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These are (revised) presentation slides I intend to give at the INPO 2025 Digital I&C Workshop in Atlanta, GA on 13 May 2025.
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Over the past decade, academic research on advanced controls has slowly transitioned into new software platforms, giving rise to various companies developing and deploying these innovative products, including solutions for light commercial HVAC systems. However, the current workforce remains widely unprepared to install, maintain and operate these systems, particularly complex software-based control platforms, as most workforce training programs still focus on traditional building automation for large commercial buildings. This paper presents the development and piloting of curriculum for three key types of professionals: ● Technicians (trade-level): installing and maintaining modern high-performance HVAC systems and controls ● Programmers (undergrad-level): developing and implementing advanced controls ● Engineers and energy professionals (undergrad/grad-level): managing and evaluating system performance We share details of the material developed including training videos, open-source software, instruction manuals. We also present the results of a pilot implementation of the training materials with real students.
The well-attended Panel Session was chaired by Martin Schneider. The four panelists did not provide presentations. Rather the session was a discussion focusing on pressing issues facing US DOE Environmental Management (EM) sites and how the program is moving forward. The session began by momentarily reflecting on a success: the three Tank Waste Treatment Facilities will soon be coming online. These three facilities will treat as much waste in two years as was treated in the past 30 years. That is a significant milestone in progress. Also, safety enhancements at WIPP are a big success. The panelists noted that there will be challenges with the victories of the startup of the Waste Treatment Facilities. Treating tank waste is the last EM mission and will help with the relationships with the stakeholders, regulators and Congress. One of the biggest challenges will be moving back to full operation mode. Although the operation will increase productivity of reducing/managing the tank waste, it will decrease life cycle cost and lessen years of cleanup. The challenge will be having people understand that EM will be operating 24/7 and that maintenance will be key in keeping the operations. EM will be working together with the regulators to show tangible progress that will be effective and efficient. By working together, they can find opportunities/technologies for streamlining and accelerating cleanup. Recent changes to the regulatory framework between DOE-EM Los Alamos Field Office and New Mexico Environmental Department have helped cleanup in Los Alamos. Every year EM and the agencies review progress and come to agreements on the next work priorities. At Savannah River Site, the Federal Facility Agreement among EM, South Carolina Department of Health and Environmental Control, and Environmental Protection Agency (EPA) has developed a small core team that work are shared by together in resolving issues that come up. The discussion moved on to how progress can be made by sharing lessons learned among the contractors. An example of how these learned lessons can be shared is that key representatives from projects across the EM sites participate in various forums to review/contribute to the work planned. Other opportunities can be by temporary assignments of DOE staff to gain experience and by monthly EM Headquarters report that provide the lessons learned across the EM sites. The panelists discussed how skyline changes are the best examples of tangible progress. Decontamination and Demolition (D and D) of structures are the easiest tangible progress that can be seen. Whereas tank waste cleanup is the hardest to see. Disposal of waste onsite versus offsite is another challenge, and timely discussions are necessary to get to the best value to the government.
The purpose of this document is to disseminate lessons learned from the Sandia National Laboratories (SNL) Building 1090 modification project and other analytical laboratory related construction projects. The following sections summarize lessons learned at various phases of the project.
The purpose of this document is to disseminate lessons learned from the Sandia National Laboratories (SNL) Building 1090 modification project. The following sections summarize lessons learned at various phases of the project.
In 2017, the DOE Environmental Management Office of Technology Development (DOE-EM TD) sponsored the H-Canyon Advanced Technology Demonstration (ATD) to demonstrate to DOE facilities the value of using new commercial-off-the-shelf (COTS) and near-ready technologies to solve difficult problems and enhance worker safety. The DOE Savannah River Site (SRS) H-Canyon Air Exhaust Tunnel (HCAEX) inspection task was identified as representative of the hazardous, human denied environments which could benefit from advanced technologies. The HCAEX underground concrete tunnel is visually inspected biannually using a camera mounted on a remotely operated vehicle (ROV) designed and built by SRNL. While tunnel images have provided valuable visual information, it is desirable to have a higher order of understanding of the environment to support a more thorough structural integrity (SI) analysis and for long term planning purposes. As part of the ATD, the Concrete Integrated Product Team (CIPT) was formed to identify and evaluate available sensors and methods mature enough to remotely obtain tunnel concrete characterization data of high value and with a high probability of success. The team included SMEs and H-Canyon stakeholders in the field of concrete, nondestructive examination (NDE), structural integrity, sensors and remote systems from SRNL, SRNS, LANL, DOE-SR and the Army Corps of Engineering. The CIPT completed an in-depth identification of customer concrete inspection needs and potential technology solutions. Sensors and methods were evaluated on performance, data usefulness, cost and the feasibility of a successful deployment given the unique tunnel access challenges and environment. Two technologies were identified as promising by the CIPT for near term demonstration and evaluation: Lidar (Light Detection and Ranging) 3-dimensional (3D) mapping and remote robotic deployment of NDE instrumentation. Laser spectroscopy to characterize tunnel surface chemical changes was also of interest, but presently cost prohibitive. This paper will include a discussion of the two efforts underway to evaluate and implement the CIPT recommendations. First, the status of the November 2019 deployment of Lidar at a single location into the tunnel is presented. This initial deployment provided the team a learning curve and lessons learned on the challenges of tunnel deployment to include remote operation and data collection, stabilization of the sensor in high air flow (∼30 mph), ability to achieve a tolerance accuracy of 0.25-inches, and the probability to identify change in tunnel dimensions over time. Secondly, a discussion on the development of the Robotic Arm Concrete Inspection Test Bed capable of deploying NDE instruments to examine custom concrete forms will be presented. Concrete forms simulating the rough concrete surfaces, strength, composition and potential structural defects that can be found at our DOE EM facilities have been designed and built for the test bed. Two state-of-the art concrete NDE instruments have been identified as having potential to work on rough concrete walls, they are being tested and characterized as to their ability to provide desired structural integrity data to include wall thickness and defect identification on the developed test beams. Lastly, lessons learned, and the path forward will be presented. (authors)
U.S. DOE contractor CH2M Hill Plateau Remediation Company (CHPRC) has safely and efficiently managed the removal of highly radioactive sludge from the 105-K West Reactor fuel storage basin (105- KW Basin) near the Columbia River. In mid-September 2019, sludge retrieval was completed after 21 storage containers were safely loaded with highly radioactive sludge and transported approximately 13 miles from the 105-KW Basin to T Plant, located in the 200 West Area on the Central Plateau of the Hanford Site. Sludge removal represents the last major source term reduction necessary before the K West Reactor and fuel storage basin can transition to closure activities in preparation for final deactivation and demolition. The technical complexity of the sludge retrieval process, coupled with the challenging physical and radiological characteristics of the waste, necessitated a methodical and deliberate approach using unique design and operational solutions to safely conduct the work. This challenge was further complicated by the need to plan and conduct the work in two separate facilities, each subject to the controls and requirements of its own nuclear facility safety basis. The project overcame these challenges through creating an integrated team that actively engaged, communicated and coordinated each phase of the project to ensure successful completion. This paper will cover how these key elements of the Sludge Removal Project led to its success: - Integrating project planning and management; - Lessons learned from design and construction; - Preparing for a successful campaign (lessons learned from testing and start-up); - Lessons learned from operating in two separate facilities, transporting sludge containers on the Hanford Site and ensuring compliance with a range of regulatory and safety basis requirements. The establishment of an integrated group spanning two facilities and multiple organizations created a team capable of overcoming the challenges necessary to successfully plan and execute the sludge retrieval mission. Sharing lessons learned from this successful project can enhance the ability of teams across the DOE complex to successfully plan and execute complex projects. (authors)
This is the topical report that wraps up the work and results achieved during Utah FORGE Phase 2C. The zip file includes several folders containing (1) an overview; (2) the results; (3) the lessons learned; and (4) the conclusions. It also contains a folder containing appendices including (1) the updated permitting inventory; (2) the updated site characterization data inventory; (3) the updated conceptual geological model; and (4) the stakeholders engagement and outreach status.
These are slides for a presentation on PARTISN Research and FleCSI Updates. The following topics are covered: SNAP vs PARTISN, Background Research, Production Code (structural design and changes, kernel design and implementation, lessons learned), NuT IMC Proxy, FleCSI Update (design and lessons learned). It can all be summarized in the following manner: Kokkos was shown to be effective in FY15 in implementing a C++ version of SNAP's kernel. This same methodology was applied to a production IC code, PARTISN. This was a much more complex endeavour than in FY15 for many reasons; a C++ kernel embedded in Fortran, overloading Fortran memory allocations, general language interoperability, and a fully fleshed out production code versus a simplified proxy code. Lessons learned are Legion. In no particular order: Interoperability between Fortran and C++ was really not that hard, and a useful engineering effort. Tracking down all necessary memory allocations for a kernel in a production code is pretty hard. Modifying a production code to work for more than a handful of use cases is also pretty hard. Figuring out the toolchain that will allow a successful implementation of design decisions is quite hard, if making use of "bleeding edge" design choices. In terms of performance, production code concurrency architecture can be a virtual showstopper; being too complex to easily rewrite and test in a short period of time, or depending on tool features which do not exist yet. Ultimately, while the tools used in this work were not successful in speeding up the production code, they helped to identify how work would be done, and provide requirements to tools.
Under co-sponsorship of the US Department of Energy and Hilcorp Alaska LLC the first ever polymer field pilot commenced on 8/28/2018 in the Schrader Bluff heavy oil reservoir at the Milne Point Field on Alaska North Slope (ANS). The primary objective of the pilot is to prove the efficacy of polymer Enhanced Oil Recovery (EOR) to unlock the vast heavy oil resources on ANS. More than two and half years after startup, the polymer injection, supporting laboratory experiments and simulation studies steadily continue. The pilot started injecting hydrolyzed polyacrylamide (HPAM), at a concentration of 1,750 ppm to achieve a target viscosity of 45 cP, into the two horizontal injectors in the flood pattern. Production is monitored in the two horizontal producers. Based on laboratory measurements of polymer viscosity at reservoir conditions, the team decided to reduce polymer concentration to 1,200 ppm since July 2020 in an effort to control injection pressure and optimize polymer utilization. Quality control (QC) on the field ensures uniform polymer solution properties. Representative rock and fluid systems and test conditions are utilized in the corefloods on polymer retention, effect of injection water salinity, polymer loading, and their combinations on oil recovery. A history matched reservoir simulation model for forecasting oil recovery was developed on the basis of all the available field data. Field concerns related to the post-polymer breakthrough impact on flow assurance is addressed via specialized laboratory tests. Notwithstanding early operational disruptions and hydration issues, continuous polymer injection in both injectors has been achieved. To date, 950,000 lbs of polymer or 2 million barrels of polymer solution, equating to 13% of total pore volume (PV), has been placed in the flood pattern, serving as an effective indicator of adequate polymer injectivity. So far, the success of polymer EOR is evident from drastically reduced water cut in the producers, an estimated incremental 1,000 bopd over waterflood, and a favorable polymer utilization of 1.7 lbs/barrel of incremental oil. Polymer breakthrough was observed 26 months after the start of polymer injection. Main observations from corefloods are unusually high polymer retention values in some cases and a positive response to low salinity water. Although the heterogeneity in the flood pattern and exceptionally low water cut pose some challenges, persistent novel and justifiable simulation approaches have resulted in a robust history matched model. Experimental results on produced fluids treatment provide operational guidance for improved oil-water separation and mitigation of heater tube fouling. The ongoing success of the pilot is a key indicator of bringing the team ever closer to meeting the project’s primary objective. The encouraging results of the pilot is one of the drivers that has provided the impetus to apply polymer EOR throughout the Milne Point Field, which would increase oil recovery and extend the economic life of the Trans Alaska Pipeline System. The scientific knowledge, including the many lessons learned from this pilot also has referential value for other potential heavy oil EOR projects throughout the world. The collected data, operational lessons learned, and the overall success of the pilot are summarized in the paper.
The large-aperture, high-gradient Low Beta Quadrupoles for the High Luminosity Large Hadron Collider at CERN are the cornerstones of this collider. They are first-of-the-kind accelerator magnets bringing Nb_3Sn conductor to High Energy Physics colliders. In the US they are being fabricated and tested by the HL-LHC Accelerator Upgrade Project (AUP), and in Europe by CERN. The design was developed by AUP and CERN in close collaboration. The Q1/Q3 cryo-assemblies contain two 4.2 m long magnets (MQXFA) fabricated and by AUP. They are tested vertically before use in a cry-assembly. In this paper we are going to present the main features of the MQXFA design, results of vertical tests, and main lessons learned. We will also discuss lessons learned for future use of Nb_3Sn magnets in HEP colliders.
The Van Allen Probes mission operations materialized through a distributed model in which operational responsibility was divided between the Mission Operations Center (MOC) and separate instrument specific SOCs. The sole MOC handled all aspects of telemetering and receiving tasks as well as certain scientifically relevant ancillary tasks. Each instrument science team developed individual instrument specific SOCs proficient in unique capabilities in support of science data acquisition, data processing, instrument performance, and tools for the instrument team scientists. In parallel activities, project scientists took on the task of providing a significant modeling tool base usable by the instrument science teams and the larger scientific community. With a mission as complex as Van Allen Probes, scientific inquiry occurred due to constant and significant collaboration between the SOCs and in concert with the project science team. Planned cross-instrument coordinated observations resulted in critical discoveries during the seven-year mission. Instrument cross-calibration activities elucidated a more seamless set of data products. Specific topics include post-launch changes and enhancements to the SOCs, discussion of coordination activities between the SOCs, SOC specific analysis software, modeling software provided by the Van Allen Probes project, and a section on lessons learned. One of the most significant lessons learned was the importance of the original decision to implement individual team SOCs providing timely and well-documented instrument data for the NASA Van Allen Probes Mission scientists and the larger magnetospheric and radiation belt scientific community.
These are a set of slides that deal with the topics of wavelet transforms using VTK-m. First, wavelets are discussed and detailed, then VTK-m is discussed and detailed, then wavelets and VTK-m are looked at from a performance comparison, then from an accuracy comparison, and finally lessons learned, conclusion, and what is next. Lessons learned are the following: Launching worklets is expensive; Natural logic of performing 2D wavelet transform: Repeat the same 1D wavelet transform on every row, repeat the same 1D wavelet transform on every column, invoke the 1D wavelet worklet every time: num_rows x num_columns; VTK-m approach of performing 2D wavelet transform: Create a worklet for 2D that handles both rows and columns, invoke this new worklet only one time; Fast calculation, but cannot reuse 1D implementations.
This research report (1) describes the process followed and products developed during the SR I&C Pilot Project Initial Scoping Phase, and (2) captures lessons learned. Exelon Generation and LWRS collaborated to develop a Digital Transformation Strategy as part of a larger Advanced Concept of Operations. The proposed SR I&C Pilot Upgrade provides a foundation stone for this Digital Transformation that will improve plant safety, reliability, and operational performance while lowering plant Total Cost of Ownership (TCO). Initial Scoping Phase activities for this Pilot Project have been performed in accordance with industry processes that have been adapted to better support digital upgrades. These processes include IP-ENG-001, Standard Design Process (SDP) [Reference 2], NISP-EN-04, Standard Digital Engineering Process (SDEP) [Reference 3], and Electric Power Research Institute (EPRI) Report 3002011816, Digital Engineering Guide (DEG). Completing Initial Scoping Phase Engineering and Operations, Licensing, and Project Management Activities was necessary to sufficiently bound the scope, schedule, and estimated cost of the Project to enable utility management to authorize moving into the Conceptual Design Phase. A significant finding of the Business Case Analysis (BCA) methodology developed and applied as part of this effort was that the growth rate of material costs for sustaining the operation of obsolete SR I&C equipment is accelerating. This directly contributed to the Project Economic Analysis created to justify continuing the Project. Project Initial Scoping Phase lessons learned have also been captured to assist the larger industry in understanding the Digital Transformation Strategy and SR I&C Pilot Project Initial Scoping Phase efforts. This is in keeping with the public/private partnership that has been established between the Department of Energy (DOE) and Exelon for this effort with engagement from the NRC. By addressing first-of-a-kind (FOAK) risks and capturing lessons learned, the SR I&C Pilot Upgrade Project addresses technical, regulatory, and business risks to enable subsequent implementers of similar upgrades.
This research report (1) describes the process followed and products developed during the SR I&C Pilot Project Initial Scoping Phase, and (2) captures lessons learned. Exelon Generation and LWRS collaborated to develop a Digital Transformation Strategy as part of a larger Advanced Concept of Operations. The proposed SR I&C Pilot Upgrade provides a foundation stone for this Digital Transformation that will improve plant safety, reliability, and operational performance while lowering plant Total Cost of Ownership (TCO). Initial Scoping Phase activities for this Pilot Project have been performed in accordance with industry processes that have been adapted to better support digital upgrades. These processes include IP-ENG-001, Standard Design Process (SDP), NISP-EN-04, Standard Digital Engineering Process (SDEP), and Electric Power Research Institute (EPRI) Report 3002011816, Digital Engineering Guide (DEG). Completing Initial Scoping Phase Engineering and Operations, Licensing, and Project Management Activities was necessary to sufficiently bound the scope, schedule, and estimated cost of the Project to enable utility management to authorize moving into the Conceptual Design Phase. A significant finding of the Business Case Analysis (BCA) methodology developed and applied as part of this effort was that the growth rate of material costs for sustaining the operation of obsolete SR I&C equipment is accelerating. This directly contributed to the Project Economic Analysis created to justify continuing the Project. Project Initial Scoping Phase lessons learned have also been captured to assist the larger industry in understanding the Digital Transformation Strategy and SR I&C Pilot Project Initial Scoping Phase efforts. This is in keeping with the public/private partnership that has been established between the Department of Energy (DOE) and Exelon for this effort with engagement from the NRC. By addressing first-of-a-kind (FOAK) risks and capturing lessons learned, the SR I&C Pilot Upgrade Project addresses technical, regulatory, and business risks to enable subsequent implementers of similar upgrade.
Ian Baring-Gould presented these lessons learned from wind energy to an audience of marine hydrokinetic regulators. Lessons learned spanned the areas of technology advances, using collaborative approaches to involve key stakeholders; using baseline studies to measure and prioritize wildlife impacts, and look at avoidance and mitigation options early in the process.
In 2003, the U.S. Department of Energy established the Regional Carbon Sequestration Partnerships (RCSP) Initiative to help develop technology, infrastructure, and regulations needed to facilitate large-scale carbon dioxide (CO 2 ) geologic storage (herein “storage”) and support deployment of commercial carbon capture and storage projects. The Plains CO 2 Reduction (PCOR) Partnership, led by the Energy & Environmental Research Center (EERC), is one of seven partnerships created by this program. The PCOR Partnership is publishing a series of best practices manuals for each of the four PCOR Partnership-defined primary technical elements of a storage site: site characterization; modeling and simulation; risk assessment; and monitoring, verification, and accounting. This document describes the risk assessment process for evaluating subsurface technical risks associated with a CO 2 storage project. This best practices manual identifies the key elements comprising a risk assessment for a CO 2 storage complex and defines important risk management terminology and technical factors that are unique to the geologic storage of CO 2 . It also provides best practices for implementing a risk assessment based on lessons learned from conducting risk assessments for storage complexes within the PCOR Partnership region. Case studies of these real-world examples, which highlight key aspects of applying the risk assessment process to storage projects, are provided to support the proposed best practices. The development of a best practice requires the execution of multiple projects where the knowledge gained and lessons learned are accumulated over time and integrated to yield a best practice. This development progression is an adaptive management process whereby best practices constantly evolve over time in response to knowledge gained and lessons learned. This document encompasses the current body-of-knowledge and best practices for applying a standardized risk assessment approach within risk management for storage projects. Application of these best practices will provide reliable and consistent standards for identifying project-related risks, analyzing the probabilities and potential impacts of these risks, evaluating which risks require treatment, and determining priority for treatment implementation. These best practices will continue to evolve and be refined over time as commercialization of the CO 2 storage industry proceeds.