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Kaiser Electro-Optics, Inc. (KEO) has developed this Project Management Plan for the Lightning Mapper Sensor (LMS) program. KEO has integrated a team of experts in a structured program management organization to meet the needs of the LMS program. The project plan discusses KEO's approach to critical program elements including Program Management, Quality Assurance, Configuration Management, and Schedule.
A historical critique is presented of the Syracuse/NASA program on management and development programs. Brief summaries are included of each of the major projects undertaken, including identification of the principal investigators and the university departments and disciplines involved.
Joel Wells, NASA Public Affairs, introduces Ron Dittemore, NASA Shuttle Program Manager, Tommy Holloway, NASA International Space Station Program Manager, Dave King, NASA Director of Shuttle Processing, and Captain Clif Stargardt, US Air Force Meteorologist, in this STS-102 prelaunch press conference. The men give an overview of the prelaunch processing for the Discovery Orbiter (such as the PRSD loading) and give a weather forecast for launch. They then answer questions from the press.
Ventilation is a key component to maintaining healthy, safe indoor air quality. Especially important in laboratories, ventilation is the first line of defense against airborne hazards produced during research activities. Though a vital component, laboratory ventilation systems are often victim to ineffective operation, posing a risk to the most important asset - the researchers. Furthermore, system inefficiencies can lead to up to 50% wasted energy. To improve both energy efficiency and safety in laboratories, we present the Smart Labs Toolkit - a resource developed by the U.S. Department of Energy Federal Energy Management Program and the International Institute for Sustainable Laboratories that guides laboratory stakeholders through a straight-forward, holistic approach to achieve dynamic, high-performance laboratories. Smart Labs enable safe and efficient world class science to occur in laboratories through high-performance methods. A Smart Labs program employs a combination of physical, administrative, and management techniques to assess, optimize, and manage high performance laboratories. We will focus on a central component of the Smart Labs approach - the Laboratory Ventilation Risk Assessment, a systematic process for identifying risk due to airborne hazards to inform the operation of dynamic ventilation that optimizes safety and efficiency. Case studies of organizations who have successfully implemented Smart Labs ventilation management programs will also be shared. In learning ventilation strategies successful in critical laboratory environments, learn the tools and resources needed to successfully manage energy in any building through smarter, safer ventilation.
This Federal Water Management Resource Guide provides direction to Federal agencies on how optimize water use at Federal facilities, use water balance analysis methods, identify design elements and procurement best practices, and expand use of alternative water. It provides best practices for managing water to be considered when developing or improving an effective facility water management program. PNNL developed this guide for the Federal Energy Management Program (FEMP). FEMP was directed by the Council on Environmental Quality (CEQ) to develop a Federal Water Management Resource Guide per the Implementing Instructions for Executive Order (E.O.) 13834, Efficient Federal Operations. This document serves to satisfy this requirement in order to provide best water management practices within the Federal Government.
This Federal Water Management Resource Guide provides direction to Federal agencies on how optimize water use at Federal facilities, use water balance analysis methods, identify design elements and procurement best practices, and expand use of alternative water. It provides best practices for managing water to be considered when developing or improving an effective facility water management program. PNNL developed this guide for the Federal Energy Management Program (FEMP). FEMP was directed by the Council on Environmental Quality (CEQ) to develop a Federal Water Management Resource Guide per the Implementing Instructions for Executive Order (E.O.) 13834, Efficient Federal Operations. This document serves to satisfy this requirement in order to provide best water management practices within the Federal Government.
NETL, in collaboration with Eastman Chemical Corp (Kingsport, TN), targeted the joint evaluation and refinement of a slag management program developed by NETL (NETL IP, patent applied for) to control gasifier slag properties formed from ash in individual or combinations of different coal-based carbon feedstock materials and specific slag modifiers used in gasification. Slag forms from mineral or organic-metallic impurities in the carbon feedstock that melt at the high temperatures of gasification, coalescing to form a liquid (slag) that must flow from the gasifier. Slag additives, also known as slag modifiers, are often added to the carbon feedstock to modify the ash chemistry and achieve desired slag flow properties at target temperatures used in gasification. If slag does not flow from a gasifier, its buildup within the gasification chamber will cause either gasifier shutdown to physically remove the slag (consuming time and damaging the protective refractory lining), or the gasification temperature must be increased to lower slag viscosity so it can flow from the gasifier, leading to greater refractory wear/corrosion, along with increased fouling and downstream component wear. Because of these issues, gasification is typically targeted at the lowest temperature possible where slag will flow in a controlled manner (a temperature range called T100 for the lowest temperature, with T250 being the highest temperature where the slag has achieved the desired fluidity). That temperature range also needs to yield a desired syngas composition, highlighting the importance of knowing and being able to control carbon feedstock slag viscosity and the temperature of thermal breakdown of the carbon feedstock. Slag viscosity varies with changes in the gasification chamber temperature, oxygen partial pressure, and slag chemistry. The slag model work with Eastman Chemical targeted predicting and controlling molten coal ash slag behavior at specific gasification conditions. The final goal of the refined model was to develop/refine the NETL slag model so a gasifier operator would be able to predict slag behavior prior to purchasing or using a carbon feedstock and control slag properties once a carbon feedstock is being gasified, allowing a gasifier user to determine what mineral additives or blends of different carbon materials would be needed to achieve desired slag properties at targeted gasification conditions. For a given carbon feedstock and desired gasification condition, the actual gasification cost and slag behavior would be able to be predicted using the slag management program in advance of purchasing or using the carbon feedstock – allowing accurate control of slag ash behavior in real time. As part of the TCF project work with Eastman Chemical, the viscosity of several ash compositions of interest to them would be measured and used to populate the slag model, along with a large database of historical slag temperature, chemistry, and viscosity information they possess – information that would in-crease the predictive accuracy of the slag management model with slag ash chemistry of interest to them. As part of the model evaluation and refinement, the predictive model and its database will be installed on computers at Eastman Chemical and used to manage slag properties in a gasifier during real-time operation of their gasifier. In summary, success of the slag management program at Eastman Chemical would support its use by other gasifier operators to manage slag chemistry and properties over other desired gasification temperature ranges, allowing greater process control and efficiency of their carbon feedstock conversion during gasification.
Dick Young, NASA Public Affairs, introduces Brewster Shaw, Deputy Program Manager Space Shuttle, Professor Heinz Stoewer, D-2 Program Manager German Space Agency, and Bob Sieck, Launch Director, Kennedy Space Center, who give an overview of the mission and the launch countdown. They then answer questions from the press.
The Hanford Site, Management of the Cesium and Strontium Capsules (MCSC) Project is preparing to place cesium and strontium material into dry storage using stainless steel canisters that are housed inside vertical concrete casks. Part of the site’s aging management program is to use a spare canister system as a leading indicator canister to provide advance warning for signs of chloride induced stress corrosion cracking (CISCC) or any other kind of canister degradation that might take place over the system’s 300-year design life. The Hanford Lead Canister (HLC) will use electric heaters to simulate the decay heat of cesium and strontium to ensure the HLC simulates the environment and conditions the capsule-loaded systems will experience. In addition to being part of the site’s aging management program, the HLC is being made available for research and development that advances the industry regarding canister mitigation and repair (M&R). The HLC system closely resembles current spent nuclear fuel (SNF) dry storage systems, making the HLC useful for demonstrating technologies or performing research that is relevant to SNF canisters . Several organizations are collaborating to prepare the HLC, along with technical strategy, to perform the needed research and development activities, to include the Pacific Northwest National Laboratory (PNNL), Central Plateau Cleanup Company (CPCCo), and the Electric Power Research Institute (EPRI). In one example of this collaborative research, EPRI is planning to use the HLC to demonstrate in-situ M&R technologies under controlled conditions before the HLC is deployed at Hanford. There is a period of several years when the HLC will be available for canister M&R activity before it is deployed. This paper describes the development of the HLC, its role in the Hanford site’s MCSC Project aging management program, and some of the research activities that are planned for the HLC.
This Fourth Annual Report summarizes work performed by the Smithsonian Astrophysical Observatory (SAO) for NASA Goddard Space Flight Center (GSFC) under Cooperative Agreement NCC5-368. The Agreement is entitled Constellation X-ray Mission Study and SAO continues to perform work under the overall direction of Dr. Harvey Tananbaum, the SAO Principal Investigator for the program. Mr. Robert Rasche is the SAO Program Manager and is responsible for day-to-day program management at SAO and coordination with GSFC. The report summarizes the main areas of SAO activity. Most of the work has been done jointly with personnel from GSFC and Marshall Space Flight Center (MSFC). We describe SAO participation in these efforts. As is appropriate to a Cooperative Agreement, SAO continued to work with GSFC in an integrated team mode. SAO was involved in the overall mission management, technology development, scientific direction, and mission definition. While formal overall management responsibility resides with GSFC, scientific lead and subordinate responsibilities continue to be shared by GSFC and SAO. The work performed by SAO is consistent with the SAO proposal 'Constellation X-ray Mission Study and Optics Development' dated September 1997, which was the basis for establishing the Cooperative Agreement under which SAO is currently funded. Over time, the scope of the effort has expanded somewhat to accommodate the needs of the project. Work, except for meeting support and high priority program tasks, has been at a level of effort. Priorities and work progress have been closely coordinated with the Constellation-X Project Formulation Manager at GSFC. Funding limitations constrained the work accomplished during this period. Nonetheless, a significant amount of work was accomplished. Under the Agreement, SAO performed work in seven major areas of activity. These areas related to: Constellation X-ray Mission Facility Definition Team and Study Management; Science Support; Spectroscopy X-ray Telescope (SXT); Systems Engineering; Travel in Support of the Work Effort; In-house Management and Coordination.
Extension of configuration management techniques to computer programming
Asthma remains a significant health problem in the United States. Adults with poorly controlled asthma can affect their community in a number of ways, from lost productivity in the workplace to health care costs to premature death. Asthma self-management education helps individuals achieve better control of their asthma and is critical for the overall health and well-being of individuals with asthma. While there are numerous programs and initiatives targeting children with asthma, there is a lack of comparable focus on the needs of adults with asthma. The American Lung Association developed Breathe Well, Live Well, an adult asthma self-management education program, and launched it nationwide in 2007. The program for adults has a flexible delivery format for community-based implementation. This article describes the development, dissemination, and transformation of the program. Each stage of implementation showed positive changes in asthma self-management practices that contribute to better asthma control, and one local implementation additionally showed decreased reports of missed work and unscheduled health care visits among participants. The findings from the three evaluations support the use of Breathe Well, Live Well for broad community-based implementation to improve asthma self-management efficacy and behaviors.
The NASA Lewis Research Center is responsible for the planning and execution of a scientific program which will provide advance in space cryogenic fluid management technology. A number of future space missions were identified that require or could benefit from this technology. These fluid management technology needs were prioritized and a shuttle attached reuseable test bed, the cryogenic fluid management facility (CFMF), is being designed to provide the experimental data necessary for the technology development effort.
The NASA Lewis Research Center is responsible for the planning and execution of a scientific program which will provide advance in space cryogenic fluid management technology. A number of future space missions were identified that require or could benefit from this technology. These fluid management technology needs were prioritized and a shuttle attached reuseable test bed, the cryogenic fluid management facility (CFMF), is being designed to provide the experimental data necessary for the technology development effort.
This report is a supplement to the Third Annual Report summarizing work performed by the Smithsonian Astrophysical Observatory (SAO) for NASA Goddard Space Flight Center (GSFC) under Cooperative Agreement NCC5-3681. The Agreement is entitled 'Constellation X-ray Mission Study and Support.' This supplementary report covers the period from October 1, 2001 through January 10, 2002. The report has been prepared and submitted to ensure that the Constellation-X Project Office at GSFC has current performance information needed to evaluate a proposed modified budget for FY02. That proposed budget is being submitted separately. SAO continues to perform work under the overall direction of Dr. Harvey Tananbaum, the SAO Principal Investigator for the program. Mr. Robert Rasche is the SAO Program Manager and is responsible for day-to-day program management at SAO and coordination with GSFC. The report summarizes the main areas of SAO activity. Most of the work has been done jointly with personnel from GSFC and Marshall Space Flight Center (MSFC). We describe SAO participation in these efforts. Under the Agreement, SAO performed work in seven major areas of activity. These areas related to: (1) Constellation X-ray Mission Facility Definition Team and Study Management; (2) Science Support; (3) Spectroscopy X-ray Telescope (SXT); (4) Systems Engineering; (5) Travel in Support of the Work Effort; and (6) In-house Management and Coordination.
An underlying tension has existed throughout the history of NASA between the human spaceflight programs and the external scientific constituencies of the robotic exploration programs. The large human space projects have been perceived as squandering resources that might otherwise be utilized for scientific discoveries. In particular, the history of the relationship of science to the International Space Station Program has not been a happy one. The leadership of the Constellation Program Office, created in NASA in October, 2005, asked me to serve on the Program Manager s staff as a liaison to the science community. Through the creation of my position, the Program Manager wanted to communicate and elucidate decisions inside the program to the scientific community and, conversely, ensure that the community had a voice at the highest levels within the program. Almost all of my technical contributions at NASA, dating back to the Apollo Program, has been within the auspices of what is now known as the Science Mission Directorate. However, working at the Johnson Space Center, where human spaceflight is the principal activity, has given me a good deal of incidental contact and some more direct exposure through management positions to the structures and culture of human spaceflight programs. I entered the Constellation family somewhat naive but not uninformed. In addition to my background in NASA science, I have also written extensively over the past 25 years on the topic of human exploration of the Moon and Mars. (See, for example, Mendell, 1985). I have found that my scientific colleagues generally have little understanding of the structure and processes of a NASA program office; and many of them do not recognize the name, Constellation. In many respects, the international ILEWG community is better informed. Nevertheless, some NASA decision processes on the role of science, particularly with respect to the formulation of a lunar surface architecture, are not well known, even in ILEWG. At the recent annual Lunar and Planetary Science Conference, I reviewed the evolution of the program as a function of Agency leadership and the constraints put on NASA by the President in his 2004 announcement. I plan to continue my long-time ILEWG tradition of reporting a personal view of the state of development of human exploration of the solar system, this time coming from within the program office tasked to implement the vision for the United States. The current NASA implementation of the Vision for Space Exploration is consistent with certain classical scenarios that have been discussed extensively in the literature. I will discuss the role of science within the Vision, both from official policy and from a de facto interaction. While science goals are not officially driving the implementation of the Vision, the tools of scientific exploration are integral to defining the extraterrestrial design environments. In this respect the sharing of results from international missions to the Moon can make significant contributions to the success of the future human activities.
The objective of NASA's Microgravity Research Program is to utilize the low gravity environment of space to explore the nature of physical phenomena that contributes to progress in science and technology on Earth. Under the oversight of NASA Headquarters, the Microgravity Research Program Office (MRPO) at the Marshall Space Flight Center (MSFC) assumes all program management responsibilities associated with Microgravity Research and Space Product Development. One program management responsibility that plays a vital role to the success of the MRPO is the flight manifesting process for MRPO-sponsored payloads. In this paper, the authors will examine the various processes utilized by MRPO personnel in acquiring flight opportunities for MRPO-sponsored payloads.
The US civil aerospace program has been a great contributor to the creation and implementation of techniques and methods to identify, analyze, and confront risk. NASA has accomplished mission success in many instances, but also has had many failures. Anomalies have kept the Agency from achieving success on other occasions, as well. While NASA has mastered ways to prevent risks, and to quickly and effectively react and recover from anomalies or failures, it was not until few years ago that a comprehensive Risk Management process started being implemented in some of its programs and projects. A Continuous Risk Management (CRM) cycle process was developed and has been promoted and used successfully in programs and projects across the Agency.