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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
NASA NTRS2015

Underestimation of Project Costs

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

Cost estimation↗
NASA NTRS2018

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

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

Rumsey, Christopher L.↗
NASA NTRSDate not supplied

Game Based Learning For Earth Science Applications Training

Current NASA Earth capacity development programs employ mechanisms ranging from online resource sharing, and virtual and in-person trainings to share knowledge. While these programs are highly successful at engaging individuals around the world – in 2018, over 8000 individuals and over 2000 institutions from all 50 US states and over 140 countries were engaged through over 150 projects and trainings – user feedback has highlighted the desire for expanded hands-on, practical experiences in incorporating NASA EO insights with localized data and actions. We aim to address this gap by leveraging the benefits of game-based learning to build user skills in integrating NASA and local EO data to guide decisions for climate resiliency and hazard planning. This project is being executed as a two-phase crowdsourced challenge: 1) Phase 1 will require a well-researched product concept that reflects an understanding of NASA’s Earth data and tools and user needs, and proposes an innovative and interactive game or extended reality experience to train users in identifying relevant NASA data and applying insights to their climate resiliency decisions; 2) Winners of Phase 1 will be provided seed funding to develop a working prototype of the product. We aim to award 1-3 final winners to support the development of more than one game, thereby ensuring that NASA's diverse audiences around the world can access training games that best suit their needs and capabilities. This EO training game project fits in the NASA Earth Science Applied Sciences Program’s Capacity Development Program, contributing to the program mission of “helping people around the world better understand [NASA’s Earth] data and find ways to use them” (https://appliedsciences.nasa.gov/what-we-do/capacity-building). The final training game will complement existing programmatic activities of workforce development, trainings, and collaborative projects, while providing the unique value of providing interactive experiences to users and collecting real-time data and feedback to improve NASA’s Earth applications’ products and services related to climate resilience.

Human centered design↗
NASA NTRS2022

Mars 2020 Perseverance Rover Surface Operations Commissioning Phase Overview

This paper presents work done by the Mars 2020 Project to plan, test, and execute the Mars 2020 Perseverance Rover surface operations commissioning phase. Immediately after the successful landing of Mars 2020 Perseverance rover at Jezero Crater on February 18, 2021, the rover autonomously initiated mission critical commanding necessary to transition the vehicle from a Cruise/EDL to Surface operations configuration. This began the surface operations commissioning phase, referred to as Surface Operations Transition (SOX). The objective of SOX phase is to establish vehicle health and safety and to verify that the operational characteristics of the vehicle, now operating in the Martian environment, are as-expected and safe to proceed into nominal operations. The SOX commissioning phase is organized into six logical sub-phases occurring in the following chronological order; (1) SOX1a, (2) FSW Transition, (3) SOX1b, (4) SOX2a, (5) Heli, (6) SOX2b. In total, the SOX commissioning phase was expected to take up-to 111 sols (Martian days). The Perseverance rover is an extremely complex, highly-integrated, robotic system-of-systems that requires numerous activities to incrementally and methodically verify their safe operations. This paper will discuss the development process used to plan, test, and execute the SOX commissioning phase for Mars 2020 Perseverance rover surface operations. We will discuss key challenges associated with SOX development as well as actual operations execution experience.

Koch, Justin↗
DOE OSTI2017

Experimental Validation of a Spectral-Based Structural Analysis Model Implemented in the Design of the VolturnUS 6MW Floating Offshore Wind Turbine

The following work presents a spectral-based structural analysis method implemented in the design of the VolturnUS 6MW Floating Offshore Wind Turbine hull developed to increase system optimization. To begin, a description of the methodology is provided which details how transfer functions relate the hull's structural response to first order wave kinematics and wind turbine aerodynamics. Following the model definition, focus is placed on model validation using results from an experimental 1:52 scale model test of the VolturnUS system (shown in Fig. 1) conducted at the University of Maine's Alfond W2 Ocean Engineering Laboratory. Using data acquired from load cells installed at various locations in the hull the accuracy of the model is assessed through the use of power spectra and statistics. The performance of the structural model is considered over a range of environmental conditions representing design load cases prescribed by the American Bureau of Shipping for class certification of floating offshore wind turbines.

artificial intelligence, offshore projects plannin↗
DOE OSTI2020

Waste Management Project Success - Regulatory Assurance Systems - 20118

Waste management (WM) and remediation projects are essential within a restorative environmental culture. Despite years of experience, challenges and obstacles associated with efficient and effective WM project execution remain. Although some obstacles are project specific, a common challenge is navigating the regulatory landscape from planning through execution, particularly with first of a kind (FOAK) and first in a while (FIAW) projects. The absence of a comprehensive regulatory assurance strategy places significant hurdles in the path of project success. To clear a path for the successful execution of increasingly complex WM projects, this paper focuses on development of a comprehensive regulatory assurance strategy and implementation plan that effectively engages stakeholders, agencies, and performers to produce project plans that fully and cost effectively integrate applicable regulatory requirements. The most reliable way to align regulatory processes and decisions needed for mission success is through a regulatory assurance system. This system establishes a healthy interface with regulatory decision makers, to work in a collaborative manner, to create a common vision for regulatory decisions on an agreed upon schedule. A regulatory assurance system consists of several elements. Although the mission may vary from cleanup to site closure to nuclear component production, the elements of a regulatory assurance system remain essentially constant and must include: 1) identifying a common vision or end state, 2) developing a long-term, integrated strategy and schedule, 3) establishing a regulatory partnering team consisting of key decision-makers, 4) regular and frequent communication with decision-makers, 5) ensuring consistent surveillance for early identification of issues and changes that may impact the project, 6) quick resolution of emerging issues to prevent schedule impact, 7) identifying core compliance functions, 8) periodically assessing progress of the project as it relates to regulatory assurance and, 9) providing constructive feedback to improve the process. A regulatory assurance system provides a living, multi-faceted approach to planning, visioning, communicating and tracking to avoid surprises and ensure smooth and timely progress to the project. The overall success measures will be whether the system produces common sense regulatory decisions supporting the vision on time without appeal. Effective regulatory frameworks rarely happen on their own. Balanced, common-sense regulatory decisions stem from teams that are trained to work together to achieve shared goals. In this paper, particular attention is placed on the importance of starting with a shared vision for a regulatory assurance and execution strategy that leverages experience to establish optimal approaches. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2016

Decommissioning of the Reactor Pressure Vessels by Remote Controlled Thermal Cutting Segmentation Facilities of the ZION Nuclear Power Plant at ZION, USA - 16599

This paper presents the experiences for the segmentation of both reactor pressure vessels (RV) Units 1 and 2 at the ZION nuclear power plant. The Zion Station project was the first to use the large-scale application of thermal cutting (oxy-propane) technology in the USA. The elaborate planning and engineering was the basis for a quick, safe and flawless project execution without any aerosol migration or release of contamination. The used segmentation technology based on industry-tested methods with its big advantage of availability and spare parts inventory. For safeguarding Simulation (interfering edge analysis), animations and Trials with mock-ups dummies were executed prior. Also risk assessments and rescue concepts are part of the planning. Lean project organization for decommissioning and the flexibility, creativity, willingness to cooperate and willing for uninterrupted decisions of client and contractor are the essential basis for a successful project execution and a short project duration. The remote controlled segmentation of the RV of Unit 2 was performed in 3 month an in Unit 1 in less than 2 month.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS2018

Imaging X-Ray Polarimetry Explorer (IXPE) Risk Management

The Imaging X-ray Polarimetry Explorer (IXPE) project is an international collaboration to build and fly a polarization sensitive X-ray observatory. The IXPE Observatory consists of the spacecraft and payload. The payload is composed of three X-ray telescopes, each consisting of a mirror module optical assembly and a polarization-sensitive X-ray detector assembly; a deployable boom maintains the focal length between the optical assemblies and the detectors. The goal of the IXPE Mission is to provide new information about the origins of cosmic X-rays and their interactions with matter and gravity as they travel through space. IXPE will do this by exploiting its unique capability to measure the polarization of X-rays emitted by cosmic sources. The collaboration for IXPE involves national and international partners during design, fabrication, assembly, integration, test, and operations. The full collaboration includes NASA Marshall Space Flight Center (MSFC), Ball Aerospace, the Italian Space Agency (ASI), the Italian Institute of Astrophysics and Space Planetology (IAPS)/Italian National Institute of Astrophysics (INAF), the Italian National Institute for Nuclear Physics (INFN), the University of Colorado (CU) Laboratory for Atmospheric and Space Physics (LASP), Stanford University, McGill University, and the Massachusetts Institute of Technology. The goal of this paper is to discuss risk management as it applies to the IXPE project. The full IXPE Team participates in risk management providing both unique challenges and advantages for project risk management. Risk management is being employed in all phases of the IXPE Project, but is particularly important during planning and initial execution-the current phase of the IXPE Project. The discussion will address IXPE risk strategies and responsibilities, along with the IXPE management process which includes risk identification, risk assessment, risk response, and risk monitoring, control, and reporting.

IXPE↗
NASA NTRS1985

Management of large-scale technology

Two major themes are addressed in this assessment of the management of large-scale NASA programs: (1) how a high technology agency was a decade marked by a rapid expansion of funds and manpower in the first half and almost as rapid contraction in the second; and (2) how NASA combined central planning and control with decentralized project execution.

Levine, A.↗
NASA NTRS2012

NASA Tech Briefs, May 2012

Topics covered include: An "Inefficient Fin" Non-Dimensional Parameter to Measure Gas Temperatures Efficiently; On-Wafer Measurement of a Multi-Stage MMIC Amplifier with 10 dB of Gain at 475 GHz; Software to Control and Monitor Gas Streams; Miniaturized Laser Heterodyne Radiometer (LHR) for Measurements of Greenhouse Gases in the Atmospheric Column; Anomaly Detection in Test Equipment via Sliding Mode Observers; Absolute Position of Targets Measured Through a Chamber Window Using Lidar Metrology Systems; Goldstone Solar System Radar Waveform Generator; Fast and Adaptive Lossless Onboard Hyperspectral Data Compression System; Iridium Interfacial Stack - IrIS; Downsampling Photodetector Array with Windowing; Optical Phase Recovery and Locking in a PPM Laser Communication Link; High-Speed Edge-Detecting Line Scan Smart Camera; Optical Communications Channel Combiner; Development of Thermal Infrared Sensor to Supplement Operational Land Imager; Amplitude-Stabilized Oscillator for a Capacitance-Probe Electrometer; Automated Performance Characterization of DSN System Frequency Stability Using Spacecraft Tracking Data; Histogrammatic Method for Determining Relative Abundance of Input Gas Pulse; Predictive Sea State Estimation for Automated Ride Control and Handling - PSSEARCH; LEGION: Lightweight Expandable Group of Independently Operating Nodes; Real-Time Projection to Verify Plan Success During Execution; Automated Performance Characterization of DSN System Frequency Stability Using Spacecraft Tracking Data; Web-Based Customizable Viewer for Mars Network Overflight Opportunities; Fabrication of a Cryogenic Terahertz Emitter for Bolometer Focal Plane Calibrations; Fabrication of an Absorber-Coupled MKID Detector; Graphene Transparent Conductive Electrodes for Next- Generation Microshutter Arrays; Method of Bonding Optical Elements with Near-Zero Displacement; Free-Mass and Interface Configurations of Hammering Mechanisms; Wavefront Compensation Segmented Mirror Sensing and Control; Long-Life, Lightweight, Multi-Roller Traction Drives for Planetary Vehicle Surface Exploration; Reliable Optical Pump Architecture for Highly Coherent Lasers Used in Space Metrology Applications; Electrochemical Ultracapacitors Using Graphitic Nanostacks; Improved Whole-Blood-Staining Device; Monitoring Location and Angular Orientation of a Pill; Molecular Technique to Reduce PCR Bias for Deeper Understanding of Microbial Diversity; Laser Ablation Electrodynamic Ion Funnel for In Situ Mass Spectrometry on Mars; High-Altitude MMIC Sounding Radiometer for the Global Hawk Unmanned Aerial Vehicle; PRTs and Their Bonding for Long-Duration, Extreme-Temperature Environments; Mid- and Long-IR Broadband Quantum Well Photodetector; 3D Display Using Conjugated Multiband Bandpass Filters; Real-Time, Non-Intrusive Detection of Liquid Nitrogen in Liquid Oxygen at High Pressure and High Flow; Method to Enhance the Operation of an Optical Inspection Instrument Using Spatial Light Modulators; Dual-Compartment Inflatable Suitlock; Large-Strain Transparent Magnetoactive Polymer Nanocomposites; Thermodynamic Vent System for an On-Orbit Cryogenic Reaction Control Engine; Time Distribution Using SpaceWire in the SCaN Testbed on ISS; and Techniques for Solution- Assisted Optical Contacting.

Source record↗
DOE OSTI2022

The DeepLynx Data Warehouse

Digital Engineering and the development of digital twins necessitate the use of highly sophisticated tools and software. These methodologies and systems bring many benefits but rely on accomplishing challenging goals such as disparate data and systems integration into a single cohesive and holistic system. Idaho National Laboratory has recently released an open-source data warehouse – DeepLynx – to help in the planning, creation, execution, and management of projects in the digital engineering space, with an emphasis on supporting digital twins in an operational space.

97 MATHEMATICS AND COMPUTING↗
NASA NTRS2010

Airspace Systems Program: Next Generation Air Transportation System Concepts and Technology Development FY2010 Project Plan Version 3.0

This document describes the FY2010 plan for the management and execution of the Next Generation Air Transportation System (NextGen) Concepts and Technology Development (CTD) Project. The document was developed in response to guidance from the Airspace Systems Program (ASP), as approved by the Associate Administrator of the Aeronautics Research Mission Directorate (ARMD), and from guidelines in the Airspace Systems Program Plan. Congress established the multi-agency Joint Planning and Development Office (JPDO) in 2003 to develop a vision for the 2025 Next Generation Air Transportation System (NextGen) and to define the research required to enable it. NASA is one of seven agency partners contributing to the effort. Accordingly, NASA's ARMD realigned the Airspace Systems Program in 2007 to "directly address the fundamental research needs of the Next Generation Air Transportation System...in partnership with the member agencies of the JPDO." The Program subsequently established two new projects to meet this objective: the NextGen-Airspace Project and the NextGen-Airportal Project. Together, the projects will also focus NASA s technical expertise and world-class facilities to address the question of where, when, how and the extent to which automation can be applied to moving aircraft safely and efficiently through the NAS and technologies that address optimal allocation of ground and air technologies necessary for NextGen. Additionally, the roles and responsibilities of humans and automation influence in the NAS will be addressed by both projects. Foundational concept and technology research and development begun under the NextGen-Airspace and NextGen-Airportal projects will continue. There will be no change in NASA Research Announcement (NRA) strategy, nor will there be any change to NASA interfaces with the JPDO, Federal Aviation Administration (FAA), Research Transition Teams (RTTs), or other stakeholders

Kopardekar, Parimal H.↗
DOE OSTI2023

FCIC Task X - Project Management and Consortium Overview

The objective of the FCIC Program Management Task is to provide scientific direction and leadership to the nine participating labs, and to provide robust project management to ensure robust operational planning and execution. The FCIC directly supports the BETO portfolio by focusing on feedstock variability across the bioenergy value chain, and the Project Management Task ensures the smooth operation of the FCIC, making sure that the 9 independent projects with different objectives have a common focus - understanding and mitigating the impacts of feedstock variability across the value chain.

bioenergy↗
DOE OSTI2023

University Coalition for Fossil Fuel Energy Research

Following a nationwide open competition, the University Coalition for Fossil Energy Research (UCFER) was established in October 2015 through a cooperative agreement between Penn State and the Department of Energy (DOE) National Energy Technology Laboratory (NETL). Penn State lead UCFER with the objective of advancing basic and applied research for clean and low-carbon energy based on fossil fuels in support of the DOE’s mission. UCFER focused on research that improves the efficiency of production and use of fossil energy resources, while minimizing the environmental impacts and reducing greenhouse gas emissions. Penn State lead a team of nine universities (Massachusetts Institute of Technology, The Pennsylvania State University, Princeton University, Texas A&M University, University of Kentucky, University of Southern California, The University of Tulsa, University of Wyoming, and Virginia Polytechnic and State University) during the competition stage, adding seven more universities in 2017 (Carnegie Mellon University, Louisiana State University, The Ohio State University, University of North Dakota, University of Pittsburgh, University of Utah, and West Virginia University). This Coalition exhibited a wide geographical distribution across the U.S. bringing a wide variety of fossil energy expertise. This national university alliance was a major collaborative effort with NETL to address specific topics of R&D in NETL’s mission area, which involved one or more of NETL’s five core competencies (Geologic and Environmental Systems, Materials Engineering and Manufacturing, Energy Conversion Engineering, Systems Engineering and Analysis, and Computational Science and Engineering). The first five to six months of the project was the definitization stage. During this period, Penn State worked closely with NETL to finalize the Coalition organizational structure and By- Laws, prepare a statement of substantial involvement and a statement of project objectives, and develop operations and membership plans. A major component of this stage included preparing an execution plan to solicit research, evaluate proposals, recommend selected projects to NETL, and award projects. In addition, a plan was prepared to monitor projects, review projects, disseminate knowledge from research projects and develop an online system for Coalition research portfolio management. This included developing a website and several databases. The first of six rounds of solicitations started in mid-2016. Projects from the sixth solicitation started February 1, 2021, and ended January 31, 2023. Projects that were selected represented twelve technology lines. Approximately $16.6 million in funding was available for the six solicitations. Most of the funding was provided by DOE, Office of Fossil Energy (DOEFE) with the DOE Fuel Cells Technologies Office (DOE-FCTO) providing funding for a few projects. Coalition universities submitted 259 proposals in response to the solicitations, requesting approximately $67.0 million in funding, and forty-three projects were selected. However, one project withdrew after the principal investigator left the university. The management of the Coalition projects was a major activity by Penn State. Managing the Coalition projects consisted of monitoring the projects, reviewing the projects through annual technical review meetings, disseminating knowledge from the research projects, and developing an online system for Coalition research portfolio management. Penn State’s OMT monitored projects to ensure that all milestones (technical, schedule, budget) were met, expenditures were allowable, cost share (when applicable) were reported, and all technical reports were submitted. The OMT also posted the technical reports electronically on a secure members-only website for access and review by the Coalition members. Disseminating knowledge from the research projects was done through a website, newsletters, various meetings, conferences, journal articles, publicity/press releases, and project summaries that were prepared after each project was completed. Penn State kept NETL apprised of UCFER progress through quarterly reports (thirtyone were submitted by Penn State), verbal and written communications, yearly updates at the annual technical review meetings, and cost accrual reports. The UCFER project had a significant impacty. The UCFER program established the first national university alliance in fossil energy research with a major collaboration effort with DOE NETL that addressed specific topics in NETL’s research and development mission areas. It generated inter-university collaborations, which was another program interest. Twenty-two out of 259 proposals contained collaborations (≈8.5%) and three of forty-two funded projects involved inter-university collaborations (≈7.0%). The forty-two funded projects provided support at fourteen universities involving 269 personnel. Research was conducted by 106 faculty, 115 graduate and undergraduate students, forty-six research staff and post-doctoral scholars, and two visiting scholars. Students and post-doctoral scholars were also on-site at NETL through CRADAs. In addition, non-Coalition participants included six universities and sixteen companies and national laboratories. The non-Coalition participants were involved as subcontractors, providers of cost share, performed unpaid consultation and sample analysis, served as advisory board members, or were providers of samples and materials for testing. UCFER also produced visibility in that fifty-six refereed journal articles were published, fifty-seven conference papers and twenty-three posters were prepared, 190 presentations were given, eight patent applications were filed, two books/book chapters were written, and ten software codes were developed. Collaboration between NETL and the individual projects was a major requirement for all funded projects. This included NETL staff time to support collaboration, consultation, technical guidance, sample preparation and analysis, internships at NETL, on-site testing and equipment usage by Coalition participants at NETL, co-mentoring students, and coauthoring journal articles and conference papers. Collaboration was impacted by COVID-19 in that not all on-site activities could be performed. NETL personnel were coauthors on eight of the conference papers (fourteen percent of the conference papers that were prepared) and seventeen of the journal articles (thirty percent of the journal articles that were prepared). A website was developed for an online proposal solicitation and review process and to provide exposure to UCFER. A website analysis highlighted the large amount of member and general public interest in UCFER by interpreting access statistics from March 2016 through June 2023. Visitors to the site originated from many different organizations, businesses, and countries. The website provided a means to disseminate information to both the general public and the UCFER members and was successfully used for outreach activities. In addition, NETL required that RFP release, proposal submission, and proposal reviews all be performed online. Penn State successfully developed these capabilities in a secure section of the website, which were used throughout the UCFER project. It is recognized that each project had its technical successes. In addition, highlighted successes were compiled and summarized from the research projects. Information was requested from the PIs of completed projects. In addition, Penn State’s Operations Management Team reviewed subcontract reports to identify project successes. Examples of information requested from PIs included (not all-inclusive): new projects that have been funded as a result of UCFER funding; new commercial products; establishment of a new center; new patent; new software; best paper awards; highly-cited work; and graduate student successes. A total of forty-eight highlighted successes were reported.

01 COAL, LIGNITE, AND PEAT↗
NASA NTRS1998

Issues in NASA Program and Project Management. Special Edition: A Collection of Papers on NASA Procedures and Guidance 7120.5A

A key aspect of NASA's new Strategic Management System is improving the way we plan, approve, execute and evaluate our programs and projects. To this end, NASA has developed the NASA Program and Project Management processes and Requirements-NASA Procedures and Guidelines (NPG) 7120.5A, which formally documents the "Provide Aerospace Products and Capabilities" crosscutting process, and defines the processes and requirements that are responsive to the Program/Project Management-NPD 7120.4A. The Program/Project Management-NPD 7120.4A, issued November 14, 1996, provides the policy for managing programs and projects in a new way that is aligned with the new NASA environment. An Agencywide team has spent thousands of hours developing the NASA Program and Project Management Processes and Requirements-NPG 7120.5A. We have created significant flexibility, authority and discretion for the program and project managers to exercise and carry out their duties, and have delegated the responsibility and the accountability for their programs and projects.

Edward J. Hoffman↗
NASA NTRSDate not supplied

Advanced Composite Structures and Materials Technologies for Launch Vehicles

The NASA's Advanced Composites Technologies (ACT) Project has the potential to develop composite materials and structures technologies for the largest composite aerospace structures ever made. The objective the ACT Project of is to develop mid-technology readiness level (TRL) composite materials and structures technologies to TRL 6 for specific heavy lift Ares V launch vehicle and Altair lunar lander applications. To accomplish this objective, the ACT Project has four major technical elements: materials and manufacturing; structural concepts development and assessment of lightweight components; testing and evaluation; and highly loaded composite struts. The Project uses capabilities from across NASA to form multi-disciplinary, cross-center teams to meet the milestones of these technical elements. This presentation will describe the activities and plans for the ACT Project. Studies from the first execution year of the project will be summarized including results from materials selection and structural concept evaluation studies. Plans for continuing activities include studies for nondestructive evaluation/structural health monitoring, damage tolerance, joints, and material and structural testing, and these studies will be described. A major emphasis this fiscal year is the start of work for a manufacturing demonstration barrel. This structure will be composed of six, 5-m-diameter, 3-m-long curved panels that when assembled, result in a 10-m-diameter barrel. Activities related to the development of this structure will also be described.

Mark J Shuart↗
NASA NTRS1973

Phased project planning and development in anticipation of operational programs

The impact of future operational status on the planning and execution of the research and development activities for major space flight projects is assessed. These projects, within NASA, are part of the Applications Program involving communications and meteorology. The NASA management approach to these projects is determined by national policies governing the responsibilities and relationships among the various government agencies and private industries.

Stroud, W. G.↗
NASA NTRS1978

Deep Space Network to Viking Orbiter telecommunications performance during the Viking extended mission, November 1976 - February 1978

The telecommunications performance during the Viking extended mission, starting with the completion of the first superior conjunction in November 1976 and ending with the jettison of the VO-2 aft bioshield early in March 1978 is discussed. Viking Orbiter activities and problems, the ground system activities and problems, radio science activities, and communication link performance are included. The substantial involvement of the Deep Space Network and the coordination of their telecommunication planners with Viking Project telecommunications analysts in the planning and execution of complex Viking Orbiter sequences are discussed.

Taylor, F. H. J.↗