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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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NASA NTRS2010

Space Flight Resource Management for ISS Operations

Although the astronaut training flow for the International Space Station (ISS) spans 2 years, each astronaut or cosmonaut often spends most of their training alone. Rarely is it operationally feasible for all six ISS crewmembers to train together, even more unlikely that crewmembers can practice living together before launch. Likewise, ISS Flight Controller training spans 18 months of learning to manage incredibly complex systems remotely in plug-and-play ground teams that have little to no exposure to crewmembers before a mission. How then do all of these people quickly become a team - a team that must respond flexibly yet decisively to a variety of situations? The answer implemented at NASA is Space Flight Resource Management (SFRM), the so-called "soft skills" or team performance skills. Based on Crew Resource Management, SFRM was developed first for shuttle astronauts and focused on managing human errors during time-critical events (Rogers, et al. 2002). Given the nature of life on ISS, the scope of SFRM for ISS broadened to include teamwork during prolonged and routine operations (O'Keefe, 2008). The ISS SFRM model resembles a star with one competency for each point: Communication, Cross-Culture, Teamwork, Decision Making, Team Care, Leadership/Followership, Conflict Management, and Situation Awareness. These eight competencies were developed with international participation by the Human Behavior and Performance Training Working Group. Over the last two years, these competencies have been used to build a multi-modal SFRM training flow for astronaut candidates and flight controllers that integrates team performance skills into the practice of technical skills. Preliminary results show trainee skill increases as the flow progresses; and participants find the training invaluable to performing well and staying healthy during ISS operations. Future development of SFRM training will aim to help support indirect handovers as ISS operations evolve further with the retirement of the Space Shuttle Program.

Schmidt, Lacey L.↗

NASA NTRS2012

Managing the Right Projects: Best Practices to Align Project and Corporate Strategies

If there's a human endeavor that exemplifies teamwork, it is space exploration. And that teamwork absolutely cannot happen effectively if the boots on the ground the people doing the work - don't understand how their work aligns with the larger goal. This presentation will discuss some best management practices from NASA's Marshall Space Flight Center that have succeeded in helping employees become informed, engaged and committed to the space agency's important missions. Specific topics include: Alignment Criteria: Linking Projects To Corporate Strategy. Resource Management: Best Practices For Resource Management. Strategic Analysis: Supporting Decision Making In A Changing Environment. Communication Strategies: Best Practices To Communicate Change. Benefits Achieved And Lessons Learned.

Watkins, Bobby↗

NASA NTRS2017

Application of Human-Autonomy Teaming to an Advanced Ground Station for Reduced Crew Operations

Within human factors there is burgeoning interest in the "human-autonomy teaming" (HAT) concept as a way to address the challenges of interacting with complex, increasingly autonomous systems. The HAT concept comes out of an aspiration to interact with increasingly autonomous systems as a team member, rather than simply use automation as a tool. The authors, and others, have proposed core tenets for HAT that include bi-directional communication, automation and system transparency, and advanced coordination between human and automated teammates via predefined, dynamic task sequences known as "plays." It is believed that, with proper implementation, HAT should foster appropriate teamwork, thus increasing trust and reliance on the system, which in turn will reduce workload, increase situation awareness, and improve performance. To this end, HAT has been demonstrated and/or studied in multiple applications including search and rescue operations, healthcare and medicine, autonomous vehicles, photography, and aviation. The current paper presents one such effort to apply HAT. It details the design of a HAT agent, developed by Human Automation Teaming Solutions, Inc., to facilitate teamwork between the automation and the human operator of an advanced ground dispatch station. This dispatch station was developed to support a NASA project investigating a concept called Reduced Crew Operations (RCO); consequently, we have named the agent R-HATS. Part of the RCO concept involves a ground operator providing enhanced support to a large number of aircraft with a single pilot on the flight deck. When assisted by R-HATS, operators can monitor and support or manage a large number of aircraft and use plays to respond in real-time to complicated, workload-intensive events (e.g., an airport closure). A play is a plan that encapsulates goals, tasks, and a task allocation strategy appropriate for a particular situation. In the current implementation, when a play is initiated by a user, R-HATS determines what tasks need to be completed and has the ability to autonomously execute them (e.g., determining diversion options and uplinking new routes to aircraft) when it is safe and appropriate. R-HATS has been designed to both support end users and researchers in RCO and HAT. Additionally, R-HATS and its underlying architecture were developed with generalizability in mind as a modular software applicable outside of RCO/aviation domains. This paper will also discuss future further development and testing of RHATS.

automation↗

DOE OSTI2024

Best practices: Organizational execution

This article, the fourth and final installment in the DOE–IDEA series, focuses on organizational execution and how strong management practices, teamwork, and preparedness contribute to successful district energy systems. It highlights case studies from Ashley Energy and Cornell University to illustrate effective operational strategies. Ashley Energy demonstrates the importance of emergency preparedness and rapid response. After a major flood disrupted its plant, the organization restored service in under 72 hours by relying on pre-established plans, vendor relationships, and trained staff. The case emphasizes proactive contingency planning, understanding insurance processes, and empowering skilled personnel to improvise during crises. Cornell University’s example highlights the role of collaboration and transparency in long-term success. Its district energy system benefits from strong data sharing, real-time energy monitoring, and active involvement of faculty and students in system planning and innovation. This culture of teamwork and data-driven decision-making supports sustainability goals and continuous system improvement. Overall, the article shows that effective organizational execution—through preparedness, collaboration, and data transparency—is essential for maintaining reliable, efficient, and sustainable district energy systems.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗

NASA NTRS2012

Using Collaborative Engineering to Inform Collaboration Engineering

Collaboration is a critical competency for modern organizations as they struggle to compete in an increasingly complex, global environment. A large body of research on collaboration in the workplace focuses both on teams, investigating how groups use teamwork to perform their task work, and on the use of information systems to support team processes ("collaboration engineering"). This research essay presents collaboration from an engineering perspective ("collaborative engineering"). It uses examples from professional and student engineering teams to illustrate key differences in collaborative versus collaboration engineering and investigates how challenges in the former can inform opportunities for the latter.

Collaboration Engineering↗

DOE OSTI2024

Electronic Visualization Laboratory's 50th Anniversary Retrospective: Look to the Future, Build on the Past

September 2023 marks the 50th anniversary of the Electronic Visualization Laboratory (EVL) at University of Illinois Chicago (UIC). EVL's introduction of the CAVE Automatic Virtual Environment in 1992, the first widely replicated, projection-based, walk-in, virtual-reality (VR) system in the world, put EVL at the forefront of collaborative, immersive data exploration and analytics. However, the journey did not begin then. Since its founding in 1973, EVL has been developing tools and techniques for real-time, interactive visualizations—pillars of VR. But EVL's culture is also relevant to its successes, as it has always been an interdisciplinary lab that fosters teamwork, where each person's expertise contributes to the development of the necessary tools, hardware, system software, applications, and human interface models to solve problems. Over the years, as multidisciplinary collaborations evolved and advanced scientific instruments and data resources were distributed globally, the need to access and share data and visualizations while working with colleagues, local and remote, synchronous and asynchronous, also became important fields of study. This paper is a retrospective of EVL's past 50 years that surveys the many networked, immersive, collaborative visualization and VR systems and applications it developed and deployed, as well as lessons learned and future plans.

Johnson, Andrew E.↗

NASA NTRS1972

Unmanned space project management: Surveyor and lunar orbiter

An analysis of the management of two major NASA projects, Surveyor and Lunar Orbiter is presented. The analysis reflects the comments and criticisms of many NASA officials who were responsible for various phases of the projects as well as comments by knowledgeable persons outside NASA. Findings are submitted with respect to; (1) environment, (2) role of individuals, (3) teamwork, (4) roles and missions, (5) organization, and (6) cost performance.

Kloman, E. H.↗

NASA NTRS1983

Structural optimization - Challenges and opportunities

A review of developments in structural optimization techniques and their interface with growing computer capabilities is presented. Structural design steps comprise functional definition of an object, an evaluation phase wherein external influences are quantified, selection of the design concept, material, object geometry, and the internal layout, and quantification of the physical characteristics. Optimization of a fully stressed design is facilitated by use of nonlinear mathematical programming which permits automated definition of the physics of a problem. Design iterations terminate when convergence is acquired between mathematical and physical criteria. A constrained minimum algorithm has been formulated using an Augmented Lagrangian approach and a generalized reduced gradient to obtain fast convergence. Various approximation techniques are mentioned. The synergistic application of all the methods surveyed requires multidisciplinary teamwork during a design effort.

Sobieszczanski-Sobieski, J.↗

NASA NTRS1984

Structural optimization: Challenges and opportunities

Sobieszczanski-Sobieski, J.↗

NASA NTRS1984

Preparing for the unexpected - A psychologist's case for improved training

In the procedures designed to minimize human errors that lead to aircraft incidents, the improved human factor engineering and automation approaches must be supplemented by new training methods. Changes are suggested in the preprogrammed training principles which are currently based almost exclusively on the procedures-oriented environment, with insufficient training for cognitive processing and awareness. Use of the Line-Oriented Flight Training procedure, in which a training simulator is supplemented by a highly structured script or scenario to simulate the total line operational environment for the purpose of simultaneously training the entire flight crew, offers one way of providing pilots and other crewmembers with the experience of dealing with unexpected or stressful events. Of primary importance is maximal coordination between the aircraft captain and other crewmembers during the flight, which puts emphasis on the importance of teamwork and personal relations among all other crewmembers. The current FARs governing training and proficiency will have to be modified to accommodate new training appoaches.

Foushee, H. C.↗

NASA NTRS1988

Crew productivity issues in long-duration space flight

Considerable evidence suggests the importance of teamwork, coordination, and conflict resolution to the performance and survival of isolated, confined groups in high-technology environments. With the advent of long-duration space flight, group-related issues of crew functioning will take on added significance. This paper discusses the influence of crew roles, status, leadership, and norms on the performance of small, confined groups, and offers guidelines and suggestions regarding organizational design, crew selection, training, and team building for crew productivity and social well-being in long-duration spaceflight.

Nicholas, John M.↗

NASA NTRS1986

Integrating automated structured analysis and design with Ada programming support environments

Ada Programming Support Environments (APSE) include many powerful tools that address the implementation of Ada code. These tools do not address the entire software development process. Structured analysis is a methodology that addresses the creation of complete and accurate system specifications. Structured design takes a specification and derives a plan to decompose the system subcomponents, and provides heuristics to optimize the software design to minimize errors and maintenance. It can also produce the creation of useable modules. Studies have shown that most software errors result from poor system specifications, and that these errors also become more expensive to fix as the development process continues. Structured analysis and design help to uncover error in the early stages of development. The APSE tools help to insure that the code produced is correct, and aid in finding obscure coding errors. However, they do not have the capability to detect errors in specifications or to detect poor designs. An automated system for structured analysis and design TEAMWORK, which can be integrated with an APSE to support software systems development from specification through implementation is described. These tools completement each other to help developers improve quality and productivity, as well as to reduce development and maintenance costs. Complete system documentation and reusable code also resultss from the use of these tools. Integrating an APSE with automated tools for structured analysis and design provide capabilities and advantages beyond those realized with any of these systems used by themselves.

Hecht, Alan↗

NASA NTRS1989

The importance of batteries in unmanned missions

The planetary program has historically used batteries to supply peak power needs for mission specific applications. Any time that additional power has been required in order to meet peak power demands or those applications where only limited amounts of power were required, batteries have always been used. Up until the mid to late 70's they have performed their task admirably. Recently, however, we have all become aware of the growing problem of developing reliable NiCd batteries for long mission and high cycle life applications. Here, the role rechargeable batteries will play for future planetary and earth observing spacecraft is discussed. In conclusion, NiCds have been and will continue to be the mainstay of the power system engineers tools for peak power production. Recent experience has tarnished its once sterling reputation. However, the industry has stood up to this challenge and implemented wide ranging plans to rectify the situation. These efforts should be applauded and supported as new designs and materials become available. In addition, project managers must become aware of their responsibility to test their batteries and insure quality and mission operating characteristics. Without this teamwork, the role of NiCds in the future will diminish, and other batteries, not as optimum for high performance applications (low mass and volume) will take their place.

Klein, John W.↗

NASA NTRS1990

The aerospace plane design challenge: Credible computational fluid dynamics results

Computational fluid dynamics (CFD) is necessary in the design processes of all current aerospace plane programs. Single-stage-to-orbit (STTO) aerospace planes with air-breathing supersonic combustion are going to be largely designed by means of CFD. The challenge of the aerospace plane design is to provide credible CFD results to work from, to assess the risk associated with the use of those results, and to certify CFD codes that produce credible results. To establish the credibility of CFD results used in design, the following topics are discussed: CFD validation vis-a-vis measurable fluid dynamics (MFD) validation; responsibility for credibility; credibility requirement; and a guide for establishing credibility. Quantification of CFD uncertainties helps to assess success risk and safety risks, and the development of CFD as a design tool requires code certification. This challenge is managed by designing the designers to use CFD effectively, by ensuring quality control, and by balancing the design process. For designing the designers, the following topics are discussed: how CFD design technology is developed; the reasons Japanese companies, by and large, produce goods of higher quality than the U.S. counterparts; teamwork as a new way of doing business; and how ideas, quality, and teaming can be brought together. Quality control for reducing the loss imparted to the society begins with the quality of the CFD results used in the design process, and balancing the design process means using a judicious balance of CFD and MFD.

Mehta, Unmeel B.↗

NASA NTRS1991

Electronic collaboration: Some effects of telecommunication media and machine intelligence on team performance

Both NASA and DoD have had a long standing interest in teamwork, distributed decision making, and automation. While research on these topics has been pursued independently, it is becoming increasingly clear that the integration of social, cognitive, and human factors engineering principles will be necessary to meet the challenges of highly sophisticated scientific and military programs of the future. Images of human/intelligent-machine electronic collaboration were drawn from NASA and Air Force reports as well as from other sources. Here, areas of common concern are highlighted. A description of the author's research program testing a 'psychological distancing' model of electronic media effects and human/expert system collaboration is given.

Wellens, A. Rodney↗

NASA NTRS1990

Application of structured analysis to a telerobotic system

The analysis and evaluation of a multiple arm telerobotic research and demonstration system developed by the NASA Intelligent Systems Research Laboratory (ISRL) is described. Structured analysis techniques were used to develop a detailed requirements model of an existing telerobotic testbed. Performance models generated during this process were used to further evaluate the total system. A commercial CASE tool called Teamwork was used to carry out the structured analysis and development of the functional requirements model. A structured analysis and design process using the ISRL telerobotic system as a model is described. Evaluation of this system focused on the identification of bottlenecks in this implementation. The results demonstrate that the use of structured methods and analysis tools can give useful performance information early in a design cycle. This information can be used to ensure that the proposed system meets its design requirements before it is built.

Dashman, Eric↗

NASA NTRS1990

NASA total quality management 1989 accomplishments report

NASA and contractor employees achieved many notable improvements in 1989. The highlights of those improvements, described in this seventh annual Accomplishments Report, demonstrate that the people who support NASA's activities are getting more involved in quality and continuous improvement efforts. Their gains solidly support NASA's and this Nation's goal to remain a leader in space exploration and in world-wide market competition, and, when communicated to others through avenues such as this report, foster improvement efforts across government and industry. The principles in practice which led to these process refinements are important cultural elements to any organization's productivity and quality efforts. The categories in this report reflect NASA principles set forth in the 1980's and are more commonly known today as Total Quality Management (TQM): top management leadership and support; strategic planning; focus on the customer; employee training and recognition; employee empowerment and teamwork; measurement and analysis; and quality assurance.

Tai, Betty P.↗

NASA NTRS1990

NASA total quality management 1989 accomplishments report

Described here are the accomplishments of NASA as a result of the use of Total Quality Management (TQM). The principles in practice which led to these process refinements are important cultural elements to any organization's productivity and quality efforts. The categories of TQM discussed here are top management leadership and support, strategic planning, focus on the customer, employee training and recognition, employee empowerment and teamwork, measurement and analysis, and quality assurance.

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