developing educational initiatives for nuclear forensics. In concert with the Glenn T. Seaborg Institute, the NACS Division will continue to participate in all nuclear forensic educational initiatives (undergraduate, graduate, postdoctoral) and incorporate LLNL’s D&I vision into its student and postdoc recruitment efforts. We will continue to build formal relationships with key academic partners and institutions with active and emerging nuclear forensic research interests. We will also strengthen relationships with NNSA DNN and SSAA funded university consortia (e.g. NSSC, ACE, CNEC, CVT, ETI, MTV), helping them conduct research of interest and relevance to nuclear forensics, while at the same time evaluating and recruiting promising talent from these programs.

07 ISOTOPE AND RADIATION SOURCES↗

DOE OSTI2022

Actinides and Correlated Electron Materials

The Actinides and Correlated Electron Materials area of leadership spans Los Alamos National Laboratory competency in actinide materials research dating to the Manhattan Project as articulated in the Integrated Plutonium Science and Research Strategy and competency in strongly correlated electron systems dating back to at least the early 1980s. This area of leadership focuses on the goals of discovering, understanding, and controlling emergent electronic states and predictive performance of actinide materials. They are quintessentially linked by the fact that the physics of actinides—and plutonium in particular—are governed by strong electronic correlations. Not only is the electronic structure of actinides dictated by fine details of electron correlations, but chemical bonding and physical structure are as well. Hence, by addressing the first goal of this leadership area we can significantly accelerate progress on the second goal. To understand such matter requires probing the intertwined spin, charge, orbital, and lattice degrees of freedom with greater precision and developing models that accurately predict the consequences of these coupled degrees of freedom, on multiple length and time scales and including acute reactivity and effects of self-irradiation phenomena in these materials.

36 MATERIALS SCIENCE↗

DOE OSTI2023

Professional Development for Technical Managers [Slides] (Rev. 1)

LANL is changing rapidly and requires a leadership development program in order to support the growing and changing workforce. Provide analysis and recommendations for a leadership development program for engineering services within ALDFO: 1) Attrition and churn are up; 2) Younger workforce--loss of organizational knowledge; 3) LANL is geographically isolated; 4) Leadership training is infrequent and one-size-fits-all.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

DOE OSTI2024

WETO Software Stack Best Practices

Wind energy researchers typically share one key characteristic: a passion for increasing wind energy in the global energy mix. The U.S. Department of Energy (DOE) supports this mission in a number of ways including allocating funding directly to various aspects of wind energy research through the Office of Energy Efficiency and Renewable Energy (EERE) via the Wind Energy Technologies Office (WETO). While the traditional output of research is academic publication, software development efforts are increasingly a major focus. Software tools in the research environment allow researchers to describe an idea and quickly increase the scope and scale as they study it further. As a product of research, these tools represent a direct pipeline from researcher to industry practitioners since they are the implementation of ideas described in academic publications. Given this vital role in wind energy research and commercial development, the broad research software portfolio supported by WETO must maintain a minimum level of quality to support the wind energy field in the growing transition to renewable energy. This report outlines a series o f best practices to be adopted by all WETO-supported software projects, as well as expectations that the communities interacting with these projects should have of the developers and tools themselves. Wind energy research software has a unique standing in the field of scientific software. The stakeholders are varied with a subset being: (1) DOE EERE leadership, (2) DOE WETO leadership and program managers, (3) National lab leadership, (4) Associated project principle investigators, (5) Research software engineers, (6) Wind energy researchers in academia (including graduate students, post docs, and national lab staff), (7) Industry researchers and practitioners, (8) Commercial software developers, and (9) The general public interested in wind energy. These software are typically the end-user of other generic software libraries, so the funding cycles are often tied to applied research rather than the development of the software itself. Since the developers are also wind energy researchers, these tools are typically designed in a way that closely resembles the application in which they're used. Additionally, the expertise and incentives for the developers have a high variability, and often neither are aligned with software engineering or computer science. Given the unique environment in which wind energy research software is produced and consumed, it is critical for model owners to understand the context of their software. A framework for developing this understanding is to answer the following questions of a given software project: What is it's purpose? What is its role in the field of wind energy? What is the profile of the expected users? For how long will it be relevant? What is the expected impact? These questions allow model owners to identify the appropriate methods for the design, development, and long term maintenance of their software. Additionally, the answer provide context for future planners to understand why particular decisions were made and discern the consequences of changing course. The information is aggregated from experience within WETO-supported software development groups as well as external organizations and efforts to define the craft of research software engineering. These best practices aim to make the collaborative development process efficient and effective while improving the model understanding across stakeholders. Additionally, the general adoption of a common framework for software quality ensures that the end users of WETO software can trust these tools and accurately understand the risks to workflow integration.

17 WIND ENERGY↗

DOE OSTI2026

Energy Leaders: The Catalyst for Strategic Energy Management

This study investigates the crucial role energy leaders play in driving strategic energy management (SEM) and accelerating cost savings within a manufacturing organization and consequently, the industrial sector. Whereas energy efficiency can be seen as an innovative business practice with irrefutable cost benefits, its effective implementation requires strategic leadership and a structured approach. This research analyzes data collected from 120 participants representing 71 companies attending the Energy Bootcamp events organized by the U.S. Department of Energy’s (DOE) Better Plants program. The collected data focused on the state of SEM implementation, the presence and responsibilities of energy leaders, and the formation and function of energy teams. The findings reveal a significant gap between the perceived importance of SEM and its actual adoption, highlighting the need for strong leadership to drive behavioral changes by championing energy efficiency initiatives. Results indicate that effective energy leaders possess a diverse skill set, including the ability to secure top management buy-in, foster a culture of energy consciousness, and collaborate across departments. This study emphasizes the importance of empowering energy leaders with clearly defined roles and responsibilities as well as the authority to build and lead cross-functional energy teams. Furthermore, integrating energy management into existing organizational structures and leveraging readily available resources are identified as key factors for successful implementation. This research underscores how dedicated leadership and effective SEM practices help achieve industrial energy efficiency goals, providing practical insights for organizations seeking to improve performance and contribute to a resilient future.

energy leader↗

NASA NTRS1992

Vision 21: The NASA strategic plan

The NASA Strategic Plan, Vision 21, is a living roadmap to the future to guide the men and women of the NASA team as they ensure U.S. leadership in space exploration and aeronautics research. This multiyear plan consists of a set of programs and activities that will retain our leadership in space science and the exploration of the solar system; help rebuild our nation's technology base and strengthen our leadership in aviation and other key industries; encourage commercial applications of space technology; use the unique perspective of space to better understand our home planet; provide the U.S. and its partners with a permanent space based research facility; expand on the legacy of Apollo and initiate precursor activities to establish a lunar base; and allow us a journey into tomorrow, journey to another planet (Mars), and beyond.

Source record↗

NASA NTRS1992

Ninth Annual NASA/Contractors Conference on Quality and Productivity. World Class Excellence: The Journey Continues. Conference presentations

The topics covered include the following: The George M. Low Trophy; total quality assessment and measurement; using award criteria to improve organizational effectiveness; results--keeping an eye on the bottom line; capturing customer satisfaction; moving from management to leadership; leadership versus management; transforming the management team; leadership success stories; success stories in the quest for excellence; small business successes; education success stories; government success stories; tools and techniques for total quality management (TQM) integration; planning and organizing for TQM integration; successful stories for implementing system level TQM/CI tools; assessing TQM results; establishing an environment for continuous improvement at NASA; empowerment; synergism of partnering; and partnerships in education.

Templeton, Geoffrey B.↗

NASA NTRS2000

The Evolution of Networks in Extreme and Isolated Environment

This article reports on the evolution of network structure as it relates to the formal and informal aspects of social roles in well bounded, isolated groups. Research was conducted at the Amundsen-Scott South Pole Station over a 3-year period. Data was collected on crewmembers' networks of social interaction and personal advice over each of the 8.5-month winters during a time of complete isolation. In addition, data was collected on informal social role structure (e.g., instrumental leadership, expressive leadership). It was hypothesized that development and maintenance of a cohesive group structure was related to the presence of and group consensus on various informal social roles. The study found that core-periphery structures (i.e., reflecting cohesion) in winter-over groups were associated with the presence of critically important informal social roles (e.g., expressive leadership) and high group consensus on such informal roles. On the other hand, the evolution of clique structures (i.e., lack of cohesion) were associated with the absence of critical roles and a lack of consensus on these roles, particularly the critically important role of instrumental leader.

Johnson, Jeffrey C.↗

NASA NTRS2004

Office of Equal Opportunity Programs

The NASA Glenn Office of Equal Opportunity Programs works to provide quality service for all programs and/or to assist the Center in becoming a model workplace. During the summer of 2004, I worked with Deborah Cotleur along with other staff members to create and modify customer satisfaction surveys. This office aims to assist in developing a model workplace by providing functions as a change agent to the center by serving as an advisor to management to ensure equity throughout the Center. In addition, the office serves as a mediator for the Center in addressing issues and concerns. Lastly, the office provides assistance to employees to enable attainment of personal and organizational goals. The Office of Equal Opportunities is a staff office which reports and provides advice to the Center Director and Executive Leadership, implements laws, regulations, and presidential executive orders, and provides center wide leadership and assistance to NASA GRC employees. Some of the major responsibilities of the office include working with the discrimination complaints program, special emphasis programs (advisory groups), management support, monitoring and evaluation, contract compliance, and community outreach. During my internship in this office, my main objective was to create four customer satisfaction surveys based on EO retreats, EO observances, EO advisory boards, and EO mediation/counseling. I created these surveys after conducting research on past events and surveys as well as similar survey research created and conducted by other NASA centers, program for EO Advisory group members, leadership training sessions for supervisors, preventing sexual harassment training sessions, and observance events. I also conducted research on the style and format from feedback surveys from the Marshall Equal Opportunity website, the Goddard website, and the main NASA website. Using the material from the Office of Equal Opportunity Programs at Glenn Research Center along with my previous research, I created four customer satisfaction surveys. Additional information is included in the original extended abstract.

Chin, Jennifer L.↗