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DOE OSTI2025

Enhanced Power Grid Maintenance Planning and Quantum-Inspired Combinatorial Prospects

Efficient and reliable scheduling of maintenance for power generation and transmission infrastructure is essential for minimizing operational costs and ensuring grid stability. This paper introduces an integrated optimization framework for coordinated maintenance scheduling of generators and transmission lines under resource and reliability constraints. The model minimizes a composite cost function including maintenance and generation costs, as well as penalties for delayed maintenance, while satisfying N−1 security constraints, operational limits, and crew availability. Case studies on the IEEE 300-bus test system demonstrate the effectiveness of the proposed approach in producing feasible and cost-effective maintenance schedules. To address scalability and combinatorial complexity, the model is mapped into a Quadratic Unconstrained Binary Optimization (QUBO) problem, enabling exploration of solution approaches based on Quantum Imaginary Time Evolution (QITE). While the QUBO reformulation provides a foundation for future quantum-inspired optimization, this study focuses primarily on the development and demonstration of the classical optimization framework and illustrates the potential applicability of QITE in large-scale maintenance scheduling.

Chen, Yang [ORNL] (ORCID:0000000271693874)↗

DOE OSTI2024

Solar and Wind Forecast Error Reserve Sharing in a Multi-Utility Region

As electricity systems transition to higher levels of solar and wind generation, electric system operators will likely need to hold additional reserves to manage the forecast error associated with these resources. Because wind and solar forecast errors tend to be poorly correlated across space, system operators can reduce their reserve requirements by sharing reserves. This paper examines the value of forecast error reserve sharing among balancing areas in the Southeast United States. It finds that forecast error reserve requirements increase linearly with growth in solar and wind generation capacity but that reserve sharing can significantly reduce physical (MW) reserve requirements (from 25%-26% to 18%-19% of average load in high solar scenarios). It finds that the value of forecast error reserve sharing declines with higher levels of solar and wind generation, due to lower wholesale energy and reserve prices. Even with declines in wholesale prices, forecast error reserve sharing can still provide substantial value (as much as $\$$400 million per year in a high solar scenario), though with higher levels of solar, wind, and electricity storage, this value is increasingly tied to avoiding scarcity prices. The results suggest the importance of coordinated capacity expansion planning for forecast error reserve sharing.

14 SOLAR ENERGY↗

NASA NTRS1978

Pretest information for a test to validate plume simulation procedures (FA-17)

The results of an effort to plan a final verification wind tunnel test to validate the recommended correlation parameters and application techniques were presented. The test planning effort was complete except for test site finalization and the associated coordination. Two suitable test sites were identified. Desired test conditions were shown. Subsequent sections of this report present the selected model and test site, instrumentation of this model, planned test operations, and some concluding remarks.

Hair, L. M.↗

NASA NTRS2006

Automated Derivation of Complex System Constraints from User Requirements

International Space Station (ISS) payload developers submit their payload science requirements for the development of on-board execution timelines. The ISS systems required to execute the payload science operations must be represented as constraints for the execution timeline. Payload developers use a software application, User Requirements Collection (URC), to submit their requirements by selecting a simplified representation of ISS system constraints. To fully represent the complex ISS systems, the constraints require a level of detail that is beyond the insight of the payload developer. To provide the complex representation of the ISS system constraints, HOSC operations personnel, specifically the Payload Activity Requirements Coordinators (PARC), manually translate the payload developers simplified constraints into detailed ISS system constraints used for scheduling the payload activities in the Consolidated Planning System (CPS). This paper describes the implementation for a software application, User Requirements Integration (URI), developed to automate the manual ISS constraint translation process.

Muery, Kim↗

NASA NTRS2021

NASA Strategy for Technology Development

The National Aeronautics and Space Administration (NASA) Office of the Chief Technologist (OCT) provides the strategy and leadership that integrates NASA’s technology development and open innovation activities to advance American aeronautic, science, and space exploration objectives. OCT performs an agency-level technology coordination role, coordinating with the NASA Mission Directorates, field centers, and other government agencies to align the agency’s technology investments to meet mission requirements while filling gaps, anticipating future needs, and minimizing duplication of effort. OCT provides the strategy and coordination that guide NASA's technology and innovation activities through Strategic Technology Integration, Digital Transformation, the Science and Technology Partnership Forum, and Innovation. The Strategic Technology Integration team informs policy, requirements, and strategy for NASA’s technology development activities in support of the Chief Technologist by coordinating with NASA mission directorates, other government agencies, and external organizations. As part of these efforts, OCT develops the NASA Technology Taxonomy and the NASA Strategic Space Technology Investment Plan. Digital Transformation will increasingly change the way NASA operates and will enable the agency’s missions to be completed more efficiently and effectively. It will allow current and future employees to use their talents in more innovative ways. The Science and Technology Partnership Forum is a strategic forum, with principal partners at the United States Space Force and the National Reconnaissance Office. It was established to identify synergistic efforts and technologies in order to leverage those synergies and influence portfolios across space agencies in areas deemed pervasive and ready for collaboration. NASA's Innovation efforts are designed to transform diverse ideas into value and are guided by a framework that is focused on the agency’s people, processes, partnerships and portfolio. The innovation framework is used to connect the workforce to tools, strategies and activities to increase the pace of innovation. OCT translates National space policies into NASA technology strategies and coordination across the agency and interagency communities to guide NASA's technology and innovation activities to achieve capabilities needed for future missions. This chapter provides insight into the value of analyzing future states to inform technology developments to plot the strategic direction of NASA’s space technology program.

Erica Rodgers↗

NASA NTRS2006

Notional Airspace Operations Demonstration Plan

The airspace operations demonstration (AOD) is intended to show that the Access 5 Step 1 functional requirements can be met. The demonstration will occur in two phases. The initial on-range phase will be carried out in restricted airspace to demonstrate the cooperative collision avoidance (CCA) functional requirements and to provide risk-reduction for the AOD by allowing the test team to rehearse some elements of the demonstration mission. The CCA system to be used in these flights is based on Automatic Dependent Surveillance-Broadcast (ADS-B) which is a commercially-available system by which airplanes constantly broadcast their current position and altitude to other aircraft and ground resources over a dedicated radio datalink. The final phase will occur in the national airspace (NAS) and will be the formal demonstration of the remainder of the proposed functional requirements. The general objectives of the AOD are as follows: (1) Demonstrate that the UAS can aviate in the NAS (2) Demonstrate that the UAS can navigate in the NAS (3) Demonstrate that the UAS can communicate with the NAS (4) Demonstrate that the UAS can perform selected collision avoidance functions in the NAS (5) Demonstrate that the UAS can evaluate and avoid weather conflicts in the NAS (6) Demonstrate that the UAS can provide adequate command and control in the NAS In addition to the stated objectives, there are a number of goals for the flight demonstration. The demo can be accomplished successfully without achieving these goals, but these goals are to be used as a guideline for preparing for the mission. The goals are: (1) Mission duration of at least 24 hours (2) Loiter over heavy traffic to evaluate the data block issue identified during the Access 5 Airspace Operations Simulations (3) Document the contingency management process and lessons learned (4) Document the coordination process for Ground Control Stations (GCS) handoff (5) Document lessons learned regarding the process of flying in the NAS Preliminary planning for a notional mission to achieve the objectives and goals has been prepared. The planning is intended to serve as a guide for detailed planning of the AOD.

Trongale, Nicholas A.↗

NASA NTRS2008

Integration and Testing Challenges of Small, Multiple Satellite Missions: Experiences from the Space Technology 5 Project

The ST5 technology demonstration mission led by GSFC of NASA's New Millennium Program managed by JPL consisted of three micro satellites (approximately 30 kg each) deployed into orbit from the Pegasus XL launch vehicle. In order to meet the launch date schedule of ST5, a different approach was required rather than the standard I&T approach used for single, room-sized satellites. The three spacecraft were designed, integrated, and tested at NASA Goddard Space Flight Center. It was determined that there was insufficient time in the schedule to perform three spacecraft I&T activities in series using standard approaches. The solution was for spacecraft #1 to undergo integration and test first, followed by spacecraft #2 and #3 simultaneously. This simultaneous integration was successful for several reasons. Each spacecraft had a Lead Test Conductor who planned and coordinated their spacecraft through its integration and test activities. One team of engineers and technicians executed the integration of all three spacecraft, learning and gaining knowledge and efficiency as spacecraft #1 integration and testing progressed. They became acutely familiar with the hardware, operation and processes for I&T, thus had the experience and knowledge to safely execute I&T for spacecraft #2 and #3. The integration team was extremely versatile; each member could perform many different activities or work any spacecraft, when needed. ST5 was successfully integrated, tested and shipped to the launch site per the I&T schedule that was planned three years previously. The I&T campaign was completed with ST5's successful launch on March 22, 2006.

Sauerwein, Timothy A.↗

NASA NTRS2007

Integration and Testing Challenges of Small Satellite Missions: Experiences from the Space Technology 5 Project

The Space Technology 5(ST5) payload was successfully carried into orbit on an OSC Pegasus XL launch vehicle, which was carried aloft and dropped from the OSC Lockheed L-1011 from Vandenberg Air Force Base March 22,2006, at 9:03 am Eastern time, 6:03 am Pacific time. In order to reach the completion of the development and successful launch of ST 5, the systems integration and test(I&T) team determined that a different approach was required to meet the project requirements rather than the standard I&T approach used for single, room-sized satellites. The ST5 payload, part of NASA's New Millennium Program headquartered at JPL, consisted of three micro satellites (approximately 30 kg each) and the Pegasus Support Structure (PSS), the system that connected the spacecrafts to the launch vehicle and deployed the spacecrafts into orbit from the Pegasus XL launch vehicle. ST5 was a technology demonstration payload, intended to test six (6) new technologies for potential use for future space flights along with demonstrating the ability of small satellites to perform quality science. The main technology was a science grade magnetometer designed to take measurements of the earth's magnetic field. The three spacecraft were designed, integrated, and tested at NASA Goddard Space Flight Center with integration and environmental testing occurring in the Bldg. 7-1 0-15-29. The three spacecraft were integrated and tested by the same I&T team. The I&T Manager determined that there was insufficient time in the schedule to perform the three I&T spacecraft activities in series used standard approaches. The solution was for spacecraft #1 to undergo integration and test first, followed by spacecraft #2 and #3 simultaneously. This simultaneous integration was successful for several reasons. Each spacecraft had a Lead Test Conductor who planned and coordinated their spacecraft through its integration and test activities. One team of engineers and technicians executed the integration of all three spacecraft, learning and gaining knowledge and efficiency as spacecraft #1 integration and testing progressed. They became acutely familiar with the hardware, operation and processes for I&T, thus each team member had the experience and knowledge to safely execute I&T for spacecraft #2 and #3 together. The integration team was very versatile and each member could perform many different activities or work any spacecraft, when needed. Daily meetings between the three Lead TCs and technician team allowed the team to plan and implement activities efficiently. The three (3) spacecraft and PSS were successfully integrated and tested, shipped to the launch site, and ready for launch per the I&T schedule that was planned three years previously.

Sauerwein, Timothy A.↗

NASA NTRSDate not supplied

Near-Term Policy Considerations for Lunar Missions

Near-Term Policy Considerations for Lunar Missions. Therese Jones1, Gabriel Swiney,1 and Katie McBrayer,2 1NASA HQ, 300 Hidden Figures Way SW, Washington, D.C. 20546, 2NASA Langley Re-search Center, 1 NASA Drive, Hampton, VA, 23666. (Contact: therese.m.jones@nasa.gov) Introduction: More than two dozen lunar missions are planned prior to the Artemis III crewed lunar landing, from Russian, Chinese, Indian, Japanese and U.S. government orbiters and landers to Commercial Lunar Payload Ser-vices missions to commercial crewed flybys. While the Artemis Accords have established an international consortium of countries seeking to mitigate interference between operations on the Moon, a number of unaddressed policy issues remain that may be critical to lunar operations. In this lightning talk, we build upon NASA’s Of-fice of Technology, Policy, and Strategy’s Sep-tember 2022 Report “Lunar Landing and Oper-ations Policy Analysis” [1], to give an overview of policy questions that remain open, including: whether to prioritize certain landing locations or avoid certain scientifically valuable locations, design and coordination of safety zones, notifi-cation of other actors of potential dangers posed by landing, whether to avoid placing equipment in operationally valuable locations, and end-of-life disposal. We will also discuss how these policy implications could apply to planned missions.. References: [1] Swiney, G., and Hernandez, A. Lunar Landing and Operations Policy Analy-sis, NASA Office of Technology, Policy, and Strategy, September 30, 2022 https://www.nasa.gov/sites/default/files/atoms/files/nasa-otps-lunar-landing-and-operations-policy-analysis-final-report_2.pdf

Therese Jones↗

DOE OSTI2024

Optimal Managed Fast-Charging Model for Electric Vehicle Fleets with High Utilization and Multiple Charge-Acceptance Curves

A predictive control/scheduling optimization model is proposed for managed charging of an electric vehicle (EV) fleet - under time-of-use energy and demand prices, high vehicle utilization frequency (short dwell times), multiple charge- acceptance curves (configurable charging rates), and flexible vehicle demand. This context is particularly relevant for flight schools (small electric aircraft) or other commercial facilities where an EV fleet performs multiple operating and fast-charging sessions on the same day. The proposed model performs both the operational and charging scheduling of the vehicles, which is not typically done for residential managed charging and significantly increases problem complexity. The problem is formulated as a MILP model and a case study of a small fast-charging station is presented. Results demonstrate a significant reduction in operating cost, mainly from peak shaving during high demand price periods, achieved by coordinating the operation of different vehicles, chargers and charging rates.

ADVANCED PROPULSION SYSTEMS,ENERGY PLANNING, POLIC↗

NASA NTRS2008

Recent Developments in the Alignment and Test Plans for the James Webb Space Telescope Integrated Science Instrument Module

The James Webb Space Telescope (JWST) is a 6.6m diameter, segmented, deployable telescope for cryogenic IR space astronomy (approximately 40K). The JWST Observatory architecture includes the Optical Telescope Element (OTE) and the Integrated Science Instrument Module (ISIM) element that contains four science instruments (SI) including a Guider. The SIs and Guider are mounted to a composite metering structure with outer dimensions of 2.1 x 2.2 x 1.9m. The SI and Guider units are integrated to the ISIM structure and optically tested at NASA/Goddard Space Flight Center as an instrument suite using an OTE SIMulator (OSIM). OSIM is a high-fidelity, cryogenic JWST telescope simulator that features a approximately 1.5m diameter powered mirror. The SIs are aligned to the structure's coordinate system under ambient, clean room conditions using laser tracker and theodolite metrology. Temperature-induced mechanical SI alignment and structural changes are measured using a photogrammetric measurement system at ambient and cryogenic temperatures. OSIM is aligned to the ISIM mechanical coordinate system at the cryogenic operating temperature via internal mechanisms and feedback from alignment sensors in six degrees of freedom. SI performance, including focus, pupil shear and wavefront error, is evaluated at the operating temperature using OSIM. We present an updated plan for the assembly and ambient and cryogenic optical alignment, test and verification of the ISIM element.

Ohl, Raymond↗

NASA NTRS1973

Apollo/Soyuz test project operational data book. Volume 2: ASTP mass properties data book

Spacecraft mass properties data are provided for use in mission planning, trajectory documentation, mission simulations, and consumable loading. Spacecraft for use in determining locations of spacecraft components and the relationship to coordinate systems in the launch and docked configuration. Mass properties and consumable loading data for the ASTP mission are included along with consumables mass property data and mission independent consumable loading information for the CSM and DM.

Source record↗

NASA NTRSDate not supplied

Overview of Model-Based Systems Engineering Efforts to Evolve the Airspace Research Roadmap

NASA’s Air Traffic Management-Exploration (ATM-X) UAM Airspace Subproject is conducting research that evolves UAM airspace towards a highly automated and operationally flexible system of the future. The complexity of UAM airspace evolution requires a plan to effectively organize, integrate, and communicate NASA’s research and development. The planning tool, called the UAM airspace research roadmap, or just roadmap, is key to the execution of NASA’s UAM airspace research over the next ten years. Implemented through Model-Based Systems Engineering (MBSE) methodology, the roadmap will help to prioritize and coordinate research efforts, and to integrate results that build towards NASA’s research goals of evolving UAM airspace for integration of UAM operations into the National Airspace System (NAS). This paper presents an overview of on-going MBSE efforts to meet these overarching goals. Note: Included mp4 video of presentation included in record, runtime 9 mins 57 secs.

Model-Based Systems Engineering↗

NASA NTRSDate not supplied

Overview of Model-Based Systems Engineering Efforts to Evolve the Airspace Research Roadmap

Model-Based Systems Engineering↗

NASA NTRS1989

Proceedings of the NASA Conference on Space Telerobotics, volume 5

Papers presented at the NASA Conference on Space Telerobotics are compiled. The theme of the conference was man-machine collaboration in space. The conference provided a forum for researchers and engineers to exchange ideas on the research and development required for the application of telerobotics technology to the space systems planned for the 1990's and beyond. Volume 5 contains papers related to the following subject areas: robot arm modeling and control, special topics in telerobotics, telerobotic space operations, manipulator control, flight experiment concepts, manipulator coordination, issues in artificial intelligence systems, and research activities at the Johnson Space Center.

Rodriguez, Guillermo↗

NASA NTRS2012

Mars Express Forward Link Capabilities for the Mars Relay Operations Service (MaROS)

This software provides a new capability for landed Mars assets to perform forward link relay through the Mars Express (MEX) European Union orbital spacecraft. It solves the problem of standardizing the relay interface between lander missions and MEX. The Mars Operations Relay Service (MaROS) is intended as a central point for relay planning and post-pass analysis for all Mars landed and orbital assets. Through the first two phases of implementation, MaROS supports relay coordination through the Odyssey orbiter and the Mars Reconnaissance Orbiter (MRO). With this new software, MaROS now fully integrates the Mars Express spacecraft into the relay picture. This new software generates and manages a new set of file formats that allows for relay request to MEX for forward and return link relay, including the parameters specific to MEX. Existing MEX relay planning interactions were performed via email exchanges and point-to-point file transfers. By integrating MEX into MaROS, all transactions are managed by a centralized service for tracking and analysis. Additionally, all lander missions have a single, shared interface with MEX and do not have to integrate on a mission-by mission basis. Relay is a critical element of Mars lander data management. Landed assets depend largely upon orbital relay for data delivery, which can be impacted by the availability and health of each orbiter in the network. At any time, an issue may occur to prevent relay. For this reason, it is imperative that all possible orbital assets be integrated into the overall relay picture.

Allard, Daniel A.↗

NASA NTRS2020

Communications with Curiosity during solar conjunction

This study examines the methodology for operating and communicating with NASA's Curiosity Rover (MSL) during the 2019 solar conjunction. For MSL, solar conjunction occurs when the viewing angle between the Sun and Mars from Earth's perspective falls below 3 degrees, which occurs roughly every two Earth years and lasts for about two weeks. This presents a challenge for engineers operating a vehicle on Mars because the degraded signal to noise ratio disrupts data flow between Earth and the spacecraft. As a result, operators designate a command moratorium in which no commands are sent to the rover and instead design long-term plans that are uplinked weeks in advance (rather than the nominal case of daily uplinks). Coordinating communications with the rover leading up to and following conjunction requires negotiations with several orbiters, another lander, and the Deep Space Network (DSN) each with their own set of constraints. It is the Strategic Comm Planning T coordination, which acts as a baseline for the conjunction Comm team faced additional complications such as the arrival of two new spacecraft at Mars - Roscosmos ExoMars Trace Gas Orbiter (TGO).

Laubach, Sharon↗

NASA NTRS2013

Lessons Learned for Improving Spacecraft Ground Operations

NASA policy requires each Program or Project to develop a plan for how they will address Lessons Learned. Projects have the flexibility to determine how best to promote and implement lessons learned. A large project might budget for a lessons learned position to coordinate elicitation, documentation and archival of the project lessons. The lessons learned process crosses all NASA Centers and includes the contactor community. o The Office of The Chief Engineer at NASA Headquarters in Washington D.C., is the overall process owner, and field locations manage the local implementation. One tool used to transfer knowledge between program and projects is the Lessons Learned Information System (LLIS). Most lessons come from NASA in partnership with support contractors. A search for lessons that might impact a new design is often performed by a contractor team member. Knowledge is not found with only one person, one project team, or one organization. Sometimes, another project team, or person, knows something that can help your project or your task. Knowledge sharing is an everyday activity at the Kennedy Space Center through storytelling, Kennedy Engineering Academy presentations and through searching the Lessons Learned Information system. o Project teams search the lessons repository to ensure the best possible results are delivered. o The ideas from the past are not always directly applicable but usually spark new ideas and innovations. Teams have a great responsibility to collect and disseminate these lessons so that they are shared with future generations of space systems designers. o Leaders should set a goal for themselves to host a set numbers of lesson learned events each year and do more to promote multiple methods of lessons learned activities. o High performing employees are expected to share their lessons, however formal knowledge sharing presentation are not the norm for many employees.

Bell, Michael↗