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DOE OSTI2024

Research to Address Technical Barriers to Expanded Markets for Biodiesel and Biodiesel Blends (CRADA Final Report)

NREL and the Clean Fuels Alliance America (CFAA) will work cooperatively to assess the effects of biodiesel blends on the performance of modern diesel engines. This work will include research to understand the impact of biodiesel blends on the operation and durability of particle filters and NO x control sorbents/catalysts, to quantify the effect on emission control systems performance, and to understand effects on engine component durability. This research was performed at NREL Renewable Fuels and Lubricants (REFUEL) laboratory (an engine testing laboratory) as well as at third party labs paid directly by CFAA with NREL as part of the project management team. Also, research to develop appropriate ASTM standards for biodiesel quality and stability was conducted in NREL’s bench scale fuel chemistry laboratory. The cooperative project involved laboratory testing and research at NREL using biodiesel from a variety of sources and in collaboration with a broad range of other stakeholders. In addition, NREL will work with NBB to set up an Industrial Steering Committee to design the scope for the various tasks and to provide technical oversight to these projects. NREL and NBB will cooperatively communicate the study results to as broad an audience as possible. This research benefits the public by expanding markets for a domestically produced low-carbon intensity fuel for use in diesel engines.

09 BIOMASS FUELS↗

NASA NTRS2011

Concept Development for Software Health Management

This report documents the work performed by Lockheed Martin Aeronautics (LM Aero) under NASA contract NNL06AA08B, delivery order NNL07AB06T. The Concept Development for Software Health Management (CDSHM) program was a NASA funded effort sponsored by the Integrated Vehicle Health Management Project, one of the four pillars of the NASA Aviation Safety Program. The CD-SHM program focused on defining a structured approach to software health management (SHM) through the development of a comprehensive failure taxonomy that is used to characterize the fundamental failure modes of safety-critical software.

Riecks, Jung↗

NASA NTRS2000

Risk Management for Jet Propulsion Laboratory Flight Projects

The Risk Management process is assuming greater influence in the process of Project and Program Management.

Risk Management Flight Projects NASA NPG 7120.5A R↗

NASA NTRS2008

Advanced Air Transportation Technologies Project, Final Document Collection

This CD ROM contains a compilation of the final documents of the Advanced Air Transportation Technologies (AAIT) project, which was an eight-year (1996 to 2004), $400M project managed by the Airspace Systems Program office, which was part of the Aeronautics Research Mission Directorate at NASA Headquarters. AAIT focused on developing advanced automation tools and air traffic management concepts that would help improve the efficiency of the National Airspace System, while maintaining or enhancing safety. The documents contained in the CD are final reports on AAIT tasks that serve to document the project's accomplishments over its eight-year term. Documents include information on: Advanced Air Transportation Technologies, Autonomous Operations Planner, Collaborative Arrival Planner, Distributed Air/Ground Traffic Management Concept Elements 5, 6, & 11, Direct-To, Direct-To Technology Transfer, Expedite Departure Path, En Route Data Exchange, Final Approach Spacing Tool - (Active and Passive), Multi-Center Traffic Management Advisor, Multi Center Traffic Management Advisor Technology Transfer, Surface Movement Advisor, Surface Management System, Surface Management System Technology Transfer and Traffic Flow Management Research & Development.

Mogford, Richard H.↗

NASA NTRS2002

Quick Fix for Managing Risks

Under a Phase II SBIR contract, Kennedy and Lumina Decision Systems, Inc., jointly developed the Schedule and Cost Risk Analysis Modeling (SCRAM) system, based on a version of Lumina's flagship software product, Analytica(R). Acclaimed as "the best single decision-analysis program yet produced" by MacWorld magazine, Analytica is a "visual" tool used in decision-making environments worldwide to build, revise, and present business models, minus the time-consuming difficulty commonly associated with spreadsheets. With Analytica as their platform, Kennedy and Lumina created the SCRAM system in response to NASA's need to identify the importance of major delays in Shuttle ground processing, a critical function in project management and process improvement. As part of the SCRAM development project, Lumina designed a version of Analytica called the Analytica Design Engine (ADE) that can be easily incorporated into larger software systems. ADE was commercialized and utilized in many other developments, including web-based decision support.

Source record↗

DOE OSTI2024

Workflow for Developing and Operating Subsurface Hydrogen Storage Facilities in Porous Reservoirs

Long-duration (seasonal) storage of natural gas (NG), which primarily consists of methane (CH 4 ), has been practiced for more than a hundred years at underground gas storage (UGS) facilities that use depleted hydrocarbon reservoirs, saline aquifers, and salt caverns. To enable hydrogen (H 2 ) to be used as a long-duration, energy-storage medium, similar facilities are envisioned for underground H 2 storage (UHS) of either H 2 or H 2 /NG mixtures. Experience with UGS can be used to guide recommended practices for developing and operating UHS facilities in porous reservoirs. The most important factors (formation/fluid properties and engineering choices) that influence the performance of UHS reservoirs have been identified and quantified in previous studies. These factors and choices influence phenomena that determine the sweep efficiency of the stored working gas. These phenomena include viscous fingering, hysteretic capillary trapping, and gravity override of the working gas, as well as the upconing of nonproductive fluid that determine the sweep efficiency of the stored working gas. This report describes initial recommended-practices and a project-development workflow for UHS facilities that utilize porous reservoirs, based on the current state-of-knowledge about H 2 behavior in the subsurface. The workflow sequentially addresses all aspects of UHS project development, including the identification of H 2 sources and users, site ranking and down-selection, geologic and reservoir-engineering characterization, reservoir design, testing, risk management, commissioning, operations, and monitoring for a UHS facility. The goal is to enable UHS facilities to be developed in an efficient and timely manner, while carefully managing project risks. This workflow is similar to that which has been developed for UGS facilities (see Figure 1 of API, 2022), with the addition of tasks and subtasks specific to H 2 and UHS. The project-development workflow is broken down into three major stages: (1) define the H 2 use case; (2) rank, down-select, and characterize potential, candidate UHS sites; and (3) reservoir design, integrity testing, risk assessment, commissioning, operations, and monitoring for selected UHS sites. Each major stage is further broken down into tasks and subtasks, which are described at a high level. This report also provides more detailed descriptions of all tasks and subtasks that involve reservoir analysis and testing.

08 HYDROGEN↗

NASA NTRS2004

ASK Magazine

In this issue, ASK writers explore ways to maintain their balance in their field of Project Management, and even what happens when they don't. From his own experiences. Colby Africa learned that pushing too hard can take a personal toll, even though his project was a success in the end. He looked back and asked himself. At what personal cost? Sometimes one of the most simple - and the most human way - of keeping oneself grounded is not to lose your sense of humor. Ray Morgan's story about a test flight gone bad tells how the sound of their model crashing to the ground was followed by the test team's hysterical laughter. The story, you will see, is much deeper. But the message in the example? Sometimes for no fault of our own. things just don t go as planned. One way of dealing with it is to be able to laugh at ourselves. Of course. a setback itself is not to be taken lightly, but a leader capable of lightening the moment is more likely to set a positive tone for the try, try again. Staying optimistic is important for team morale. specifically when a project is dealt a huge downsizing blow. After his project was cut significantly, Tom Sutliff was able to show his team that all was not lost and to help them focus on the fact that they still had a job to do. He had to balance the new project requirements with the fact that his team had been committed to the original prcject and would be personally affected. He stood back, got a new perspective. and upheld the positivity needed to lead them effectively. Even when you keep your chin up and work to the best of your ability, things still go wrong. It's human nature. People train for years to make it to the Olympics and blow their shot during one crucial second in the spotlight. For Marty Davis, his crucial second was when the contractor dropped his 3,000 pound spacecraft. Rather than point the finger at those around him. Marty stood up like a true leader and acknowledged what he could do better if ever in this situation again.

Laufer, Alexander↗

NASA NTRSDate not supplied

The Ejectable Data Recorder: A Lean, Risk-Informed Approach for Hardware Development

NASA is developing the Orion spacecraft to transport crew from the Earth to the Moon as part of the Artemis series of missions. To provide a crew escape capability from pre-launch through ascent, the Orion vehicle is equipped with a Launch Abort System (LAS), built by Lockheed Martin, which pulls the capsule away from the launch vehicle in the event of an abort scenario. The Ascent Abort 2 (AA-2) test flight occurred on July 2, 2019,and tested a production version of the LAS to ensure that it can operate as intended, and to collect a large data set from hundreds of sensors on the vehicle to support Orion flight certification. In the original AA-2 architecture, a single-string set of communications antennas on the LAS would downlink all of the in-flight test data to ground stations. However, that communications architecture was predicted to have data dropouts during abort and jettison of the LAS, and would not support data transmission at all after LAS jettison. As a result, a comprehensive trade study was completed, yielding the addition of antennas on the crew module (CM), a buffer/rebroadcast capability for key portions of the flight, and an ejectable data recorder (EDR) subsystem. This EDR subsystem would serve as a backup to the radio frequency (RF) communications system, and would be non-flight critical, providing a unique capability that enabled management to take a different approach with the hardware and software development. The Crew Module and Separation Ring were developed as “Class 1”Flight Hardware, albeit with some tailoring approaches to enable efficiencies. The Class 1 designation requires full rigor for flight hardware and software, documenting everything that happens to a piece of hardware from procurement through disposal, requiring a full spectrum of acceptance tests, and the highest rigor of quality assurance processes. At the other end of the spectrum, Class 3hardware is controlled, but not intended for flight, and leaves the level of rigor up to the project manager. This classification is often used for research and development projects. Similarly,Class-1E has been recently defined at NASA for ISS payloads and technology development projects that are not flight critical and do not need the full rigor of Class 1 to be successful. The EDR subsystem was challenged at commencement to adopt a skunkworks and agile-like approach to hardware development, allowing for a different risk posture than the rest of the AA-2 hardware. After initially pursuing Class 1 processes, the EDR subsystem design evolved to incorporating numerous commercial components, leading to re-designation as a Class-1E subsystem. The resulting EDR subsystem was fully successful in meeting all flight system requirements, and achieved 100% retrieval of flight test data. This paper will discuss the risk posture of the EDR subsystem and the subsequent tailoring that was enacted as part of its Class-1E status.

EDR↗

NASA NTRS2018

History and Archives Contribute to the Success of Space Flight Programs

Final Paper, not the Abstract, is attached: This report discusses how history can be used by management, engineering, and operations personnel within space flight programs. Works by professional historians and sociologists inform key decision makers and policy specialists on lessons learned from space flight program management successes and failures, as well as from legislative affairs, policy making, and commercial space efforts. Vehicle engineering history written by engineers for an engineering or operations audience informs project management and technical personnel on lessons learned, best practices, and the rationale behind the design and operation of flight vehicles and supporting ground systems. Archives play a critical role in supporting the efforts of both professional historians and flight program personnel. Suggestions are made concerning how professional historians could leverage the interests and knowledge of flight program personnel to obtain more insight that is needed to support historical research efforts.

Archive↗

NASA NTRS2003

2002 Computing and Interdisciplinary Systems Office Review and Planning Meeting

The technologies necessary to enable detailed numerical simulations of complete propulsion systems are being developed at the NASA Glenn Research Center in cooperation with NASA Glenn s Propulsion program, NASA Ames, industry, academia and other government agencies. Large scale, detailed simulations will be of great value to the nation because they eliminate some of the costly testing required to develop and certify advanced propulsion systems. In addition, time and cost savings will be achieved by enabling design details to be evaluated early in the development process before a commitment is made to a specific design. This year s review meeting describes the current status of the NPSS and the Object Oriented Development Kit with specific emphasis on the progress made over the past year on air breathing propulsion applications for aeronautics and space transportation applications. Major accomplishments include the first 3-D simulation of the primary flow path of a large turbofan engine in less than 15 hours, and the formal release of the NPSS Version 1.5 that includes elements of rocket engine systems and a visual based syntax layer. NPSS and the Development Kit are managed by the Computing and Interdisciplinary Systems Office (CISO) at the NASA Glenn Research Center and financially supported in fiscal year 2002 by the Computing, Networking and Information Systems (CNIS) project managed at NASA Ames, the Glenn Aerospace Propulsion and Power Program and the Advanced Space Transportation Program.

Lytle, John↗

NASA NTRS2005

Documentation: No Substitute for Communication

SO WHAT IS AN RFI? IT WAS ONE OF THE FIRST THINGS I learned about back when I started my project management career with my first large construction firm. I learned how to use these forms as a convenient and effective means of documenting the many legitimate clarifications needed on a major project. However, like most other young engineers, I also learned to use the RFI as a weapon in the ongoing battle between owners. or their designer and the construction contractors. Recently, our project team has done a few simple things to greatly reduce the waste and frustration that comes from this type of battle. The RFI form can be a great tool if used properly, and I certainly don t recommend that they be eliminated entirely. The RFI form was created to document the many clarifications that are commonly required on projects. Typically, the contractor uses the top half of the form to clarify-or request permission to vary from-the contract documents. The bottom half of the form is used to record the answer. But this seemingly simple process is plagued by a number of problems. From the contractor s perspective, RFIs are needed to secure information that should have been in the contract documents in the first place. The missing information keeps their crews from working effectively, and it makes hitting already demanding cost and schedule targets even more difficult. Owners, or their design firms, often view the RFI as a means of harassment. Both sides of the issue have legitimate complaints, and both sides cause most of their own pain.

Strickland, John↗

NASA NTRS2006

NASA Crew Launch Vehicle Approach Builds on Lessons from Past and Present Missions

The United States Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with a new human-rated system suitable for missions to the Moon and Mars. The Crew Exploration Vehicle (CEV) that the new Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station and be capable of carrying crews back to lunar orbit and of supporting missions to Mars orbit. NASA is using its extensive experience gained from past and ongoing launch vehicle programs to maximize the CLV system design approach, with the objective of reducing total lifecycle costs through operational efficiencies. To provide in-depth data for selecting this follow-on launch vehicle, the Exploration Systems Architecture Study was conducted during the summer of 2005, following the confirmation of the new NASA Administrator. A team of aerospace subject matter experts used technical, budget, and schedule objectives to analyze a number of potential launch systems, with a focus on human rating for exploration missions. The results showed that a variant of the Space Shuttle, utilizing the reusable Solid Rocket Booster as the first stage, along with a new upper stage that uses a derivative of the RS-25 Space Shuttle Main Engine to deliver 25 metric tons to low-Earth orbit, was the best choice to reduce the risks associated with fielding a new system in a timely manner. The CLV Project, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operation of this new human-rated system. The CLV Project works closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch system . leveraging a wealth of lessons learned from Shuttle operations. The CL V is being designed to reduce costs through a number of methods, ranging from validating requirements to conducting trades studies against the concept design. Innovations such as automated processing will build on lessons learned from the Shuttle, other launch systems, Department of Defense operations experience, and subscale flight tests such as the Delta Clipper-Experimental Advanced (DCXA) vehicle operations that utilized minimal touch labor, automated cryogen ic propellant loading , and an 8-hour turnaround for a cryogenic propulsion system. For the CLV, the results of hazard analyses are contributing to an integrated vehicle health monitoring system that will troubleshoot anomalies and determine which ones can be solved without human intervention. Such advances will help streamline the mission operations process for pilots and ground controllers alike. In fiscal year 2005, NASA invested approximately $4.5 billion of its $16 bill ion budget on the Space Shuttle. The ultimate goal of the CLV Project is to deliver a safe, reliable system designed to minimize lifecycle costs so that NASA's budget can be invested in missions of scientific discovery. Lessons learned from developing the CLV will be applied to the growth path for future systems, including a heavy lift launch vehicle.

Dumbacher, Daniel L.↗

NASA NTRS2015

Developing a Fault Management Guidebook for Nasa's Deep Space Robotic Missions

NASA designs and builds systems that achieve incredibly ambitious goals, as evidenced by the Curiosity rover traversing on Mars, the highly complex International Space Station orbiting our Earth, and the compelling plans for capturing, retrieving and redirecting an asteroid into a lunar orbit to create a nearby a target to be investigated by astronauts. In order to accomplish these feats, the missions must be imbued with sufficient knowledge and capability not only to realize the goals, but also to identify and respond to off-nominal conditions. Fault Management (FM) is the discipline of establishing how a system will respond to preserve its ability to function even in the presence of faults. In 2012, NASA released a draft FM Handbook in an attempt to coalesce the field by establishing a unified terminology and a common process for designing FM mechanisms. However, FM approaches are very diverse across NASA, especially between the different mission types such as Earth orbiters, launch vehicles, deep space robotic vehicles and human spaceflight missions, and the authors were challenged to capture and represent all of these views. The authors recognized that a necessary precursor step is for each sub-community to codify its FM policies, practices and approaches in individual, focused guidebooks. Then, the sub-communities can look across NASA to better understand the different ways off-nominal conditions are addressed, and to seek commonality or at least an understanding of the multitude of FM approaches. This paper describes the development of the "Deep Space Robotic Fault Management Guidebook," which is intended to be the first of NASA's FM guidebooks. Its purpose is to be a field-guide for FM practitioners working on deep space robotic missions, as well as a planning tool for project managers. Publication of this Deep Space Robotic FM Guidebook is expected in early 2015. The guidebook will be posted on NASA's Engineering Network on the FM Community of Practice website so that it will be available to all NASA projects. Future plans for subsequent guidebooks for the other NASA sub-communities are proposed.

Fesq, Lorraine M.↗

NASA NTRS1992

STGT program: Ada coding and architecture lessons learned

STGT (Second TDRSS Ground Terminal) is currently halfway through the System Integration Test phase (Level 4 Testing). To date, many software architecture and Ada language issues have been encountered and solved. This paper, which is the transcript of a presentation at the 3 Dec. meeting, attempts to define these lessons plus others learned regarding software project management and risk management issues, training, performance, reuse, and reliability. Observations are included regarding the use of particular Ada coding constructs, software architecture trade-offs during the prototyping, development and testing stages of the project, and dangers inherent in parallel or concurrent systems, software, hardware, and operations engineering.

Usavage, Paul↗

NASA NTRS2010

Parametric Cost Models for Space Telescopes

Multivariable parametric cost models for space telescopes provide several benefits to designers and space system project managers. They identify major architectural cost drivers and allow high-level design trades. They enable cost-benefit analysis for technology development investment. And, they provide a basis for estimating total project cost. A survey of historical models found that there is no definitive space telescope cost model. In fact, published models vary greatly [1]. Thus, there is a need for parametric space telescopes cost models. An effort is underway to develop single variable [2] and multi-variable [3] parametric space telescope cost models based on the latest available data and applying rigorous analytical techniques. Specific cost estimating relationships (CERs) have been developed which show that aperture diameter is the primary cost driver for large space telescopes; technology development as a function of time reduces cost at the rate of 50% per 17 years; it costs less per square meter of collecting aperture to build a large telescope than a small telescope; and increasing mass reduces cost.

Stahl, H. Philip↗

NASA NTRS2019

Optical Telescope Assembly Cost Estimating Model

Stahl, H Philip↗

NASA NTRS2020

Parametric Cost Model for Ground and Space Telescopes

Parametric cost models can be used by designers and project managers to compare cost between major architectural cost drivers and allow high-level design trades; enable cost-benefit analysis for technology development investment; and, provide a basis for estimating total project cost between related concepts. The NASA Marshall Space Flight Center has developed a 5-parameter first-article optical telescope assembly cost model OTA$ (FY17) = $20M x 30(S/G)x D(1.7)x λ(-0.5)x T(-0.25)x e(-0.028) (Y-1960)Where S/G = 1 for space and 0 for ground telescopes, D = diameter, λ= diffraction limited wavelength, T = operating temperature and Y = year of development. The model explains 92% (Adjusted R2) of the cost variation in a database of 47 total ground and space telescope assemblies (OTA). The MSFC model estimates the most likely cost for only the OTA. Where an OTA is defined as the subsystem which collects electromagnetic radiation and focuses it (focal) or concentrates it (afocal) into the science instruments. An OTA consists of the primary mirror, secondary mirror, auxiliary optics and support structure (such as optical bench or truss structure, primary support structure, secondary support structure or spiders, straylight baffles, mechanisms for adjusting the optical components, electronics or power systems for operating these mechanisms, etc.). Finally, duplication only reduces cost for the manufacture of identical systems(i.e. multiple aperture sparse arrays or interferometers). And, while duplication does reduce the cost of manufacturing the mirrors of segmented primary mirror, this cost savings does not appear to manifest itself in the final primary mirror assembly(presumably because the structure for a segmented mirror is more complicated than for a monolithic mirror).

Space Telescope Cost Model, Parametric Cost Model↗

NASA NTRS2004

Spaceflight Operations Services Grid Prototype

NASA over the years has developed many types of technologies and conducted various types of science resulting in numerous variations of operations, data and applications. For example, operations range from deep space projects managed by JPL, Saturn and Shuttle operations managed from JSC and KSC, ISS science operations managed from MSFC and numerous low earth orbit satellites managed from GSFC that are varied and intrinsically different but require many of the same types of services to fulfill their missions. Also, large data sets (databases) of Shuttle flight data, solar system projects and earth observing data exist which because of their varied and sometimes outdated technologies are not and have not been fully examined for additional information and knowledge. Many of the applications/systems supporting operational services e.g. voice, video, telemetry and commanding, are outdated and obsolete. The vast amounts of data are located in various formats, at various locations and range over many years. The ability to conduct unified space operations, access disparate data sets and to develop systems and services that can provide operational services does not currently exist in any useful form. In addition, adding new services to existing operations is generally expensive and with the current budget constraints not feasible on any broad level of implementation. To understand these services a discussion of each one follows. The Spaceflight User-based Services are those services required to conduct space flight operations. Grid Services are those Grid services that will be used to overcome, through middleware software, some or all the problems that currently exists. In addition, Network Services will be discussed briefly. Network Services are crucial to any type of remedy and are evolving adequately to support any technology currently in development.

Bradford, Robert N.↗