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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 OSTI2022

Advancing Cross-Disciplinary Understanding of Land-Atmosphere Interactions

The evolution of disciplinary silos and increasingly narrow disciplinary boundaries have together resulted in one-sided approaches to the study of land-atmosphere interactions—a field that requires a bi-directional approach to understand the complex feedbacks and interactions that occur. The integration of surface flux and atmospheric boundary layer measurements is therefore essential to advancing our understanding. The Land-Atmosphere 2021 workshop (held virtually, June 10-11, 2021) involved almost 300 participants from around the world and promoted cross-discipline collaboration by way of talks from invited speakers, moderated discussions, breakout sessions, and a virtual poster session. The workshop focused on five main theme areas: “big picture” overview, instrumentation and remote sensing, modeling, water, and aerosols and clouds. In talks and breakout groups, there were frequent calls for more AmeriFlux sites to be instrumented for boundary layer height measurements, and for the development of some “super sites” where profiling instruments would be deployed. There was further agreement on the need for the standardization of various datasets. There was also a consensus that funding agencies need to be willing to support the sorts of large projects (including associated instrumentation) which can drive interdisciplinary work. Early-career scientists, in particular, expressed enthusiasm for working across disciplinary boundaries but noted that there need to be more financial support and training opportunities so they would be better prepared for interdisciplinary work. Investment in these career development opportunities would enable today's cohort of early-career scientists to advance the frontiers of interdisciplinary work over the next couple of decades.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2021

Postdoctoral Program Overview October 2021 [Slides]

The primary institutional role of the Postdoc Program Office is to provide guidance and support to postdocs, mentors, and management regarding the appointment review and selection process, extensions, management of program awards and publication prizes, as well as the offering of Career Development workshops and events. Program participants sustain the Lab’s reputation for scientific excellence and are one of the primary recruitment sources for early career staff scientists and engineers. For those who do not stay at LANL, they move on to very promising careers in academia, industry, and government and continue to collaborate with the Lab, as well as become ambassadors of the Program.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS2004

The Training Process of the Organization Development and Training Office

The Organization Development and Training Office provides training and development opportunities to employees at NASA Glenn Research Center, as a division of the Office of Human Resources and Workforce Planning. Center-wide required trainings, new employee trainings, workshops and career development programs are organized by the OD&TO staff. They also arrange all academic, non-academic, headquarters, fellowship and learning center sponsored courses. They also service organizations wishing to work more effectively by facilitating teambuilding exercises. Equal Opportunity programs and upward mobility programs such as the STEP and GO programs for administrative staff. In working with my mentor I am very involved with Cuyahoga Community College classes, mandatory supervisory training and administrative staff workshops. My largest tasks are in the secretarial training category. The Supporting Organizations And Relationships workshop for administrative personnel, commonly known as SOAR, began last year and continued this summer with follow-up workshops. Months before a workshop or class is brought to Glenn, a need has to be realized. In this case, administrative staff did not feel they had an opportunity to receive relevant training and develop skills through teambuilding, networking and communication. A Statement of work is then created as several companies are contacted about providing the training. After the company best suited to meet the target group s needs is selected, the course is announced with an outline of all pertinent information. A reservation for a facility is made and applications or nominations, depending on the announcement s guidelines, are received from interested employees. Confirmations are sent to participants and final preparations are made but there are still several concluding steps. A training office staff member also assists the facilitator with setting up the facility and introducing the class. After the class, participants evaluations are read and summarized to determine the effectiveness of the class and instructor. In addition to the SOAR workshops, I have several projects and daily tasks to complete. Coding training applications, which require me to be familiar with Glenn s budgetary allocations and policies on training, is an ongoing process. It also requires verifying information reported by an employee via her C-478 form, more commonly known as the training application. I am also the point of contact for the Cuyahoga Community College Advising Sessions held here at NASA Glenn which involves coordinating counselors visits with employees schedules. Two databases had to be created. The first database holds information on administrative staff, and the other tracks supervisors training histories. Through these assignments I gained experience in Microsoft Access 2002 and spreadsheet creation, communicating with co-workers, and successfully facilitating a training to serve specific purposes. With trainings and evaluations to assessment them, the Organization Development and Training Office can assure a quality product and continued customer satisfaction.

Johnson, Melissa S.↗
NASA NTRS2003

ASK Magazine

The Academy of Program and Project Leadership (APPL) and ASK Magazine is presented. APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of our Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. These stories contain genuine nuggets of knowledge and wisdom that are transferable across projects. Who better than a project manager to help another project manager address a critical issue on a project? Big projects, small projects-they're all here in ASK. APPL is one of our most exciting publications about project management.

Edward Hoffman↗
NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

Source record↗
NASA NTRS2000

Project Georgia High School/High Tech

Georgia High School/High Tech has been developing a suggested curriculum for use in its programs. The purpose of this instructional material is to provide a basic curriculum format for teachers of High School/High Tech students. The curriculum is designed to implement QCC classroom instruction that encourages career development in technological fields through post-secondary education, paid summer internships, and exposure to experiences in high technology.

Source record↗
DOE OSTI2023

Critical parameters in the faculty application process: A data-driven analysis

We report the process of applying for science and engineering faculty positions requires a significant time investment for both the applicant and hiring committees. Applicants face the daunting task of sifting through a seemingly endless amount of information related to crafting their application packages in preparation for a review process that is inherently highly subjective. Furthermore, while scientific supervisors are often the most valuable resource during this stage of career development, many years may have passed since they went through this process themselves, and they may not have experience with recent developments in the application process. Because expectations and job responsibilities of new faculty members are rapidly evolving, certain guidelines are often not clearly specified, and it is therefore becoming difficult for applicants to most effectively prepare their application documents. Without access to adequate information and assistance, early-career researchers in particular can be placed at a significant disadvantage in the hiring process. Several recent articles can help prospective applicants in materials science and engineering land a faculty position,1,2,3 but there is nevertheless a need for clarification on expectations for different aspects of the faculty application materials.

36 MATERIALS SCIENCE↗
DOE OSTI2023

Student Programs Office Overview [Slides]

The Student Programs further the Laboratory’s goal of developing and mentoring the next generation of scientific, technical, and professional staff by supporting 2,000+ interns at all levels (high school, undergraduate, graduate, and postgraduate) along with 2,000+ mentors and 70 division student liaisons. The activities include internship promotion and external engagement, intern identification and sourcing, training and orientation, professional and career development, social and community engagement, and compliance.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2021

A field guide to cultivating computational biology

Evolving in sync with the computation revolution over the past 30 years, computational biology has emerged as a mature scientific field. While the field has made major contributions toward improving scientific knowledge and human health, individual computational biology practitioners at various institutions often languish in career development. As optimistic biologists passionate about the future of our field, we propose solutions for both eager and reluctant individual scientists, institutions, publishers, funding agencies, and educators to fully embrace computational biology. We believe that in order to pave the way for the next generation of discoveries, we need to improve recognition for computational biologists and better align pathways of career success with pathways of scientific progress. With 10 outlined steps, we call on all adjacent fields to move away from the traditional individual, single-discipline investigator research model and embrace multidisciplinary, data-driven, team science.

59 BASIC BIOLOGICAL SCIENCES↗
DOE OSTI2020

The Intern Professional Development Center: A Model for Improving Student Engagement Within Industry - 20006

Many innovations and technical improvements have been made over the last half-century regarding our understanding of nuclear materials, with some of the brightest minds in the world collectively working towards a cleaner, brighter, healthier future. However, there is a demographical oddity with the enormous technical workforce that helped shape this new world: they are aging, collectively. Known as the 'silver tsunami,' mass retirements are in the near future for many technical industries, something that the industrial community is not entirely prepared to accommodate. There is an urgent need for a tech-savvy generation to replace the baby boomers, and there must be an uninterrupted hand-off from one generation to the next of institutional knowledge and best practices. Further, it is not enough to simply replace every retiring engineer with a younger one in a 'cold hand-off' - this information transfer takes time. Many educational communities, such as those in the Tri-Cities, Washington, are rising to the challenge, with STEM-focused programs, introducing students to technical concepts and potential career opportunities at an early age. However, while individually, academic institutions search for internships and industry has open positions for interested students, no single clearinghouse exists in the Mid-Columbia region to match talent with opportunities, regardless of the sending or receiving organizations. To fill this void, AYB Drafting (AYB) has established a career development and personal growth center, the Intern Professional Development Center (IPDC). The IPDC, located in Richland, Washington, addresses the problem of what has been referred to as the 'Graying of America,' as it bridges the gap between education and career for the up and coming workforce, creating valuable efficiencies for the young workforce and the industry alike. The operating principles and details of the initial IPDC launch are discussed in the following text, as well as the apparent success and overwhelming positive feedback received in just the first year of operation. (authors)

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2021

Properties, Theory, and Measurements for Understanding the Function of Heavy Elements (Project 20180474CR, Final Technical Report)

The FY18-20 Laboratory Directed Research and Development (LDRD) funded Properties, Theory, and Measurements for Understanding the Function of Heavy Elements Project aim has been to advance heavy element science in a comprehensive project connecting targeted research with Los Alamos mission imperatives. The mechanisms for project implementation were (1) support of a multi-year broad-based postdoctoral fellows project, (2) a summer student fellows research project and two seminar series, and (3) organization of structured workshops and integrated educational and career development opportunities. The project was successfully administered by the Glenn T. Seaborg Institute (GTSI) for Transactinium Science and has shown to be an exceptional investment in supporting the Los Alamos National Laboratory (LANL) mission areas requiring heavy element and actinide science by attracting and funding the future generation of scientists and engineers. This project exhibited its value across the laboratory in heavy element and actinide science areas include materials, material properties, signatures, modeling, predictions, fabrication, detection, disposal, global security implications, forensics, and the specialized science surrounding plutonium, uranium, and their surrogates as fuels for energy and nuclear weapons. In this report, the GTSI project staff documents the “high return on investment” implementation as measured against the successes of previous actinide research and science-based projects and as evidenced by the retention of 30% of G.T. Seaborg Postdoctoral Fellows as permanent employees. With additional funding through LDRD Reserve funding during this project period, the GTSI expanded its support for heavy element and actinide science research with a Visiting Research Seaborg Scholar and a Rapid Response Small Projects call. These innovations have served to advance GTSI pursuits as communicated in our FY21-23 LDRD Proposal Project#: 20210527CR Seaborg Institute: Center for Advancing Actinide Science and Technology at LANL

36 MATERIALS SCIENCE↗
DOE OSTI2020

MST e-News (Fall 2020)

As we just closed the fiscal year, I have been reflecting on the state of the division, and in particular, the health of our budget, staffing plans, and infrastructure. As many of you know, the division has grown in both budget and workforce. Since 2018, the division has grown from 150 to 174 permanent staff (but note, with students, post docs, and contractors—we are a division of 218). As one might imagine, our budget has grown significantly too. In 2018, at year end, we had a budget of $85 million. While I am still collecting some final numbers, all projections indicate that we closed out FY20 at $115 million. This growth has occurred primarily in our applied energy programs as well as Pu Sustainment. However, it is important to note that there have been important contributions to this growth across much of the portfolio, including in our OES, BES, and LDRD programs. With that said, to support this programmatic growth, as a division we have done a tremendous amount of hiring to grow while outpacing attrition. At the same time, we have been establishing numerous new capabilities at TAs -3, -35, and -55. While this is exciting, it means we have some things to carefully consider. We have had numerous capability investments (i.e., new microscopes at TAs -3 and -55, new mechanical testing capabilities at TAs -3 and -35, and new synthesis capabilities across the division). But we are starting to feel the real crunch of the limitations of our aging facilities. Still more, even with this substantial growth, we continue to hire. And I believe that we really need to spend time thinking about mentoring, career development, and retention of our most important investment—our staff.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
DOE OSTI2021

Being part of a professional Society [Slides]

Professional and trade organizations offer development, careers and networking connections in your field and beyond through meetings and workshops. This is particularly useful when you are just starting out (i.e. as a student)

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2022

2021-2022 Remote Work Study Final Results

The COVID-19 pandemic has forced many organizations—from national laboratories to private companies—to change their workforce model to incorporate remote work. This study and the summarized results sought to understand the experiences of remote workers and the ways that remote work can impact recruitment and retention, employee engagement, and career development. Sandia, like many companies, has committed to establishing a hybrid work model that will persist postpandemic, and more Sandia employees than ever before have initiated remote work agreements. This parallels the nationwide increase in remote employment and motivates this study on remote work as an enduring part of workforce models.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS1994

The Impact of Educational Interventions on Organizational Culture at an Urban Federal Agency

This study on the impact of educational interventions on organizational culture is an evaluation of a major educational initiative undertaken by an urban federal agency, namely the National Aeronautics and Space Administration's Langley Research Center (NASA-LaRC). The design of this educational evaluation captures the essence of NASA-LaRC's efforts to continue its distinguished and international stature in the aeronautical research community following the Challenger tragedy. More specifically, this study is an evaluation of the educational initiative designed to ameliorate organizational culture via educational interventions, with emphasis on communications, rewards and recognition, and career development. After completing a review of the related literature, chronicling the educational initiative, interviewing senior managers and employees, and critically examining thousands of free responses on employee perceptions of organizational culture, it is found that previous definitions of organizational culture are more accurately classified as manifestations of organizational culture. This research has endeared to redefine 'organizational culture' by offering a more accurate and diagnostic perspective.

Mckenzie, Janet Myrick↗
NASA NTRS1994

Issues in NASA program and project management

This volume is the eighth in an ongoing series addressing current topics and lessons learned in NASA program and project management. Articles in this volume cover the following topics: (1) power sources for the Galileo and Ulysses Missions; (2) managing requirements; (3) program control of the Tropical Rainfall Measuring Mission; (4) project management method; (5) career development for project managers; and (6) resources for NASA managers.

Hoffman, Edward J.↗
NASA NTRS1997

Issues in NASA Program and Project Management. Special Report: 1997 Conference. Project Management Now and in the New Millennium

Topics Considered Include: NASA's Shared Experiences Program; Core Issues for the Future of the Agency; National Space Policy Strategic Management; ISO 9000 and NASA; New Acquisition Initiatives; Full Cost Initiative; PM Career Development; PM Project Database; NASA Fast Track Studies; Fast Track Projects; Earned Value Concept; Value-Added Metrics; Saturn Corporation Lessons Learned; Project Manager Credibility.

Hoffman, Edward J.↗
NASA NTRS2000

Improving The Discipline of Cost Estimation and Analysis

The need to improve the quality and accuracy of cost estimates of proposed new aerospace systems has been widely recognized. The industry has done the best job of maintaining related capability with improvements in estimation methods and giving appropriate priority to the hiring and training of qualified analysts. Some parts of Government, and National Aeronautics and Space Administration (NASA) in particular, continue to need major improvements in this area. Recently, NASA recognized that its cost estimation and analysis capabilities had eroded to the point that the ability to provide timely, reliable estimates was impacting the confidence in planning many program activities. As a result, this year the Agency established a lead role for cost estimation and analysis. The Independent Program Assessment Office located at the Langley Research Center was given this responsibility. This paper presents the plans for the newly established role. Described is how the Independent Program Assessment Office, working with all NASA Centers, NASA Headquarters, other Government agencies, and industry, is focused on creating cost estimation and analysis as a professional discipline that will be recognized equally with the technical disciplines needed to design new space and aeronautics activities. Investments in selected, new analysis tools, creating advanced training opportunities for analysts, and developing career paths for future analysts engaged in the discipline are all elements of the plan. Plans also include increasing the human resources available to conduct independent cost analysis of Agency programs during their formulation, to improve near-term capability to conduct economic cost-benefit assessments, to support NASA management's decision process, and to provide cost analysis results emphasizing "full-cost" and "full-life cycle" considerations. The Agency cost analysis improvement plan has been approved for implementation starting this calendar year. Adequate financial and human resources are being made available to accomplish the goals of this important effort, and all indications are that NASA's cost estimation and analysis core competencies will be substantially improved within the foreseeable future.

Piland, William M.↗