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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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At least 469 records · Page 26
All sourcesNASA NTRSDOE OSTI
NASA NTRS1978

Critical review of Ames Life Science participation in Spacelab Mission Development Test 3: The SMD 3 management study

A management study was conducted to specify activities and problems encountered during the development of procedures for documentation and crew training on experiments, as well as during the design, integration, and delivery of a life sciences experiment payload to Johnson Space Center for a 7 day simulation of a Spacelab mission. Conclusions and recommendations to project management for current and future Ames' life sciences projects are included. Broader issues relevant to the conduct of future scientific missions under the constraints imposed by the environment of space are also addressed.

Helmreich, R.↗
NASA NTRS1978

Engineering data management: Experience and projections

Experiences in developing a large engineering data management system are described. Problems which were encountered are presented and projected to future systems. Business applications involving similar types of data bases are described. A data base management system architecture proposed by the business community is described and its applicability to engineering data management is discussed. It is concluded that the most difficult problems faced in engineering and business data management can best be solved by cooperative efforts.

Jefferson, D. K.↗
NASA NTRS2002

Activation Energy

Teaming is so common in today's project management environment that most of us assume it comes naturally. We further assume that when presented with meaningful and challenging work, project teams will naturally engage in productive activity to complete their tasks. This assumption is expressed in the simple (but false) equation: Team + Work = Teamwork. Although this equation appears simple and straightforward, it is far from true for most project organizations whose reality is a complex web of institutional norms based on individual achievement and rewards. This is illustrated by the very first successful team experience from my early Air Force career. As a young lieutenant, I was sent to Squadron Officer School, which was the first in the series of Air Force professional military education courses I was required to complete during my career. We were immediately formed into teams of twelve officers. Much of the course featured competition between these teams. As the most junior member of my team, I quickly observed the tremendous pressure to show individual leadership capability. At one point early in the course, almost everyone in our group was vying to become the team leader. This conflict was so intense that it caused us to fail miserably in our first outdoor team building exercise. We spent so much time fighting over leadership that we were unable to complete any of the events on the outdoor obstacle course. This complete lack of success was so disheartening to me that I gave our team little hope for future success. What followed was a very intense period of bickering, conflict, and even shouting matches as our dysfunctional team tried to cope with our early failures and find some way to succeed. British physician and researcher Wilfred Bion (Experiences in Groups, 1961) discovered that there are powerful psychological forces inherent in all groups that divert from accomplishing their primary tasks. To overcome these restraining forces and use the potential power of the team, greater emphasis must be placed on establishing and maintaining group cohesiveness. This relationship is expressed in the revised (true) mathematical equation: Team + Work (on the Team) = Teamwork.

Gadeken, Owen↗
NASA NTRS2016

The Vulnerability, Impacts, Adaptation and Climate Services Advisory Board (VIACS AB V1.0) Contribution to CMIP6

This paper describes the motivation for the creation of the Vulnerability, Impacts, Adaptation and Climate Services (VIACS) Advisory Board for the Sixth Phase of the Coupled Model Intercomparison Project (CMIP6), its initial activities, and its plans to serve as a bridge between climate change applications experts and climate modelers. The climate change application community comprises researchers and other specialists who use climate information (alongside socioeconomic and other environmental information) to analyze vulnerability, impacts, and adaptation of natural systems and society in relation to past, ongoing, and projected future climate change. Much of this activity is directed toward the co-development of information needed by decisionmakers for managing projected risks. CMIP6 provides a unique opportunity to facilitate a two-way dialog between climate modelers and VIACS experts who are looking to apply CMIP6 results for a wide array of research and climate services objectives. The VIACS Advisory Board convenes leaders of major impact sectors, international programs, and climate services to solicit community feedback that increases the applications relevance of the CMIP6-Endorsed Model Intercomparison Projects (MIPs). As an illustration of its potential, the VIACS community provided CMIP6 leadership with a list of prioritized climate model variables and MIP experiments of the greatest interest to the climate model applications community, indicating the applicability and societal relevance of climate model simulation outputs. The VIACS Advisory Board also recommended an impacts version of Obs4MIPs (observational datasets) and indicated user needs for the gridding and processing of model output.

Vulnerability↗
NASA NTRS2003

Would You Raise Your Hand?

This paper presents a discussion on new vision for project management training at the Department of Defense. This vision would enable students to actually see the impact of their early decisions on project outcomes.

Owen Gadeken↗
NASA NTRS2017

Cross-Cutting Risk Framework: Mining Data for Common Risks Across the Portfolio

The National Aeronautics and Space Administration (NASA) defines risk management as an integrated framework, combining risk-informed decision making and continuous risk management to foster forward-thinking and decision making from an integrated risk perspective. Therefore, decision makers must have access to risks outside of their own project to gain the knowledge that provides the integrated risk perspective. Through the Goddard Space Flight Center (GSFC) Flight Projects Directorate (FPD) Business Change Initiative (BCI), risks were integrated into one repository to facilitate access to risk data between projects. With the centralized repository, communications between the FPD, project managers, and risk managers improved and GSFC created the cross-cutting risk framework (CCRF) team. The creation of the consolidated risk repository, in parallel with the initiation of monthly FPD risk managers and risk governance board meetings, are now providing a complete risk management picture spanning the entire directorate. This paper will describe the challenges, methodologies, tools, and techniques used to develop the CCRF, and the lessons learned as the team collectively worked to identify risks that FPD programs projects had in common, both past and present.

risk-informed decision making↗
NASA NTRS2016

In the Hot Seat: STS-115 Lightning Strike Stand Down Debate - NASA Case Study

There is no way the PIC's could have seen any current' was the gist of Mike Griffin's assessment. Griffin was the NASA Administrator at the time. The buck stopped at his desk. Holding a napkin out to Pat Lampton, Griffin showed Lampton the calculations he'd made over dinner that predicted that the Pyrotechnic Initiator Controllers (PIC's) at the base of the Space Shuttle Solid Rocket Boosters (SRBs) were fine. A lightning strike the day before, the worst ever experienced with a Space Shuttle on the launch pad, caused a halt to the launch count down as technicians, engineers, and managers scrambled identify any damage to the launch system. SRB technicians and engineers assessed the data against their Lightning Strike Re-Test Requirements, determining that all but one of the requirements could be checked if they resumed the countdown. For the one remaining requirement, testing the integrity of the PIC's would require 96 hours to set up, test, and reassemble. The engineers were convinced that there was no way to do calculations to show the PIC's were okay. The only option was to stand down. It was SRB Deputy Project Manager (PM) Pat Lampton's responsibility to decide what the SRB project position needed to be to certify that their hardware was safe to fly. He had to communicate that decision to the Mission Management Team (MMT) as a Go or No Go position to resume the count down. If the answer was Go they could still meet a delayed, but acceptable launch schedule. If the answer was No Go, rescheduling the launch would be a grueling shuffling of hardware, personnel, and mission timelines to accommodate Russian missions to the Space Station, supplies for the launch, and personnel manning launch operations. On top of that, Hurricane Ernesto was spinning off the coast of Florida, threatening the need for the Shuttle to roll back to the hangar if they waited too long.

Kummer, Lizette↗
NASA NTRS2019

Continuously Improving Parametric Modeling with Historical Data on the ICESat-2 Mission

This paper delves into the details of the Joint Confidence Level (JCL) process performed for the Ice, Cloud, and Land Elevation Satellite (ICESat)-2 mission and how past performance was incorporated into subsequent JCL models to enable the project to continuously analyze potential slips to their launch readiness date (LRD). One year prior to the mission Preliminary Review (mPDR), the JCL model development process began. The first model was well received at the mPDR, held on October 10, 2012, and the input received by the Standing Review Board was incorporated into the model for the official data drop for key decision point (KDP)-C. The 70% JCL results of the October 2012 mPDR model forecast an LRD of February 2017 and associated cost of $830M. This result in 2012 immediately highlighted potential challenges with the project-planned LRD of July 2016. The year following the mPDR, the project had sustained a oneyear slip in the LRD due to problematic systems engineering requirement issues which impacted all project subsystems. This slip moved the project planned LRD from July 2016 to July 2017, an additional 5 months beyond the 2012 model’s 70% JCL result for the LRD of February 2017. As the project was quickly approaching the mission Critical Design Review (mCDR), the need for reliable JCL results increased significantly. The project held discussions on the JCL modeling process and focused on the input uncertainty distributions. Specifically, to identify the uncertainty distributions that the 2012 mPDR model would have needed to produce a 70% LRD result of July 2017. This led the project to compare multiple uncertainty distributions, and ultimately spurred the project to utilize uncertainty distributions that incorporated project past performance and historical data to forecast potential LRD slips. The revised results, created in 2014 and utilizing the new uncertainty distributions, showed that with 70% confidence, the ICESat-2 mission would launch in August 2018 with a cost of $1,044M. Today, ICESat-2 is scheduled to launch on September 15, 2018 with a project management (PM) agreement value of $1,056M. This illustrates how a JCL model can be continuously improved to produce valuable results for a project, even in cases of LRD delays. The primary reason for the ICESat-2 LRD delay is due to a laser failure on the primary instrument. Laser failure was one of the highest risk and uncertainty drivers within the JCL model. The project placed the most risk in this area of the model, and the model further identified the laser as the top risk driver and contributor to the LRD result. This further illustrates how a JCL can be used to predict and quantify possible issues on new technology missions.

Krygiel, Joseph↗
NASA NTRS2016

V&V on a NASA Technology Demonstration Project: Low Density Supersonic Decelerator

Given their smaller budgets, but higher allowed risk posture, technology demonstration missions face different Verification and Validation (V&V) challenges than typical NASA missions. Despite these challenges, the Low Density Supersonic Decelerator (LDSD) project, managed by NASA’s Jet Propulsion Laboratory (JPL), has been extremely successful in testing new supersonic atmospheric decelerator technologies. A contribution to the project’s success is the unique V&V program that emphasized efficiency and flexibility. This paper will provide an overview of LDSD test objectives, Supersonic Flight Dynamics Tests (SFDT) performed so far, unique requirements structure and V&V processes implemented. The paper will focus on the V&V of the SFDT test architecture. Furthermore, lessons learned will also be presented at the end of the paper to aid future technology demonstration projects.

Murry, Michael L.↗
NASA NTRS2019

Image Labeler: Label Earth Science Images for Machine Learning

The application of machine learning for image-based classification of earth science phenomena, such as hurricanes, is relatively new. While extremely useful, the techniques used for image-based phenomena classification require storing and managing an abundant supply of labeled images in order to produce meaningful results. Existing methods for dataset management and labeling include maintaining categorized folders on a local machine, a process that can be cumbersome and not scalable. Image Labeler is a fast and scalable web-based tool that facilitates the rapid development of image-based earth science phenomena datasets, in order to aid deep learning application and automated image classification/detection. Image Labeler is built with modern web technologies to maximize the scalability and availability of the platform. It has a user-friendly interface that allows tagging multiple images relatively quickly. Essentially, Image Labeler improves upon existing techniques by providing researchers with a shareable source of tagged earth science images for all their machine learning needs. Here, we demonstrate Image Labeler’s current image extraction and labeling capabilities including supported data sources, spatiotemporal subsetting capabilities, individual project management and team collaboration for large scale projects.

Acharya, Ashish↗
NASA NTRS2009

UAS Related Activities at NASA's Dryden Flight Research Center

NASA's Dryden Flight Research Center is completing its refurbishment and initial flights of one the pre-production Global Hawk aircraft it received from the U.S. Air Force. NASA Dryden has an agreement with the Global Hawk s manufacturer, Northrop Grumman, to partner in the refurbishment and flight operations of the vehicles. The National Oceanic and Atmospheric Administration (NOAA) has also partnered on the project and is assisting NASA with project management and pilot responsibilities for the aircraft. NASA and NOAA will be using the Global Hawks to conduct earth science research. The earth science community is increasing utilizing UAS of all sizes and capabilities to collect important data on a variety of issues including important global climate change issues. To pursue the data collection needs of the science community there is a growing demand for international collaboration with respect to operating UAS in global airspace. Operations of NASA s Ikhana aircraft continued this past year. The Ikhana is a modified Predator B UAS. A UAS dedicated to research at NASA Dryden is the X-48B blended wing body research aircraft. Flight tests with the 500- pound, remotely piloted test vehicle are now in a block 4 phase involving parameter identification and maneuvers to research the limits of the engine in stall situations. NASA s participation in the blended wing body research effort is focused on fundamental, advanced flight dynamics and structural design concepts within the Subsonic Fixed Wing project, part of the Fundamental Aeronautics program managed through NASA s Aeronautics Research Mission Directorate. Potential benefits of the aircraft include increased volume for carrying capacity, efficient aerodynamics for reduced fuel burn and possibly significant reductions in noise due to propulsion integration options. NASA Dryden continues to support the UAS industry by facilitating access to three specially designated test areas on Edwards Air Force Base for the development of small UAS.

Bauer, Jeffrey E.↗
NASA NTRS1986

Lessons learned: Managing the development of a corporate Ada training project

The management lessons learned during the implementation of a corporate mandate to develop and deliver an effective Ada training program to all divisions are discussed. The management process involved in obtaining cooperation from all levels in the development of a corporate-wide project is described. The problem areas are identified along with some possible solutions.

Blackmon, Linda F.↗
NASA NTRSDate not supplied

ETM: Upper Class E Traffic Management

This is a slide set as part of a meeting series with members of a working group aimed at the development of a concept that addresses needs and gaps in the management of high altitude airspace operations. This concept leverages elements developed through the UAS Traffic Management project with respect to a cooperative, service-based approach that provides services and capabilities in areas (e.g., Upper Class E airspace) that currently receive no or limited service from Air Traffic Control. This concept is meant to provide a safe, fair, and scalable approach to management of Upper Class E operations that reduces the burden on ATC while providing the flexibility and access desired by current and new users of the airspace. This set of slides includes an overview of discussions and industry news covering the time since the previous group meeting, a discussion of questions in response to a proposal document from Aerospace Industries Association (AIA), an update on modeling and simulation work, and announcements of upcoming plans for the project.

Upper E↗
NASA NTRS2007

Engineering and Safety Partnership Enhances Safety of the Space Shuttle Program (SSP)

Project Management must use the risk assessment documents (RADs) as tools to support their decision making process. Therefore, these documents have to be initiated, developed, and evolved parallel to the life of the project. Technical preparation and safety compliance of these documents require a great deal of resources. Updating these documents after-the-fact not only requires substantial increase in resources - Project Cost -, but this task is also not useful and perhaps an unnecessary expense. Hazard Reports (HRs), Failure Modes and Effects Analysis (FMEAs), Critical Item Lists (CILs), Risk Management process are, among others, within this category. A positive action resulting from a strong partnership between interested parties is one way to get these documents and related processes and requirements, released and updated in useful time. The Space Shuttle Program (SSP) at the Marshall Space Flight Center has implemented a process which is having positive results and gaining acceptance within the Agency. A hybrid Panel, with equal interest and responsibilities for the two larger organizations, Safety and Engineering, is the focal point of this process. Called the Marshall Safety and Engineering Review Panel (MSERP), its charter (Space Shuttle Program Directive 110 F, April 15, 2005), and its Operating Control Plan emphasizes the technical and safety responsibilities over the program risk documents: HRs; FMEA/CILs; Engineering Changes; anomalies/problem resolutions and corrective action implementations, and trend analysis. The MSERP has undertaken its responsibilities with objectivity, assertiveness, dedication, has operated with focus, and has shown significant results and promising perspectives. The MSERP has been deeply involved in propulsion systems and integration, real time technical issues and other relevant reviews, since its conception. These activities have transformed the propulsion MSERP in a truly participative and value added panel, making a difference for the safety of the Space Shuttle Vehicle, its crew, and personnel. Because of the MSERP's valuable contribution to the assessment of safety risk for the SSP, this paper also proposes an enhanced Panel concept that takes this successful partnership concept to a higher level of 'true partnership'. The proposed panel is aimed to be responsible for the review and assessment of all risk relative to Safety for new and future aerospace and related programs.

Duarte, Alberto↗
DOE OSTI2026

AmeriFlux FLUXNET-1F US-RC4 Moscow Mountain on-farm site

This is the AmeriFlux Management Project (AMP) created FLUXNET-1F version of the carbon flux data for the site US-RC4 Moscow Mountain on-farm site. This is the FLUXNET version of the carbon flux data for the site US-RC4 Moscow Mountain on-farm site produced by applying the standard ONEFlux (1F) software. Site Description - The Moscow Mountain On-farm site operated 2012-2016 as part of a cluster of 5 towers (RC1 to RC5) operated for the Regional Approaches to Climate Change (REACCH) USDA-supported research project. The site is located in the high precipitation agroecological zone of the Columbia Plateau’s dryland cropping region, near Moscow, Idaho. The site was managed with conventional (reduced) tillage. The crop rotation was spring barley, spring field peas, winter wheat, and spring wheat. Soils are silt loam mollisols including the Latahco, Thatuna, Southwick, and Larkin soil series. The site topography is sloping and is situated within the rolling hills of the Palouse region.

Chi, Jinshu [The Hong Kong University of Science a↗
DOE OSTI2024

FEED Study of CarbonCapture Inc DAC and CarbonCure Utilization Technologies Using United States Steel’s Gary Works Plant Waste Heat (Final Report)

The University of Illinois at Urbana-Champaign (UIUC) led this project to produce a front-end engineering design (FEED) study of an advanced Direct Air Capture and Utilization System (DACUS) system that can remove a minimum of 5,000 tonnes/yr net of carbon dioxide from air (based on cradle-to-gate LCA) and utilizing the CO 2 to produce low carbon intensity ready mix concrete. The designed system, if built, would be larger than any currently existing Direct Air Capture (DAC) collector in the U.S. Such carbon capture technologies are critical to meeting the goals of the DOE’s program to accelerate climate-critical technology. In addition to the power sector, industrial facilities for the manufacture of steel and cement/concrete are among the major sources of anthropogenic CO 2 . DAC is a promising new technology for reducing CO 2 , a potent greenhouse gas, in the atmosphere but is expensive, in part due to the energy required to adsorb and desorb captured CO 2 during cycles. By integrating CarbonCapture Inc. (CCI) DAC modules at United States Steel's Gary Works (USS) and utilizing the site's waste heat, energy, and location this project evaluates the feasibility of utilizing the captured CO 2 and the logistics of transportation. CarbonCapture Inc. has developed an innovative DAC system using novel adsorbents to cost-effectively capture CO 2 . The captured, liquified gas will be trucked to ready-mix concrete plants within the region, the closest of which is approximately 3.5 miles away, where CarbonCure will inject it into concrete during the mixing process at the facilities. The carbon dioxide reacts with concrete, mineralizing into calcium carbonate (CaCO 3 ), permanently locking the greenhouse gas into the matrix of the building material. This FEED study demonstrated a full CO 2 value chain for DACUS from industrial facilities. It also provided a means for Visage Energy Corp. (Visage) to assess the impact of this holistic approach on job creation, regional economic impact, and environmental justice. The project team also included Sargent & Lundy (S&L) to provide the constructability review and costing of the integration of the DAC with the steel plant. Ecotek Engineering USA, LLC designed the outside battery limit (OSBL) infrastructure to connect the DAC and the plant. Activities performed during the project included: (1) Project Management Plan; (2) Technology Maturation Plan (TMP); (3) Initial Workforce Readiness Plan; (4) Workforce Readiness Plan; (5) Front-End Engineering Design (FEED) Study; (6) Project Design Basis; (7) Hazards and Operability (HAZOP) Study; (8) Constructability Review; (9) Project Cost Assessment; (10) Logistics Analysis of CO 2 Transportation to the Utilization Site; (11) Business Case Analysis; (12) Life Cycle Analysis (LCA); (13) Environmental Health and Safety (EH&S) Analysis; (14) Environmental Justice Analysis; and (15) Economic Revitalization and Job Creation Outcomes Analysis. This report provides a summary of the outcomes and results of the project, which was performed between Oct. 1, 2022, through Sept. 30, 2024.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS2000

Failure Modes and Effects Analysis (FMEA): A Bibliography

Failure modes and effects analysis (FMEA) is a bottom-up analytical process that identifies process hazards, which helps managers understand vulnerabilities of systems, as well as assess and mitigate risk. It is one of several engineering tools and techniques available to program and project managers aimed at increasing the likelihood of safe and successful NASA programs and missions. This bibliography references 465 documents in the NASA STI Database that contain the major concepts, failure modes or failure analysis, in either the basic index of the major subject terms.

Source record↗
NASA NTRS2006

The NASA Program Management Tool: A New Vision in Business Intelligence

This paper describes a novel approach to business intelligence and program management for large technology enterprises like the U.S. National Aeronautics and Space Administration (NASA). Two key distinctions of the approach are that 1) standard business documents are the user interface, and 2) a "schema-less" XML database enables flexible integration of technology information for use by both humans and machines in a highly dynamic environment. The implementation utilizes patent-pending NASA software called the NASA Program Management Tool (PMT) and its underlying "schema-less" XML database called Netmark. Initial benefits of PMT include elimination of discrepancies between business documents that use the same information and "paperwork reduction" for program and project management in the form of reducing the effort required to understand standard reporting requirements and to comply with those reporting requirements. We project that the underlying approach to business intelligence will enable significant benefits in the timeliness, integrity and depth of business information available to decision makers on all organizational levels.

Maluf, David A.↗