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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
DOE OSTI2026

Floating Offshore Wind U.S. Manufacturing and Commercialization: Cooperative Research and Development (Final Report)

The American-Made FLoating Offshore Wind ReadINess (FLOWIN) Prize provides the Participant with a voucher technical support provided by DOE national laboratories, such as the Contractor. The primary goals include providing insights for the INO/INOC floating offshore wind platform on 1) an evaluation the workforce requirements for the full-scale production and deployment; and 2) an assessment of domestic supplier capabilities for the main components US regional and national supply chain constraints and gaps.

17 WIND ENERGY↗
NASA NTRS2012

Social Semantics for an Effective Enterprise

An evolution of the Semantic Web, the Social Semantic Web (s2w), facilitates knowledge sharing with "useful information based on human contributions, which gets better as more people participate." The s2w reaches beyond the search box to move us from a collection of hyperlinked facts, to meaningful, real time context. When focused through the lens of Enterprise Search, the Social Semantic Web facilitates the fluid transition of meaningful business information from the source to the user. It is the confluence of human thought and computer processing structured with the iterative application of taxonomies, folksonomies, ontologies, and metadata schemas. The importance and nuances of human interaction are often deemphasized when focusing on automatic generation of semantic markup, which results in dissatisfied users and unrealized return on investment. Users consistently qualify the value of information sets through the act of selection, making them the de facto stakeholders of the Social Semantic Web. Employers are the ultimate beneficiaries of s2w utilization with a better informed, more decisive workforce; one not achieved with an IT miracle technology, but by improved human-computer interactions. Johnson Space Center Taxonomist Sarah Berndt and Mike Doane, principal owner of Term Management, LLC discuss the planning, development, and maintenance stages for components of a semantic system while emphasizing the necessity of a Social Semantic Web for the Enterprise. Identification of risks and variables associated with layering the successful implementation of a semantic system are also modeled.

Berndt, Sarah↗
NASA NTRS2009

Multi-Generational Knowledge Sharing for NASA Engineers

NASA, like many other organizations, is facing major challenges when it comes to its workforce. The average age of its personnel is 46, and 68 percent of its population is between 35 and 55. According to the U.S. Government Accounting Office, if the workforce continues aging, not enough engineers will have moved up the ranks and have the requisite skills to enable NASA to meet its vision for space exploration. In order to meet its goals of developing a new generation of spacecraft to support human spaceflight to the moon and Mars, the agency must engage and retain younger generations of workers and bridge the gaps between the four generations working today. Knowledge sharing among the generations is more critical than ever. This paper describes the strategies used to develop the NASA Engineering Network with the goal of engaging different generations.

Topousis, Daria E.↗
NASA NTRSDate not supplied

Artemis III and IV Crew Health and Performance System Model Development

To maintain Crew Health and Performance (CHP) during an Artemis mission, the NASA Human Research Program (HRP) and Exploration Medical Capabilities (ExMC) element recognize the challenge that many different vehicles, habitats, and operational groups must come together to develop and implement cross program capabilities. To address this challenge, the ExMC team created the prototype 2023 Artemis CHP System Model to analyze how human system requirements are implemented throughout an Artemis mission and help understand the effects of changing an individual vehicle or habitat requirement on a full mission. Since presenting this work at the 2024 HRP Investigators’ Workshop, ExMC has continued this effort, now called the Artemis III and IV CHP System Model, to better support its operational end users within the NASA Human Health and Performance Directorate (HHPD) workforce. In this presentation, we will recapitulate how visualizing requirements and their relationships using a Model-Based Systems Engineering approach (MBSE) serves to improve understanding of an Artemis mission’s CHP capabilities along with discussion on updates made to the model to increase accessibility for users within HHPD so that it may be used in the development of cross program CHP capabilities at NASA.

Crew Health and Performance↗
NASA NTRS2006

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively planning the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Implementing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA s Crew Exploration Vehicle (CEV) and Crew and Cargo Launch Vehicles (CLV). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the President s "Vision for Space Exploration," and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Henderson, Edward M.↗
NASA NTRS2007

Space Shuttle Strategic Planning Status

The Space Shuttle Program is aggressively flying the Space Shuttle manifest for assembling the International Space Station and servicing the Hubble Space Telescope. Completing this flight manifest while concurrently transitioning to the Exploration architecture creates formidable challenges; the most notable of which is retaining critical skills within the Shuttle Program workforce. The Program must define a strategy that will allow safe and efficient fly-out of the Shuttle, while smoothly transitioning Shuttle assets (both human and facility) to support early flight demonstrations required in the development of NASA's Crew Exploration Vehicle (Orion) and Crew and Cargo Launch Vehicles (Ares I). The Program must accomplish all of this while maintaining the current level of resources. Therefore, it will be necessary to initiate major changes in operations and contracting. Overcoming these challenges will be essential for NASA to fly the Shuttle safely, accomplish the Vision for Space Exploration, and ultimately meet the national goal of maintaining a robust space program. This paper will address the Space Shuttle Program s strategy and its current status in meeting these challenges.

Norbraten, Gordon L.↗
NASA NTRS2003

Glenn's Strategic Partnerships With HBCUs and OMUs

NASA senior management has identified the need to develop a strategy for increased contracting with the historically black colleges and universities (HBCUs) and other minority universities (OMUs). The benefits to the institutions, by partnering with NASA, include developing their industrial base via NASA-industry partnerships, strong competitive advantage in technology-based research opportunities, and improved research capabilities. NASA gains increased contributed value to the Agency missions and programs as well as potential future recruits from technology-trained students who also constitute a pool for the nation s workforce. This report documents synergistic links between Glenn Research Center research and technology programs and faculty expertise at HBCUs and OMUs. The links are derived, based on Glenn technologies in the various directorates, program offices, and project offices. Such links readily identify universities with faculty members who are knowledgeable or have backgrounds in the listed technologies for possible collaboration. Recommendations are made to use the links as opportunities for Glenn and NASA, as well as industry collaborators, to cultivate stronger partnerships with the universities. It is concluded that Glenn and its partners and collaborators can expect to mutually benefit from leveraging NASA s cutting-edge and challenging research and technologies; industry's high technology development, research and development facilities, system design capabilities and market awareness; and academia s expertise in basic research and relatively low overhead cost. Reduced cost, accelerated technology development, technology transfer, and infrastructure development constitute some of the derived benefits.

Kankam, M. David↗
NASA NTRS1987

Asset - An application in mission automation for science planning

Recent advances in computer technology were used to great advantage in planning science observation sequences for the Voyager 2 encounter with Uranus in 1986. Despite a loss of experienced personnel, a challenging schedule, workforce limitations, and the complex nature of the Uranus encounter itself, the resultant science observation timelines were the most highly optimized of the five Voyager encounters with the outer planets. In part, this was due to the development of a microcomputer-based system, called ASSET (Automated Science Sequence Encounter Timelines generator), which was used to design those science observation timelines. This paper details the development of that system. ASSET demonstrates several features essential to the design of the first expert systems for science planning which will be applied for future missions.

Finnerty, D. F.↗
NASA NTRS1990

NASA and Education

President Bush endorsed a package of six goals developed by the governors of the 50 states, among them making the United States first in the world in mathematics and science achievement. The crux of the technical manpower problem is that too few people in the workforce today have the skills required to function in a technologically advanced society. All over the U.S., government, industry and academic organizations, individually and in concert, at the national, state and local levels, are accelerating efforts to find remedies for the educational and training maladies that threaten America's scientific and technological future. NASA is among the leading education promoting organizations and the agency is expanding its effort. In May 1990, NASA and the Department of Energy concluded an agreement for a cooperative program directed at encouraging more U.S. students to pursue careers in science, engineering and mathematics, and at improving the instructional process in those areas at the precollege and university levels.

Source record↗
DOE OSTI2024

Southeast Regional CO 2 Utilization and Storage Acceleration Partnership (SECARB-USA): Regional Commercialization Plan (Final): Work Products 4.4.b (Regional Commercialization Plan) & 4.3 (Socioeconomic Impacts of CCUS and Workforce Readiness)

Commercialization of carbon capture and storage (CCS) within the SECARB-USA region is scaling up and will continue as governments and private companies expand on current decarbonization efforts. The Inflation Reduction Act (2022) enhanced 45Q tax credits beyond the 2018 Bipartisan Budget Act levels by incentivizing previously uneconomic projects to develop CCS plans and infrastructure. Additionally, the continued interest and support for CCS mitigates the relative risk of commercial-scale projects that are seeking long-term viability to develop capture facilities to accommodate their emissions reduction goals. This multifaceted Commercialization Plan provides an overview of the current status and potential for CCS in the Southeast and the pathways to achieve emissions reduction goals in the region by 2050. Specifically, the study addresses: • The current status of CCS activities in the SECARB region, • Assessment of buildout pathways for CCS projects and carbon transport infrastructure development opportunities, • Estimation of CCS job creation and economic impacts, and • The social justice considerations and public benefits associated with CCS activities in the SECARB-USA region.

42 ENGINEERING↗
NASA NTRSDate not supplied

Growing the NASA Safety and Mission Assurance (SMA) Workforce of Tomorrow

The NASA Safety Center (NSC) was established in2006 in response to Columbia Accident Investigation Board (CAIB) recommendations to strengthen NASA’s safety program. The NSC supports all NASA centers and facilities. The NSC fosters world-class Safety and Mission Assurance (SMA) support for NASA programs and projects through professional development activities and the advancement of the following SMA technical disciplines: - Aviation Safety - Operational Safety - Quality Engineering - Reliability and Maintainability - SMA Technical Leadership - Software Assurance - System Safety The NSC’s Technical Excellence Office (TEO) is charged with encouraging technical excellence in NASA’s SMA community primarily through professional development products and services. TEO’s first initiative was the SMA Technical Excellence Program (STEP). STEP is a career-oriented, professional development roadmap for safety professionals, which is designed for the employee to learn specific knowledge and skills to improve performance in their current role.

Safety and Mission Assurance↗
NASA NTRS2005

D-Side: A Facility and Workforce Planning Group Multi-criteria Decision Support System for Johnson Space Center

"To understand and protect our home planet, to explore the universe and search for life, and to inspire the next generation of explorers" is NASA's mission. The Systems Management Office at Johnson Space Center (JSC) is searching for methods to effectively manage the Center's resources to meet NASA's mission. D-Side is a group multi-criteria decision support system (GMDSS) developed to support facility decisions at JSC. D-Side uses a series of sequential and structured processes to plot facilities in a three-dimensional (3-D) graph on the basis of each facility alignment with NASA's mission and goals, the extent to which other facilities are dependent on the facility, and the dollar value of capital investments that have been postponed at the facility relative to the facility replacement value. A similarity factor rank orders facilities based on their Euclidean distance from Ideal and Nadir points. These similarity factors are then used to allocate capital improvement resources across facilities. We also present a parallel model that can be used to support decisions concerning allocation of human resources investments across workforce units. Finally, we present results from a pilot study where 12 experienced facility managers from NASA used D-Side and the organization's current approach to rank order and allocate funds for capital improvement across 20 facilities. Users evaluated D-Side favorably in terms of ease of use, the quality of the decision-making process, decision quality, and overall value-added. Their evaluations of D-Side were significantly more favorable than their evaluations of the current approach. Keywords: NASA, Multi-Criteria Decision Making, Decision Support System, AHP, Euclidean Distance, 3-D Modeling, Facility Planning, Workforce Planning.

Tavana, Madjid↗
NASA NTRS2012

Energy Systems Test Area (ESTA) Pyrotechnic Operations: User Test Planning Guide

The Johnson Space Center (JSC) has created and refined innovative analysis, design, development, and testing techniques that have been demonstrated in all phases of spaceflight. JSC is uniquely positioned to apply this expertise to components, systems, and vehicles that operate in remote or harsh environments. We offer a highly skilled workforce, unique facilities, flexible project management, and a proven management system. The purpose of this guide is to acquaint Test Requesters with the requirements for test, analysis, or simulation services at JSC. The guide includes facility services and capabilities, inputs required by the facility, major milestones, a roadmap of the facility s process, and roles and responsibilities of the facility and the requester. Samples of deliverables, facility interfaces, and inputs necessary to define the cost and schedule are included as appendices to the guide.

Hacker, Scott↗
NASA NTRS2008

NASA's Ares I and Ares V Launch Vehicles -- Effective Space Operations Through Efficient Ground Operations

The United States (U.S.) plans to return to the Moon by 2020, with the development of a new human-rated space transportation system to replace the Space Shuttle, which is due for retirement in 2010 after it completes its missions of building the International Space Station and servicing the Hubble Space Telescope. Powering the future of space-based scientific exploration will be the Ares I Crew Launch Vehicle, which will transport the Orion Crew Exploration Vehicle to orbit where it will rendezvous with the Lunar Lander. which will be delivered by the Ares V Cargo Launch Vehicle. This new transportation infrastructure, developed by the National Aeronautics and Space Administration (NASA), will allow astronauts to leave low-Earth orbit for extended lunar exploration and preparation for the first footprint on Mars. All space-based operations begin and are controlled from Earth. NASA's philosophy is to deliver safe, reliable, and cost-effective solutions to sustain a multi-billion-dollar program across several decades. Leveraging 50 years of lessons learned, NASA is partnering with private industry, while building on proven hardware experience. This paper will discuss how the Engineering Directorate at NASA's Marshall Space Flight Center is working with the Ares Projects Office to streamline ground operations concepts and reduce costs. Currently, NASA's budget is around $17 billion, which is less than 1 percent of the U.S. Federal budget. Of this amount, NASA invests approximately $4.5 billion each year in Space Shuttle operations, regardless of whether the spacecraft is flying or not. The affordability requirement is for the Ares I to reduce this expense by 50 percent, in order to allow NASA to invest more in space-based scientific operations. Focusing on this metric, the Engineering Directorate provides several solutions-oriented approaches, including Lean/Six Sigma practices and streamlined hardware testing and integration, such as assembling major hardware elements before shipping to the Kennedy Space Center for launch operations. This paper provides top-level details for several cost saving initiatives, including both process and product improvements that will result in space transportation systems that are designed with operations efficiencies in mind. The Engineering Directorate provides both the intellectual capital embodied in an experienced workforce and unique facilities in which to validate the information technology tools that allow a nationwide team to collaboratively connect across miles that separate them and the engineering disciplines that integrate various piece parts into a whole system. As NASA transforms ground-based operations, it also is transitioning its workforce from an era of intense hands-on labor to a new one of mechanized conveniences and robust hardware with simpler interfaces. Ensuring that space exploration is on sound footing requires that operations efficiencies be designed into the transportation system and implemented in the development stage. Applying experience gained through decades of ground and space op'erations, while using value-added processes and modern business and engineering tools, is the philosophy upon which a new era of exploration will be built to solve some of the most pressing exploration challenges today -- namely, safety, reliability, and affordability.

Dumbacher, Daniel L.↗
NASA NTRS1998

Research and Technology 1997

NASA Lewis Research Center is responsible for developing and transferring critical technologies that address national priorities in aeropropulsion and space applications in partnership with U.S. industries, universities, and Government institutions. As NASA s designated Lead Center for Aeropropulsion, our role is to develop, verify, and transfer aeropropulsion technologies to U.S. industry. As NASA s designated Center of Excellence in Turbomachinery, our role is to develop new and innovative turbomachinery technology to improve the reliability, performance, efficiency and affordability, capacity, and environmental compatibility of future aerospace vehicles. We also maintain a science and technology development role in aeropropulsion, communications, space power and onboard propulsion, and microgravity fluid physics and combustion. We are committed to enabling non-aerospace U.S. industries to benefit directly from the technologies developed through our programs to maximize the benefit to the Nation and the return on each taxpayer s investment. In addition, we are aggressively pursuing continuous improvement in our management and business practices and striving for diversity in our workforce as together we push the edge of technology in space and aeronautics. The Lewis Research Center is a unique facility located in an important geographical area, the southwest corner of Cleveland, Ohio. Situated on 350 acres of land adjacent to the Cleveland Hopkins International Airport, Lewis comprises more than 140 buildings that include 24 major facilities and over 500 specialized research and test facilities. Additional facilities are located at Plum Brook Station, which is about 50 miles west of Cleveland. Over 3700 people staff Lewis, including civil service employees and support service contractors. Over half of them are scientists and engineers, who plan, conduct or oversee, and report on our research tasks and projects. They are assisted by technical specialists, skilled workers, and an administrative staff. Our end product is knowledge. This report is designed to help us make this knowledge fully available to potential users the aircraft engine industry, the energy industry, the automotive industry, the aerospace industry, and others. It is organized so that a broad cross section of the community can readily use it. Each article begins with a short introductory paragraph that should prove to be a valuable tool for the layperson. These articles summarize the progress made during the year in various technical areas and portray the technical and administrative support associated with Lewis technology programs. We hope that the information is useful to all. If additional information is desired, readers are encouraged to contact the researchers identified in the articles and to visit Lewis on the World Wide Web (http://www.lerc.nasa.gov/). This document is available on the World Wide Web (http://www.lerc.nasa.gov/WWW/RT).

Source record↗
NASA NTRS2016

Mechanical Prototyping and Manufacturing Internship

The internship was located at the Johnson Space Center (JSC) Innovation Design Center (IDC), which is a facility where the JSC workforce can meet and conduct hands-on innovative design, fabrication, evaluation, and testing of ideas and concepts relevant to NASA's mission. The tasks of the internship included mechanical prototyping design and manufacturing projects in service of research and development as well as assisting the users of the IDC in completing their manufacturing projects. The first project was to manufacture hatch mechanisms for a team in the Systems Engineering and Project Advancement Program (SETMAP) hexacopter competition. These mechanisms were intended to improve the performance of the servomotors and offer an access point that would also seal to prevent cross-contamination. I also assisted other teams as they were constructing and modifying their hexacopters. The success of this competition demonstrated a proof of concept for aerial reconnaissance and sample return to be potentially used in future NASA missions. I also worked with Dr. Kumar Krishen to prototype an improved thermos and a novel, portable solar array. Computer-aided design (CAD) software was used to model the parts for both of these projects. Then, 3D printing as well as conventional techniques were used to produce the parts. These prototypes were then subjected to trials to determine the success of the designs. The solar array is intended to work in a cluster that is easy to set up and take down and doesn't require powered servomechanisms. It could be used terrestrially in areas not serviced by power grids. Both projects improve planetary exploration capabilities to future astronauts. Other projects included manufacturing custom rail brackets for EG-2, assisting engineers working on underwater instrument and tool cases for the NEEMO project, and helping to create mock-up parts for Space Center Houston. The use of the IDC enabled efficient completion of these projects at significantly reduced cost. I acquired and improved manufacturing and prototyping skills during my tour including learning about a CAD (Computer-Aided Design) program called Creo (Creo Parametric; design software), gaining valuable conventional machining experience with lathes, CNC (Computer Numerical Control) milling machines and various other tools, and improving my engineering project communication and collaboration skills. The internship also allowed me to better understand operations at NASA. I plan to work in the aerospace industry or do academic research benefitting space science and exploration, and this internship experience will enable me to have insight into manufacturing processes for research and development.

Grenfell, Peter↗
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↗
DOE OSTI2026

Critical Minerals Leadership Academy: Building a Cross-Disciplinary Workforce for the Evolving Critical Minerals Sector

This presentation was submitted to the Society for Mining, Metallurgy, and Exploration (SME) MineXchange annual conference in Salt Lake City, Utah. This abstract and subsequent presentation provide an overview of the Critical Minerals Leadership Academy (CMLA) that took place in Laramie, Wyoming in August of 2025. The presentation includes information regarding the development of the CMLA, a review of the event, and information regarding participants, their backgrounds and future intentions.

58 GEOSCIENCES↗