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NASA NTRS2013

Explanation of Change (EoC) Study: Considerations and Implementation Challenges

This paper discusses the implementation of considerations resulting from a study investigating the cost change experienced by historical NASA science missions. The study investigated historical milestone and monthly status report documentation followed by interviews with key project personnel. The reasons for cost change were binned as being external to NASA, external to the project and internal to the project relative to the project's planning and execution. Based on the results of the binning process and the synthesis of project meetings and interviews, ten considerations were made with the objective to decrease the potential for cost change in future missions. Although no one magic bullet consideration was discovered, the considerations taken as a whole should help reduce cost and schedule change in future NASA missions.

Bitten, Robert E.↗

NASA NTRS1971

System Definition Phase and Acquisition Phase Project Plan for Small Astronomy Satellite SAS-D

This Project Plan for the Small Astronomy Satellite (SAS-D) is Goddard Space Flight Center's plan for accomplishing the project. It is issued in compliance with NASA Handbook NHB 7121.2 and NMI 7120.1, dated May 4, 1970, Subject: Approval and Implementation of Office of Space Science and Applications (OSSA) Research and Development (R&D) Projects. The Project Plan, as approved by GSFC executive management and NASA Headquarters, is the project manager's charter and defines his specific plan of action. System definition phase activities of the SAS-D Project will be a continuation of the analytical work that established the overall feasibility of the project. The system concept derived from that analytical work is defined in the Phase A (Mission Definition Phase) technical report. System definition phase activities will include detailed engineering analysis and preliminary breadboarding necessary to establish a single project approach from the feasible approaches. This document will be revised at the end of the system definition phase to provide greater detail on acquisition phase planning and to specify a specific system design.

Donald A Krueger↗

NASA NTRS2012

Changing the Project Execution Culture at NASA Dryden

Dryden has embarked on implementing Critical Chain Project Management (CCPM) philosophies and tools to reduce workforce stress and increase the centers work throughput. This effort has been under way for over one year and represents a fundamental state change in how various projects are planned and executed at the center. The implementation of CCPM philosophies and the required cultural changes represent the most difficult aspects of the implementation.

Horn, Thomas J.↗

DOE OSTI2016

The Little Engine That Could: No Project is too Small for Sustainable Remediation Moab Uranium Mill Tailings Removal Project - 16427

Executive Order 13693, 'Planning for Federal Sustainability in the Next Decade', mandates the reduction of energy use and cost and greenhouse gas emissions, and the search for renewable or alternative energy solutions. DOE EM manages the Moab Uranium Mill Tailings Remedial Action Project in Utah that involves relocating a 16-million-ton uranium mill tailings pile and associated contaminated materials at the former Atlas mill site to a permanent disposal cell constructed near Crescent Junction, Utah, predominantly by rail. Project personnel strive to support the Executive Order in making preparations for the impacts of climate change. Meeting the goals of the Executive Order in light of the remote location and limited resources of the Project sites often requires an innovative approach and perseverance. The Moab Project is a 'Small Site' within EM and has a comparatively short-term completion date. As a result, large-scale sustainability projects, such as retrofits or remodels, do not offer a cost benefit over this period. Instead, less dramatic process changes are achievable. The Project purchases renewable wind energy through the local power provider to reduce Scope 2 (purchased electricity) greenhouse gas emissions. Toward its ambitious goal of achieving zero landfill waste, the Project has diverted over 50 percent of its nonhazardous solid waste from the local landfill through composting and recycling efforts. In particular, electronics must meet various sustainable criteria prior to purchase, and be recycled through donations and certified recyclers, diverting it from the waste stream. The Project has received multiple Green Buy Awards from DOE by reaching leadership goals for purchasing energy-efficient, water-efficient, bio-based, and recycled-content products. In fiscal year 2014, in response to President Obama's June 2014 memorandum, 'Sustainable Practices for Designed Landscapes and Supporting Pollinators on Federal Landscapes', the Project decided to take a proactive approach and work with a local pollinator group, hosting two beehives in a revegetation area on the Moab site. An increase in plant growth and blossoming plants in the revegetation area has been observed and is believed to be related to the added pollinators. The Project has previously seeded disturbed areas mainly with native drought-resistant species to reduce water usage. Storm water collected in sediment basins at the Crescent Junction site is used for dust control and compaction of mill tailings in the disposal cell. The Project worked with the U.S. Army Corps of Engineers and the U.S. Fish and Wildlife Service to gain support for re-contouring a remediated area adjacent to the Colorado River, which borders the Moab site on the east, to allow the area to flood at a lower river stage. This re-contouring promotes more varied vegetation growth and river water that tops the west bank brings soil nutrients to inundated areas of the site. Ponded floodwater has been pumped into revegetation plots for irrigation, reducing freshwater usage. Innovation in sustainable practices comes in many different fashions. The Moab Project demonstrates that no project is too small to implement sustainable practices. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2025

Sustaining the Z Facility (FY24 Progress Report)

Based on planning and reviews conducted in 2020, it is clear today that the Z Facility must be sustained through 2040 or longer. This requires a well-developed and executed maintenance and sustainment effort. Z’s Sustainment Plan outlines the approach that Sandia’s Pulsed Power Sciences Center will pursue to assure that the Z Facility maintains its world class research and development program supporting the NNSA’s Science Based Stockpile Stewardship efforts. In FY24, the Pulsed Power Center at SNL planned and executed many substantial sustainment projects as well as maintenance-driven-sustainment aligned to the Sustainment Plan. These projects are listed in this section with brief descriptions of the work executed.

42 ENGINEERING↗

DOE OSTI2016

SDN Project

The SDN Project completed on time and on budget and successfully accomplished 100% of the scope of work outlined in the original Statement of Project Objective (SOPO). The SDN Project formed an alliance between Ameren Corporation, University of Illinois Urbana- Champaign (UIUC), Pacific Northwest National Laboratories (PNNL), and Schweitzer Engineering Laboratories, Inc. (SEL). The objective of the SDN Project is to address Topic Area of Interest 2: Sustain critical energy delivery functions while responding to a cyber-intrusion under Funding Opportunity Announcement DE-FOA-0000797. The goal of the project is to design and commercially release technology that provides a method to sustain critical energy delivery functions during a cyber intrusion and to do this control system operators need the ability to quickly identify and isolate the affected network areas, and re-route critical information and control flows around. The objective of the SDN Project is to develop a Flow Controller that monitors, configures, and maintains the safe, reliable network traffic flows of all the local area networks (LANs) on a control system in the Energy sector. The SDN team identified the core attributes of a control system and produced an SDN flow controller that has the same core attributes enabling networks to be designed, configured and deployed that maximize the whitelisted, deny-bydefault and purpose built networks. This project researched, developed and commercially released technology that: Enables all field networks be to configured and monitored as if they are a single asset to be protected; Enables greatly improved and even precalculated response actions to reliability and cyber events; Supports pre-configured localized response actions tailored to provide resilience against failures and centralized response to cyber-attacks that improve network reliability and availability; Architecturally enables the right subject matter experts, who are usually the information technology and operational technology engineers, to be the ones centrally administering the technology and responding to events; Simplifies network configuration, improving deterministic Ethernet transport times, and providing instant visualization on where the communication circuits are and how all circuits are impacted when changes (e.g., configuration changes, failures or intrusions) happen, allowing operators to minimize downtime; and Improves the ability to identify deviations in network behavior resulting in detection and analysis of potential cyber intrusions and faster response times Results: This project has forever changed the way critical infrastructure networks are designed, secured, deployed and maintained. The cybersecurity and performance advantages achieved are significant, simply put traditional networking has been obsoleted while the team maintained Ethernet interoperability avoiding any legacy concerns. The team commercially released technology that accomplished all the cybersecurity goals outlined in the SOPO and completed it by executing the project management plan approved in the initial contract. The resulting Energy sector SDN flow controller model number is SEL-5056 and can be freely downloaded from the www.SELinc.com website. This technology not only improves the cybersecurity of control systems but has measured results that it improves the performance and reliability of the control system as well. This means the system owners can confidently apply it to their systems knowing that it will, “first do no harm” but actually improve the system as well. Success of the project is best measured by the sales and deployment of the technology. System owners in industrial, electric, defense, and oil and gas only months after commercial release have approved plans for deployment.

42 ENGINEERING↗

NASA NTRS2010

Getting to First Flight: Equipping Space Engineers to Break the Start-Stop-Restart Cycle

The National Aeronautics and Space Administration s (NASA s) history is built on a foundation of can-do strength, while pointing to the Saturn/Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential that lies ahead. The chronicle of America s civil space agenda is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered engineering feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth s orbit. Two pressing issues - workforce transition and mission success - are intertwined. As this paper will address, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This paper also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗

NASA NTRS2011

Breaking the Vicious Start-Stop-Restart Cycle

NASA's history is built on a foundation of can-do strength, while pointing to the Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential in store. The chronicle of America s civil space adventure is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth's orbit. Two pressing issues workforce transition and mission success are intertwined. As this briefing will show, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This briefing also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗

NASA NTRS2013

Explanation of Change (EoC) Study: Approach and Findings

This study investigated thirty historical NASA science missions to explain the cost change experienced. The study included investigation of historical milestone and monthly status report documentation followed by interviews with key project personnel. Based on the information collected, the reasons for cost change were binned, at the highest level, into four separate categories: NASA External, Project External, Internal Planning, and Internal Execution. The results identified that roughly a third of the change is outside of the project's control, a third is due to assumptions made in project planning, and a third is due to the inherent difficulty of building highly complex, one-of-a-kind, cutting edge, Earth and space science missions.

Bitten, Robert E.↗

DOE OSTI2018

International Training to Promote Successful Environmental Remediation Projects - 18636

The International Atomic Energy Agency (IAEA) supports the efforts of its Member States to manage their nuclear and radiological liabilities, including radioactive waste management, decommissioning of facilities, and remediation of contaminated sites. As part of a project addressing Constraints in Decommissioning and Environmental Remediation (the CIDER Project), the IAEA is developing initiatives to further support capacity development specifically to promote implementation of safe, appropriate, and cost-effective environmental remediation (ER) projects. The IAEA sponsors numerous initiatives to provide its Member States training on important topics related to ER. It has become clear in recent years, however, that the existing training should be augmented with more in-depth training to provide for the development of the critical expertise needed to address significant ER challenges. ER projects typically are very complex, requiring the integration of numerous scientific and engineering disciplines, along with effective project planning and management. There are many examples of ER projects where considerable work has been completed, qualified technical staff are available, and adequate funding has been obtained, yet actual progress towards a final solution has been limited. In such cases, it appears that a key barrier is the lack of capacity to develop strategies, make fully informed decisions, plan for and manage activities, and implement successful ER actions. In light of the above, the IAEA has placed a priority on capacity development across the broad spectrum of ER project implementation. Efforts are underway to develop a new training program to develop capacity at the institutional and individual levels to equip course graduates to effectively integrate all areas of expertise in the planning and execution of ER projects. The target audience includes decision-makers; project managers, planners, and implementers; and academics. The core capabilities to be developed via this program include knowledge and skills related to: (1) radiation issues and radionuclide behavior; (2) health and safety protection principles and requirements; (3) identification, evaluation, and selection of ER technologies and approaches; (4) ongoing, constructive dialogue with stakeholders; (5) project planning, management, and communication; (6) cost estimation and funding development; and (7) implementation of appropriate site monitoring activities. The IAEA is collaborating with multiple organizations to develop and implement this training program, to leverage existing training programs and materials, and to coordinate on the development of sustainable training solutions. This paper will present the status of this initiative and work accomplished thus far. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRS2011

Project Management Meets Change Management - A Success Story. Focus Area: Tech Perspectives TI012SN

Utilizing the concepts and terminology from Project Management, the process of planning and executing a Change Management (CM) Infrastructure improvement project is described. The primary audience for this presentation includes both experienced and relatively new CM administrators and their managers. It also includes anyone with an interest in the application of project management knowledge to CM administration. There are several benefits: the complexity of the CM tool technology is more manageable, CM administrators get to use project management knowledge to complete a project (not "firefighting"), improve relations with your customers (that means developers and managers), and get the opportunity to do it again.

Hall, Wayne↗

NASA NTRS2008

The Project Manager Who Saved His Country

George Meade defeated Robert E. Lee, one of the greatest military leaders of all time. How did he do it? By using the skills he had learned as a project manager and outperforming Lee in all aspects of project management. Most project managers are familiar with the Project Management Institute's "Guide to the Project Management Body of Knowledge" (PMBOK), which identifies the skills and knowledge crucial to successful project management. Project managers need to make sure that all the elements of a project work together. They must develop and execute plans and coordinate changes to those plans. A project manager must define the scope of the work, break it into manageable pieces, verify and control what work is being done, and make sure that the work being done is essential to the project. Every project manager knows the challenges of schedule and the value of schedule slack. Project managers must get the resources they need and use them effectively. Project managers get the people they need and use their talents to achieve mission success. Projects generate huge amounts of information. A key to project success is getting sufficient and accurate information to the people who need it when they need it. Project managers must identify and quantify the risks that jeopardize project success and make plans for dealing with them. Studying Meade and Lee's performances at Gettysburg can help modern project managers appreciate, develop, and use the skills they need to be good project managers. The circumstances may be different, but the basic principles are the same. This dramatic event in American history shows how the skills of project management can be used in almost any situation. Former project manager George Meade used those skills to change the tide of the Civil War.

Baniszewski, John↗

DOE OSTI2022

Industry Requirements for Geomagnetic Disturbance Models

This research project will address the most pressing uncertainties in modeling and measuring the electric power grid effects of geomagnetic disturbances (GMDs) and the E3 portion of nuclear electromagnetic pulse (EMP). The primary goal is to help decision-makers in the electric power sector have the knowledge and tools they need to most effectively mitigate GMD effects on our nation’s electric grid, with a secondary focus on EMP. Comprehensive modeling, model assessment through sensitivity analysis, and validation with field measurement data will be the primary tasks undertaken. The goal will be a more widespread adoption of these modeling approaches, namely characterizing the uncertainty associated with these models and how that uncertainty will affect decision-making by industry. This document summarizes industry requirements for better decision-making tools, informed by feedback from an industry advisory board. These requirements help guide planning and execution of the project's remaining tasks.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2020

Feedback from International Decommissioning Planning Projects - 20269

Decommissioning of Nuclear Power Plants is an increasing reality in many countries with nuclear power. Already many years before final shutdown, planning of the decommissioning work is usually started in order to understand for example the costs, waste volume capacity and licensing work needed. In many countries it is required to have a final decommissioning plan before any decommissioning work is allowed to start. Westinghouse has been involved in international decommissioning planning for more than 30 years, where the first 20 years was mostly funding and preliminary plans due to that decommissioning was many years away. However, as many more plants are now moving into decommissioning, the focus has shifted to final decommissioning plans with budgets instead of funding plans, strategic decisions instead of choices, waste volume specifications instead of estimates and a defined approach instead of what ifs. Westinghouse has developed a methodology based on the planning and execution of many decommissioning projects in Europe, America and Asia. That international experience and understanding helps the customers to adopt a systematic planning process where strategy development is done with the end state in mind, where the goals are clearly outlined and the starting point described. The process and steps to reach the desired end state need to be clearly defined and all options/alternatives evaluated from a cost/benefit point of view. This is followed by a thorough and quantitative risk analysis in order to give solid recommendations and credible conclusions. One important feedback has been that real decommissioning experience from reference projects is invaluable for an efficient and timely progress in order not to spend unnecessary time and effort on understanding the barriers and links between different activities in decommissioning. Skilled project managers or engineers can drive the project forward, but without decommissioning experience previously gained, valuable lessons learned are not used and the same mistakes can be made again. Many utilities have invested in knowledge transfer from other decommissioning projects through site visits, exchange programs and supplier meetings, which is a valuable asset and way of implementing lessons learned from performed decommissioning projects into the planning process. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2019

EGS Collab SIGMA-V Project: Stimulation Investigations for Geothermal Modeling Analysis and Validation Phase 1 Report. For the period February 2017 – March 2019

The EGS Collab project was initiated in March 2017 to enable the subsurface modelling and research community to establish validations against controlled, small-scale, in-situ experiments focused on rock fracture behavior and permeability enhancement. The EGS Collab project is to provide the opportunity for reservoir model prediction and validation, in coordination with in depth analysis of geophysical and other fracture characterization data with an ultimate goal of further elucidating the basic relationship between stress, seismicity and permeability enhancement. In addition, the project is to identify and quantify other key governing parameters that impact permeability as well as understanding how these parameters change throughout the three EGS development phases (identify/characterize site, create reservoir, operate power plant). The project is to use comprehensive instrumentation and data collection effort to inform baseline, predictive, and post stimulation reservoir modeling is essential. This report describes the activities performed in Phase 1 of the project. The work done to date is extensive, and a large number of participants have contributed significant effort to enable project success. From planning to execution, we have stayed on track to address the objectives established by the Department of Energy in the paragraph above.

15 GEOTHERMAL ENERGY↗

DOE OSTI2019

EGS Collab SIGMA-V Project: Stimulation Investigations for Geothermal Modeling Analysis and Validation: For the period February 2017 – March 2019 (Phase 1 Report)

15 GEOTHERMAL ENERGY↗

NASA NTRS2015

Underestimation of Project Costs

Large projects almost always exceed their budgets. Estimating cost is difficult and estimated costs are usually too low. Three different reasons are suggested: bad luck, overoptimism, and deliberate underestimation. Project management can usually point to project difficulty and complexity, technical uncertainty, stakeholder conflicts, scope changes, unforeseen events, and other not really unpredictable bad luck. Project planning is usually over-optimistic, so the likelihood and impact of bad luck is systematically underestimated. Project plans reflect optimism and hope for success in a supposedly unique new effort rather than rational expectations based on historical data. Past project problems are claimed to be irrelevant because "This time it's different." Some bad luck is inevitable and reasonable optimism is understandable, but deliberate deception must be condemned. In a competitive environment, project planners and advocates often deliberately underestimate costs to help gain project approval and funding. Project benefits, cost savings, and probability of success are exaggerated and key risks ignored. Project advocates have incentives to distort information and conceal difficulties from project approvers. One naively suggested cure is more openness, honesty, and group adherence to shared overall goals. A more realistic alternative is threatening overrun projects with cancellation. Neither approach seems to solve the problem. A better method to avoid the delusions of over-optimism and the deceptions of biased advocacy is to base the project cost estimate on the actual costs of a large group of similar projects. Over optimism and deception can continue beyond the planning phase and into project execution. Hard milestones based on verified tests and demonstrations can provide a reality check.

Cost estimation↗

NASA NTRS2018

The NASA Juncture Flow Test as a Model for Effective CFD/Experimental Collaboration

The NASA Juncture Flow test, whose purpose is CFD validation for wing juncture trailing edge separation and progression, was designed from the outset to be a highly collaborative effort between CFD computationalists and experimentalists. This paper highlights key aspects of the planning and execution of the project, which has recently completed its first phase of wind tunnel testing. The joint CFD/experimental team is described, and its accomplishments to date are summarized.

Rumsey, Christopher L.↗