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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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All sourcesNASA NTRSDOE OSTI
NASA NTRS2011

The NASA Experience

Projects assigned to: (1) Testing, fixing, and procuring enclosure systems and components for Kennedy Ground Controls Systems at launch pad B. (2) Organizational spreadsheets for all subsystems involved in the project. (Procurement, parts lists, drawings, purchase requests, etc) (3) Resolve is a project devoted to the lunar rover that will sample lunar soil in an effort to remove the moister and separate the metal from the oxygen to produce drinkable water. I helped with the humidity environmental generator for the experiment (moister detector).

Ramos, Alberto↗
NASA NTRS2013

NASA Software Engineering Benchmarking Study

To identify best practices for the improvement of software engineering on projects, NASA's Offices of Chief Engineer (OCE) and Safety and Mission Assurance (OSMA) formed a team led by Heather Rarick and Sally Godfrey to conduct this benchmarking study. The primary goals of the study are to identify best practices that: Improve the management and technical development of software intensive systems; Have a track record of successful deployment by aerospace industries, universities [including research and development (R&D) laboratories], and defense services, as well as NASA's own component Centers; and Identify candidate solutions for NASA's software issues. Beginning in the late fall of 2010, focus topics were chosen and interview questions were developed, based on the NASA top software challenges. Between February 2011 and November 2011, the Benchmark Team interviewed a total of 18 organizations, consisting of five NASA Centers, five industry organizations, four defense services organizations, and four university or university R and D laboratory organizations. A software assurance representative also participated in each of the interviews to focus on assurance and software safety best practices. Interviewees provided a wealth of information on each topic area that included: software policy, software acquisition, software assurance, testing, training, maintaining rigor in small projects, metrics, and use of the Capability Maturity Model Integration (CMMI) framework, as well as a number of special topics that came up in the discussions. NASA's software engineering practices compared favorably with the external organizations in most benchmark areas, but in every topic, there were ways in which NASA could improve its practices. Compared to defense services organizations and some of the industry organizations, one of NASA's notable weaknesses involved communication with contractors regarding its policies and requirements for acquired software. One of NASA's strengths was its software assurance practices, which seemed to rate well in comparison to the other organizational groups and also seemed to include a larger scope of activities. An unexpected benefit of the software benchmarking study was the identification of many opportunities for collaboration in areas including metrics, training, sharing of CMMI experiences and resources such as instructors and CMMI Lead Appraisers, and even sharing of assets such as documented processes. A further unexpected benefit of the study was the feedback on NASA practices that was received from some of the organizations interviewed. From that feedback, other potential areas where NASA could improve were highlighted, such as accuracy of software cost estimation and budgetary practices. The detailed report contains discussion of the practices noted in each of the topic areas, as well as a summary of observations and recommendations from each of the topic areas. The resulting 24 recommendations from the topic areas were then consolidated to eliminate duplication and culled into a set of 14 suggested actionable recommendations. This final set of actionable recommendations, listed below, are items that can be implemented to improve NASA's software engineering practices and to help address many of the items that were listed in the NASA top software engineering issues. 1. Develop and implement standard contract language for software procurements. 2. Advance accurate and trusted software cost estimates for both procured and in-house software and improve the capture of actual cost data to facilitate further improvements. 3. Establish a consistent set of objectives and expectations, specifically types of metrics at the Agency level, so key trends and models can be identified and used to continuously improve software processes and each software development effort. 4. Maintain the CMMI Maturity Level requirement for critical NASA projects and use CMMI to measure organizations developing software for NASA. 5.onsolidate, collect and, if needed, develop common processes principles and other assets across the Agency in order to provide more consistency in software development and acquisition practices and to reduce the overall cost of maintaining or increasing current NASA CMMI maturity levels. 6. Provide additional support for small projects that includes: (a) guidance for appropriate tailoring of requirements for small projects, (b) availability of suitable tools, including support tool set-up and training, and (c) training for small project personnel, assurance personnel and technical authorities on the acceptable options for tailoring requirements and performing assurance on small projects. 7. Develop software training classes for the more experienced software engineers using on-line training, videos, or small separate modules of training that can be accommodated as needed throughout a project. 8. Create guidelines to structure non-classroom training opportunities such as mentoring, peer reviews, lessons learned sessions, and on-the-job training. 9. Develop a set of predictive software defect data and a process for assessing software testing metric data against it. 10. Assess Agency-wide licenses for commonly used software tools. 11. Fill the knowledge gap in common software engineering practices for new hires and co-ops.12. Work through the Science, Technology, Engineering and Mathematics (STEM) program with universities in strengthening education in the use of common software engineering practices and standards. 13. Follow up this benchmark study with a deeper look into what both internal and external organizations perceive as the scope of software assurance, the value they expect to obtain from it, and the shortcomings they experience in the current practice. 14. Continue interactions with external software engineering environment through collaborations, knowledge sharing, and benchmarking.

Rarick, Heather L.↗
NASA NTRS2011

Data Interconnection Exploration

This project involves innovating the way the Quality Assurance organization at the Jet Propulsion Laboratory (JPL) tracks the receiving inspection of JPL Critical Items (JCI) procured from suppliers. The Quality Assurance organization uses a Microsoft Access based front-end to enter items into an inspection queue. The current design has grown to be much more than was expected when the inspection queue system was created in 2007. The goal is to migrate to a web based solution that will allow the handling of more data, multiple input interfaces, and customizable display options. This has been achieved by implementing a divided tables scheme, the use of ColdFusion programming language, and the usage of Web 2.0 technologies such as AJAX and jQuery. These updates will allow for future expansion as well as the standardization of inspection queues for the Quality Assurance organization. When engineers and scientists order flight hardware, they cannot use it straight away. After a spacecraft or a satellite has been launched, it will be impossible to repair; therefore, the parts used must be inspected to make sure they are operating correctly and within the required specifications. The task of inspecting these JPL Critical Items (JCI) falls on the Quality Assurance organization. One of the tools the receiving inspection group uses is a database to maintain a queue of inspections that need to be done and of inspections that have been completed. The current Access interface has worked well but increased amounts of data, multiple input interfaces, and changes to how data is handled have made it necessary to seek a new way of organizing items for inspection. In addition, the different inspection groups have recently been merged and each has different ways of keeping track of inspection information. The ultimate goal is for the new group to have one shared inspection queue and website. To achieve this goal, I have been working with Ian Luczon of Procurement Quality Assurance and 3 Myers Hawkins, another intern, to not only create the new queue for receiving inspection but also a central web portal for the newly combined inspection group.

flight hardware↗
NASA NTRS2015

Viking GCMS Data Restoral and Perceiving Temperature on Other Worlds: Astrobiology Projects at NASA Ames

The primary task for the summer was to procure the GCMS data from the National Space Science Data Coordinated Archive (NSSDCA) and to assess the current state of the data set for possible reanalysis opportunities. After procurement of the Viking GCMS data set and analysis of its current state, the internship focus shifted to preparing a plan for restoral and archiving of the GCMS data set. A proposal was prepared and submitted to NASA Headquarters to restore and make available the 8000 mass chromatographs that are the basic data generated by the Viking GCMS instrument. The relevance of this restoral and the methodology we propose for restoral is presented. The secondary task for the summer is to develop a thermal model for the perceived temperature of a human standing on Mars, Titan, or Europa. Traditionally, an equation called "Fanger's comfort equation" is used to measure the perceived temperature by a human in a given reference environment. However, there are limitations to this model when applied to other planets. Therefore, the approach for this project has been to derive energy balance equations from first principles and then develop a methodology for correlating "comfort" to energy balance. Using the -20 C walk-in freezer in the Space Sciences building at NASA Ames, energy loss of a human subject is measured. Energy loss for a human being on Mars, Titan and Europa are calculated from first principles. These calculations are compared to the freezer measurements, e.g. for 1 minute on Titan, a human loses as much energy as x minutes in a -20 C freezer. This gives a numerical comparison between the environments. These energy calculations are used to consider the physiological comfort of a human based on the calculated energy losses.

FangeraEuro(TM)s comfort equation↗
NASA NTRS2016

A Tailored Concept of Operations for NASA LSP Integrated Operations

An integral part of the Systems Engineering process is the creation of a Concept of Operations (ConOps) for a given system, with the ConOps initially established early in the system design process and evolved as the system definition and design matures. As Integration Engineers in NASA's Launch Services Program (LSP) at Kennedy Space Center (KSC), our job is to manage the interface requirements for all the robotic space missions that come to our Program for a Launch Service. LSP procures and manages a launch service from one of our many commercial Launch Vehicle Contractors (LVCs) and these commercial companies are then responsible for developing the Interface Control Document (ICD), the verification of the requirements in that document, and all the services pertaining to integrating the spacecraft and launching it into orbit. However, one of the systems engineering tools that have not been employed within LSP to date is a Concept of Operations. The goal of this project is to research the format and content that goes into these various aerospace industry ConOps and tailor the format and content into template form, so the template may be used as an engineering tool for spacecraft integration with future LSP procured launch services.

Systems↗
NASA NTRS2017

Tailoring a ConOps for NASA LSP Integrated Operations

An integral part of the Systems Engineering process is the creation of a Concept of Operations (ConOps) for a given system, with the ConOps initially established early in the system design process and evolved as the system definition and design matures. As Integration Engineers in NASA's Launch Services Program (LSP) at Kennedy Space Center (KSC), our job is to manage the interface requirements for all the robotic space missions that come to our Program for a Launch Service. LSP procures and manages a launch service from one of our many commercial Launch Vehicle Contractors (LVCs) and these commercial companies are then responsible for developing the Interface Control Document (ICD), the verification of the requirements in that document, and all the services pertaining to integrating the spacecraft and launching it into orbit. However, one of the systems engineering tools that have not been employed within LSP to date is a Concept of Operations. The goal of this paper is to research the format and content that goes into these various aerospace industry ConOps and tailor the format and content into template form, so the template may be used as an engineering tool for spacecraft integration with future LSP procured launch services. This tailoring effort was performed as the authors final Masters Project in the Spring of 2016 for the Stevens Institute of Technology and modified for publication with INCOSE (Owens, 2016).

Knowledge↗
NASA NTRS2017

Development of the European Service Module Propulsion Subsystem for the Multi-Purpose Crew Vehicle

2013, NASA and the European Space Agency (ESA) entered into an international partnership to develop the European Service Module (ESM) for use on NASA's Multi-Purpose Crew Vehicle (MPCV), also known as Orion. The MPCV will be used as the principal spacecraft for future human space exploration missions beyond low earth orbit. The ESM Propulsion Subsystem (PSS) is a pressure-fed, bi-propellant propulsion system, being developed by Airbus Defense and Space under contract to ESA. For this effort, NASA is responsible for the traditional role of insight/oversight to ensure that the PSS delivered by Airbus meets all MPCV Program requirements. In addition, the NASA Propulsion team also has some unique responsibilities that are a result of the Implementing Agreement (IA) between NASA and ESA for development of the ESM. These responsibilities include: (1) providing the main engine and Thrust Vector Control (TVC) assembly for the PSS. This is being accomplished through the delta qualification and re-use the Space Shuttle Orbital Maneuvering System (OMS) engine and TVC assembly; (2) procurement and delivery of the Auxiliary engines (R-4Ds) for the PSS. These engines are being procured by NASA from Aerojet-Rocketdyne via Lockheed Martin, the prime contractor for the MPCV, per an Airbus-provided specification; and (3) conducting the integrated systems hot-fire test which will qualify the end-to-end PSS for flight on MPCV. This test is being conducted at the NASA White Sands Test Facility (WSTF) using an Airbus-provided test article known as the Propulsion Qualification Model (PQM).

Multi-Purpose Crew Vehicle↗
NASA NTRSDate not supplied

Artemis: An Overview of NASA’s Activities to Return Humans to the Moon

NASA is well underway in its plans to return humans to the Moon and build long-term infrastructure both in orbit and on the surface. Following the Artemis I and Artemis II flight tests, NASA will begin crewed landings and regular missions to the Moon. Artemis will return value to the American public and the global community, enable groundbreaking scientific discovery, and prepare NASA and its partners for exploration of the solar system. Work on the initial Human Landing System (HLS), procurement activities for future HLS, and work on the initial modules of the lunar-orbiting Gateway are underway. International partnerships are playing a critical role in the planning, development, and execution of these missions. As of December 2021, three international partners have entered agreements to contribute to the Gateway and 14 nations have signed the Artemis accords. A new spacesuit acquisition strategy will stimulate economic growth and meet the growing needs of NASA and emerging customers. Requirements development is underway for an unpressurized lunar surface rover and plans for a pressurized rover, foundation surface habitat, and the Artemis Base Camp are in work. This paper will provide an update on the HLS demonstration missions and the procurement status for HLS services; a comprehensive look at the Gateway’s components and related statuses; a summary of planned surface systems; and an outline of the strategies NASA will use to successfully implement these plans, preparing for humanity's next giant leap: Mars.

Artemis↗
NASA NTRS2023

Commercial Low-Earth Orbit Destination (CLD) Concept of Operations

This concept of operations describes: - High-level Government goals, objectives, and needs for the CLD program, vehicle(s), and missions, - Strategies, policies, and processes for developing, certifying, maintaining, using, and retiring CLDs in the context of Government use, and - Government and CLD partner roles, responsibilities, and interactions during various phases of Government CLD operations. The intent of this document is to describe the overall high-level concept of how the end-to-end CLD service will be used to convey the nature and scope of services the Government intends to procure from the CLD partner. It will provide insight into NASA’s concepts for CLD operations rather than to provide mature, explicit, or complete requirements. It addresses how the concept of operations will be used to meet NASA expectations from an operational perspective to facilitate an understanding of the end-to-end CLD service needs, goals, and objectives (NGOs). Formal CLD requirements and standards are detailed in the NASA Commercial LEO Development Program’s (CLDP) various requirements, interface, process, and standards documents, as well as the contractual Statements of Work (SOW) and Data Requirement Deliverables (DRD). As such, the Concept of Operations can use terms such as “should” or “may” or “expects to” since it is not a contractual requirements document. It exists solely to convey the initial nature and type of services the Government intends to procure and is not, per se, a requirements document.

Operations↗
NASA NTRSDate not supplied

Process Development and Testing for Lunar Habitats

Non-metallic solutions for Lunar bases are appealing due to their light weight and ability to block many forms of radiation. Composite materials made from different combinations of these non-metallic materials enable effective mating of dissimilar materials for strong structures such as pressurized habitats. Inserting and manufacturing composite structural materials on the Moon presents several challenges, however: the oxygen levels inside pressurized habitats will be relatively high, radiation that is blocked causes damage and the lack of atmosphere results in a high-magnitude negative pressure environment. In the past two years, the Materials and Processes Lab (EM01) invested in two internal research and development (IRAD) proposals for testing and procurement of composite materials. One proposal endeavors to determine flammability and radiation damage of various composite materials with a focus on carbon fiber and ultra-high molecular weight polyethylene (UHWMPE). The other proposal enables procurement of chopped fiber spray equipment materials which will be used to develop a novel technique for chopped UHMWPE fiber layup, similar to the chopped fiberglass layups used for making large structures such a boat hulls and hot tubs.

Composite↗
NASA NTRSDate not supplied

The Human Research Program Grant Lifecycle & Data Integration Schedule: Infographic

The Human Research Program (HRP) Grant Lifecycle process can be described using information from several government authoritative sources with overlapping generalizations. It is the responsibility of the HRP Program Planning & Control (PP&C) Office and the Data Management Integration Office (DMIO)to interpret this information into a cohesive process that can be communicated to the human research organization. PP&C and DMIO have been exploring training opportunities to facilitate understanding through the form of infographics. This communication tool combines eye-catching visuals and text making complex information and data more digestible and shareable. The infographic poster tells a short story about a federally awarded grant and is intended to help both the new and experienced HRP workforce understand the timeline for a research procurement and where their specific tasks fall within the 4 phases of the grant lifecycle. The Pre-Award, Award, Post-Award, and Closeout phases are overlayed with business swimlanes so HRP stakeholders can see where they fit into the timeline rather than working in an isolated part. This includes the Chief Scientist Office (CSO), PP&C, the Data Management Integration Office (DMIO), the Principal Investigator (PI), the Element stakeholders, the LSDA Archivists, and the Research & Operations Integration (ROI) team along with the stakeholders in the Human Health and Performance Directorate. Additionally, the poster introduces (1) the HRP Data Integration Schedule identified in the HRP Data Management Plan HRP-48047, Table 8-2 and (2) a Smartsheet Solution to automate the grants tracking business process. Emphasis is given to the Data Integration Schedule which is the basis for the milestone tasks that are to be completed during the Post-Award phase in the grant lifecycle. The poster is also an opportunity to present the Smartsheet Solution, a software collaboration and work management tool used to assign tasks and track project progress. This PP&C FY24 effort will facilitate an end-to-end solution to track grants and provide insight to the health of HRP grant research procurements using metrics, reports, and dashboards.

J Peace↗
DOE OSTI2025

Rescue of Unique Liquid IP-2 Portable Tanks at Savannah River Site – 25078

Westinghouse Savannah River Company, the SRS Management and Operations Contractor at the time, procured six large IP-2 portable tanks capable of transporting liquids in 2003 to support the layup of the F Canyon at SRS. F Canyon was one of two full-scale hardened radiochemical separations facilities built at SRS in the 1950s as part of the initial construction of the Site. F Canyon and H Canyon provided actinide separations capabilities for SRS through the end of the Cold War. Following the end of the Cold War era, the decision was eventually made that only one of these radiochemical separations facilities at SRS would still be needed moving forward. As H Canyon was considered better suited for ongoing SRS missions, F Canyon was placed into a layup state in the first decade of the 21st Century, with F Area deactivation completing in 2006. This process resulted in the creation of excess, radioactively contaminated solutions, which required disposition. These solutions included contaminated organic solutions as well as DU-bearing aqueous solutions. The six portable tanks were procured to support the transportation of these solutions.

Fee, Nathaniel C. [Savannah River Nuclear Solution↗
DOE OSTI2025

BESS Digital Assurance, Supply Chain Risk Management, and Emerging Regulation Session Two

The TADA BESS Supply Chain Workshops are designed to equip participants with the knowledge and tools necessary to address the evolving challenges at the intersection of battery energy storage systems (BESS), cybersecurity, and supply chain vulnerabilities. The workshops emphasize the application of Cyber-Informed Engineering (CIE) principles using INL’s procurement guide and the CIE-BAT tool. Attendees will develop risk-based security strategies and actionable compliance roadmaps tailored to their BESS projects. Additionally, the program fosters a collaborative network of practitioners and provides guidance on navigating emerging regulatory requirements, including FEOC rules under the OBBB framework, to assess and enhance organizational readiness. A comprehensive exploration of BESS cybersecurity supply chain risks, systematic vendor risk assessment through the BESS Procurement Guide, and practical application of the INL SCRM Chatbot for enhanced supply chain resilience. This is Session 2 of 3. (Full Version)

25 - ENERGY STORAGE↗
DOE OSTI2026

Sample Preparation Laboratory (SPL) Best Practices: CGD as the Primary Acceptance Method

The traditional paradigm applied to the construction of nuclear safety related systems, structures, and components (SSCs), like SPL, involves an owner/licensee hiring an EPC firm with an NQA 1 program to manage the engineering, procurement, and construction of the desired SSC. This traditional approach would have posed significant barriers to the successful completion of the SPL. As a smaller capital project, in the $\$$100–$\$$200 million range, there was concern that employing one of the larger EPC companies would escalate costs and extend the projected schedule beyond what would be feasible for the Department of Energy (DOE). The traditional acceptance method employed for nuclear facilities with credited safety functions requires the use of an EPC firm applying American Society of Mechanical Engineers (ASME) NQA 1 nuclear quality assurance (NQA) to accept safety SSCs. In lieu of this approach, INL elected to apply its own NQA 1 program to hire an EPC firm operating a commercial quality program. This method used commercial grade dedication (CGD) as outlined in NQA 1 which had not been applied at this scale. Use of the commercial supply chain was identified as a key factor to the successful completion of SPL. Favorable conditions enabling the use of CGD included: • INL serving as both the designer and the design authority • Design created by an NQA 1 qualified source • A mature CGD program • Availability of a CGD subject matter expert (SME) • A strong construction management program. This white paper elaborates on the methodology employed in the construction of the SPL, the successes achieved, and best practices implemented.

42 - ENGINEERING↗
DOE OSTI2025

Potential Supply Chain and Cost Reduction Strategies for Advanced Nuclear Reactors

This milestone represents a level of effort to provide recommendations for a supply chain plan and establish relationships between advanced reactor companies and large companies in the oil & gas and chemical industries. It represents a starting point to develop the plan with options, general equipment lists, and rough associated cost estimates of major equipment and the associated systems needed. This effort will provide an opportunity to leverage the experience that oil & gas and chemicals companies possess in large capital equipment procurement, modularization, acquisition and installation. Potential supply chain solutions will be discussed and preliminary options for worldwide manufacturers will be elucidated. The goal of this effort will be to leverage the years of accumulated experience in the oil & gas and chemical industries in the area of capital equipment acquisition to understand the potential supply chain options and to reduce potential acquisition costs by optimizing the supply chain options for advanced nuclear reactor modularization, manufacturing and acquisition.

22 - GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2025

Cybersecurity Supply Chain Risk Management: Forge Institute Presentation

In this talk, INL will discuss how to develop a cyber supply chain risk management program, to include assessment of vendor risk and applying appropriate mitigations. INL will discuss key risk factors and the challenges of securing supply chain in complex and dynamic vendor environments. Finally, INL will share example language that can be adopted in RFPs and procurement contracts to promote supply chain security.

battery energy storage system↗
DOE OSTI2025

Statistical analysis of the performance and long-term stability of unquenched LSC standards ( 3 H, 14 C) used for radiochemical measurements

Multiple sets of toluene-based unquenched standards, procured over the last 3 decades, were analyzed to determine their stability over time. A statistical analysis was performed to provide insight into the variability for tSIE and counting efficiency measurements of 3 H and 14 C isotopes. Our data suggests that standards remain viable even 30 years after the manufacturer’s recommended expiration date. Overall, these standards have shown no statistically significant sign of performance degradation. We have proven through statistical analysis that these standards can provide comparable performance over time well past their manufactured expiration date.

LSC standards↗