A FAIR deal: Member countries break impasse on stalled antiproton and ion research center
Antiproton researchers—who are responsible for the “A” in FAIR—are especially relieved that the project will stay intact.
99 GENERAL AND MISCELLANEOUS↗
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Results for “Program management”
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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Stop managing people, start managing agreements - 15081
One definition of management in business and organizations is: 'the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively'. Unfortunately, what it takes to coordinate (literally, to create order together) is beyond the scope of today's management tools. The top five management tools in the world, according to a Bain 2013 survey, are: Strategic Planning; Customer Relationship Management; Employee Engagement Surveys; Benchmarking; and Balanced Scorecard. These are useful tools in business and organizations, but do not help managers coordinate the complex performance networks of agreements with resource providers, team members, and internal and external user-customers and authorities required to accomplish group or organizational goals. How do we manage such a network? While coordination is increasingly necessary in today's world of work, it is also a much neglected area of serious study because it is, almost literally, an invisible phenomenon. We can observe people inside groups, as well as their activities and results, but coordination is a product of managing what is going on between groups, not inside them. The challenge is making that in-between visible and actionable, not just 'white space'. A solution: define a Team's performance as agreements - and deliveries on the agreements - for products, services, and communications - the things moving between a Team and its immediate circle of resource providers, customers, and authorities relevant to a goal. This approach has been shown to reduce operational costs while also increasing team members' recognition of their interdependent responsibilities. Managers and Team leaders can then turn any Team goal into an opportunity for accomplishment in three steps: 1. Define 'performance' in terms of deliverable products, services, and communications for every goal; 2. Keep performance status current and visible to all team members; and 3. Debrief and update performance status routinely. Teamwork and engagement in goal accomplishment require a focus on Sender-Receiver agreements, productive communication, and timely and accurate status-tracking and feedback. Sustaining the context for accomplishment is not about managing people - it requires supporting coordination for the network of agreements in which people operate. (authors)
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
Managing Hanford's Direct Feed Low Activity Waste Program - 20002
The Office of River Protection (ORP) is responsible for the management and completion of the River Protection Project (RPP) mission, which comprises both the Hanford Site tank farms operations and the completion and operation of the Waste Treatment and Immobilization Plant Project. The RPP mission is to safely retrieve, treat, and immobilize Hanford's high-level and low-activity tank waste and close the tank farms to protect the Columbia River. The Direct-Feed Low-Activity Waste (DFLAW) Program is a major subset of the overall RPP mission, providing disposition of low-activity waste. The scope is to retrieve, treat, and immobilize the low-activity waste at the Low-Activity Waste Facility. DFLAW will begin operations no later than December 2023. The DFLAW Program overarches a suite of individual projects, activities, and infrastructure upgrades. The major projects and activities include multiple contractors under both ORP and the Richland Operations Office, underscoring the need for effective integration, coordination, and collaboration. The objectives of the DFLAW Program leadership team are to: - Effectively coordinate and integrate the projects that comprise the DFLAW Program - Manage the interfaces between the projects so that the integrated DFLAW Program is completed successfully - Ensure the DFLAW portfolio of projects operate as required without gaps or conflicts at the interfaces. DOE is accomplishing these objectives through a newly established leadership model that integrates the DOE and contractor work streams and promotes a teamwork model to enable collaborative success. Long considered one of the most formidable cleanup challenges at Hanford, the Department of Energy and its contractors are on the verge of achieving a cleanup commitment that has been decades in the making. DOE is preparing to vitrify (turn to glass) Hanford's chemical and radioactive tank waste using the DFLAW process. The Modified Consent Decree milestone for completing hot commissioning of the Hanford Site's Low- Activity Waste Facility is Dec. 31, 2023. While this milestone may seem distant under normal project management circumstances, it is a relatively short period of time for the operational and cultural transformation necessary to successfully begin treating tank waste at Hanford. Direct feed means separating the waste at a tank farm to remove the more radioactive portion (i.e., solids and cesium) so that the resulting low-activity (less radioactive) waste can be fed directly to the Waste Treatment and Immobilization Plant's Low-Activity Waste Facility. Starting DFLAW will require a singular, intensive leadership focus, along with a sustained, collective commitment to excellence and teamwork by the Department and its contractors. Major upgrades to Hanford's infrastructure will occur prior to startup. Supporting DFLAW operations requires significant integration between the DFLAW facilities - the Waste Treatment Plant, Hanford's tank farms, effluent treatment facilities, disposal facilities - and between all of the site contractors to achieve success. (authors)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
Modeling Combined Heat and Power Systems in REopt
This webinar will explore how the National Laboratory of the Rockies' REopt(R) web tool can evaluate the techno-economics of combined heat and power (CHP) technologies and systems to assess performance and financial viability. REopt can analyze both standalone CHP systems, and systems paired with other on-site energy resources. Participants will gain practical insights into using REopt to optimize site energy strategies, reduce energy costs, and improve site energy security and outage recovery.
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
Kickstart Your Federal Microgrid Project: Financing Opportunities and Best Practices
Fact sheet provides an overview and actionable next steps in the microgrid implementation process.
Mears, Richard [US Department of Energy (USDOE) Fe↗
Cultural Resource Management Plan for Brookhaven National Laboratory
The Cultural Resource Management Plan (CRMP) for Brookhaven National Laboratory (BNL) provides an organized guide that describes or references the facets and interrelationships of cultural resources at BNL. Management strategies included within this CRMP are designed to adequately identify the cultural resources that BNL and DOE consider significant and to acknowledge associated management actions. A principal objective of the CRMP is to reduce the need for additional regulatory documents and to serve as the basis for a formal agreement between the DOE and the New York State Historic Preservation Officer (NYSHPO). The BNL CRMP is designed to be a “living document.” Each section includes identified gaps in the management plan, with proposed goals and actions for addressing each gap. The plan will be periodically revised to incorporate new documentation. The current (2023) update incorporates new findings and/or updated text based on completed or ongoing projects related to cultural resources at BNL since inception of the last updated CRMP in 2013. Historically, Brookhaven National Laboratory had little need for cultural resource management because many of its buildings were less than 50 years old. Most of the features that are potentially eligible for inclusion in the National Register of Historic Places were protected simply by avoiding the features. Compliance with cultural resource laws and regulations has included archeological surveys, such as those associated with the 1977 Final Environmental Impact Statement for Brookhaven National Laboratory and the 1978 Final Environmental Impact Statement for the Proton-Proton Storage Accelerator Facility (ISABELLE). In 1979, World War I trenches associated with the former Camp Upton and located near ISABELLE were determined to be eligible for inclusion in the National Register of Historic Places; however, many of these trenches had been destroyed by construction work. In 1991, the NYSHPO provided BNL with a letter indicating that only three structures and features were likely to be eligible for inclusion in the National Register of Historic Places. Between 1991 and 1999, little work associated with cultural resource management was accomplished. Beginning in 1999, awareness for the need of a program to manage cultural resources grew out of the realization that over half of the buildings at BNL were either 50 years old or were reaching that age and were, therefore, subject to the requirements in Section 106 of the National Historic Preservation Act. This fact, concomitant with the decontamination and decommissioning of the Brookhaven Graphite Research Reactor (BGRR) and the subsequent determination of BGRR’s eligibility for listing as an historical site, fueled the need for developing and implementing a more structured program for managing cultural resources at BNL.
54 ENVIRONMENTAL SCIENCES↗
Routing Options for Transporting Commercial Spent Nuclear Fuel in the Continental United States - 17504
The U.S. Department of Energy (DOE) has a goal to develop solutions for the long-term, sustainable management of the nation's spent nuclear fuel and high-level radioactive waste. The DOE is planning for an integrated waste management system to transport, store, and dispose of spent nuclear fuel and high-level radioactive waste from commercial electricity generation, as well national defense activities. The DOE Office of Nuclear Energy (DOE-NE), Office of Spent Fuel and Waste Disposition's (SFWD) Integrated Waste Management (IWM) program is applying integrated waste management system analysis, system engineering, and decision analysis principles to inform future decisions regarding potential future nuclear waste management system architectures. Integrated waste management system architecture analyses are being conducted to support the future deployment of a comprehensive system for managing nuclear waste that considers all aspects of the back-end of the nuclear fuel cycle (transportation, storage, and disposal). One aspect of a potential future nuclear waste management system is transportation of spent nuclear fuel from the fleet of commercial nuclear reactors to destinations where waste management facilities, such as an interim storage facility, would be located. Example rail transportation routes from commercial nuclear reactor sites to various locations in the continental U.S. - chosen as hypothetical locations for future waste management system facilities - were evaluated in 2014 using DOE's GIS-based Stakeholder Tool for Assessing Radioactive Transportation (START). The objective of that evaluation was to identify and parameterize generic transportation routes for use in integrated waste management system analyses, the associated uncertainty in these selections, and the uncertainty associated with different transportation route selection criteria. The analysis presented herein considers rail transportation routes from commercial nuclear reactor sites to hypothetical destinations within the continental U.S. (authors)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
A Scalable and Distributed Algorithm for Managing Residential Demand Response Programs using Alternating Direction Method of Multipliers (ADMM)
For effective engagement of residential demand-side resources and to ensure efficient operation of distribution networks, we must overcome the challenges of controlling and coordinating residential components and devices at scale. To overcome this challenge, we present a distributed and scalable algorithm with a three-level hierarchical information exchange architecture for managing the residential demand response programs. First, a centralized optimization model is formulated to maximize community social welfare. Then, this centralized model is solved in a distributed manner with alternating direction method of multipliers (ADMM) by decomposing the original problem to utility-level and house-level problems. The information exchange between the different layers is limited to the primary residual (i.e., supply-demand mismatch), Lagrangian multipliers, and the total load of each house to protect each customer’s privacy. Simulation studies are performed on the IEEE 33 bus test system with 605 residential customers. The results demonstrate that the proposed approach can save customers’ electricity bills and reduce the peak load at the utility level without much affecting customers’ comfort and privacy. Finally, a quantitative comparison of the distributed and centralized algorithms shows the scalability advantage of the proposed ADMM-based approach, and it gives benchmarking results with achievable value for future research works.
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Comparison of Optimal Energy Management Strategies Using Dynamic Programming, Model Predictive Control, and Constant Velocity Prediction
Due to the recent advancements in autonomous vehicle technology, future vehicle velocity predictions are becoming more robust which allows fuel economy (FE) improvements in hybrid electric vehicles through optimal energy management strategies (EMS). A realworld highway drive cycle (DC) and a controls-oriented 2017 Toyota Prius Prime model are used to study potential FE improvements. We proposed three important metrics for comparison: (1) perfect full drive cycle prediction using dynamic programming, (2) 10-second prediction horizon model predictive control (MPC), and (3) 10-second constant velocity prediction. These different velocity predictions are put into an optimal EMS derivation algorithm to derive optimal engine torque and engine speed. The results show that the constant velocity prediction algorithm outperformed the baseline control strategy but underperformed the MPC strategy with an average 1.58% and 2.45% of FE improvement with highway and city-highway DC. Also, using a 10-second prediction window MPC strategy provided FE improvement results close to the full drive cycle prediction case. MPC has the potential to achieve 60%-65% and 70% - 80% of global FE improvement over highway and city-highway DC respectively.
Patel, Amol Arvind↗
Comparison of Optimal Energy Management Strategies Using Dynamic Programming, Model Predictive Control, and Constant Velocity Prediction
Due to the recent advancements in autonomous vehicle technology, future vehicle velocity predictions are becoming more robust which allows fuel economy (FE) improvements in hybrid electric vehicles through optimal energy management strategies (EMS). A real- world highway drive cycle (DC) and a controls-oriented 2017 Toyota Prius Prime model are used to study potential FE improvements. We proposed three important metrics for comparison: (1) perfect full drive cycle prediction using dynamic programming, (2) 10-second prediction horizon model predictive control (MPC), and (3) 10-second constant velocity prediction. These different velocity predictions are put into an optimal EMS derivation algorithm to derive optimal engine torque and engine speed. The results show that the constant velocity prediction algorithm outperformed the baseline control strategy but underperformed the MPC strategy with an average 1.58% and 2.45% of FE improvement with highway and city-highway DC. Also, using a 10-second prediction window MPC strategy provided FE improvement results close to the full drive cycle prediction case. MPC has the potential to achieve 60%-65% and 70% - 80% of global FE improvement over highway and city-highway DC respectively.
Patel, Amol Arvind↗
City of Phoenix - Energize Phoenix Program
Energize Phoenix (EPHX) was designed as an ambitious, large-scale, three-year pilot program to provide energy efficiency upgrades in buildings, along Phoenix’s new Light Rail Corridor – part of a federal effort to reduce energy consumption and stimulate job growth, while simultaneously reducing the country’s carbon footprint and promoting a shift towards a green economy. The program was created through a 2010 competitive grant awarded to the City of Phoenix who managed the program in partnership with Arizona State University (ASU), the state’s largest university, and Arizona Public Service (APS), the state’s largest electricity provider. The U.S. Department of Energy (DOE) Better Buildings Neighborhood Program (BBNP) and the American Recovery and Reinvestment Act (ARRA) of 2009 provided $25M in funding for the EPHX program. The Light Rail Corridor runs through the heart of downtown Phoenix, making most high-rise and smaller commercial buildings eligible to participate in the EPHX program, along with a diverse mix of single and multi-family residential buildings. To ensure maximum impact and deeper market penetration, Energize Phoenix was subdivided into three unique parts: i. commercial rebate program, ii. commercial financing program, and iii. residential program Each component was managed by the City of Phoenix in partnership with APS. Phoenix was fortunate to partner with APS, which already operated robust commercial and residential rebate programs within its service territory. Phoenix tapped into the existing utility contractor network, provided specific training to over 100 contracting firms, and leveraged the APS rebate program structure (energy efficiency funding) to launch the EPHX commercial and residential rebate programs. The commercial finance program was coordinated and managed through a contract with National Bank of Arizona, NBAZ, which also provided project capital leveraging EPHX finance funds. Working in unison, approved contractors jointly produced more than 161,000 labor hours in pursuit of EPHX goals over the life of the project. Labor hours were spread among electricians, heating, ventilating and air-conditioning (HVAC) technicians, marketing professionals, engineers, sales, and administrative support staff across the approved contractor workforce. Program participants received both the utility rebate along with the EPHX rebate, and depending on project size and utility rebate structure some projects resulted in low to no-cost upgrades for customers. Phoenix also partnered with ASU, a grant sub-recipient, to leverage the institution’s expertise in research and data analysis. In this partnership, ASU accepted marketing responsibilities for the grant and partnered with DRA Communications (DRA), a Phoenix-based marketing firm, to create and communicate the message out to the marketplace. The EPHX program has completed its energy upgrade activities. A review of the work completed by ASU revealed that the EPHX program substantially exceeded the program’s stated goals by retrofitting/upgrading over 33 million sq ft of commercial space (30 million sq ft goal exceeded by 11%) and 2,014 residential units (1,700 unit goal exceeded by 18%) along the Light Rail Corridor. The program helped stimulate economic growth by adding $31million to the local economy and enhanced an already robust energy efficiency contractor network. This contractor network will continue to promote utility energy incentives to sustain energy efficiency upgrade activities in the future. Finally, EPHX helped reduce participants annual energy consumption by 135 million kilowatt-hour (kWh) translating into over $12.5 million of annual energy cost avoidance for the community. This also resulted in projected payback period of 4.5 years for total investment by all parties and reduced greenhouse gas emissions by over 95,000 metric tons of carbon dioxide equivalent (CO2e).
32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NS&T Managment Observations - 1st Quarter
The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.
46 INSTRUMENTATION RELATED TO NUCLEAR SCIENCE AND ↗
NS&T Management Observations: Quarterly Performance Analysis
The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY-14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.
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NS&T Management Observations - 3rd Quarter
The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.
99 GENERAL AND MISCELLANEOUS↗
NS&T Management Observations
The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.
99 GENERAL AND MISCELLANEOUS↗
An Integrated Paradigm for the Management of Delivery Risk in Electricity Markets: From Batteries to Insurance and Beyond
If power systems transition to integrate higher amounts of variable renewable energy sources, storage technologies, and distributed energy resources (DERs), new risk management frameworks are necessary to ensure cost-effective and reliable power system operations. Projects funded by the Advanced Research Projects Agency-Energy (ARPA-E) Performance-based Energy Resource Feedback, Optimization, and Risk Management (PERFORM) program aim to contribute new risk management frameworks by developing methods to quantify and manage risk at grid asset and system levels. The National Renewable Energy Laboratory (NREL) led a PERFORM project in collaboration with the Johns Hopkins University, the Electric Power Research Institute (EPRI), kWh Analytics, Packetized Energy, and Imperial Consultants (ICON). The project addressed two challenges related to risk management in electricity markets: managing net load imbalances and flexibility from DERs. This final technical report presents a list of project accomplishments, activities, and outputs.
24 POWER TRANSMISSION AND DISTRIBUTION↗
International Governmental Collaboration on Best Practice in Aging Infrastructure Management - 18027
Legacy nuclear sites in the US, UK and Canada are all facing a similar challenge of completing their operational and cleanup missions in parallel in a safe, efficient and cost-effective manner. Compounding the challenge is the fact that many important facilities are old with a significant level of deferred maintenance/capital needs, resulting in the need for a strategic approach to infrastructure management to ensure that maintenance and capital funding is directed at the highest priority items and that neither operations nor ongoing Decontamination and Decommissioning (D and D) activities are compromised. To help address this challenge, a Technical Information Exchange meeting was held in Ottawa, Canada in early June 2017 which brought together responsible parties from; - Government agencies including the UK Nuclear Decommissioning Authority (NDA), US Department of Energy Environmental Management (DOE EM), US National Nuclear Security Administration (NNSA), Atomic Energy of Canada Ltd (AECL) and Canadian Department of Defense - Implementers and other Government entities including Savannah River National Laboratory, Idaho National Laboratory and Canadian Nuclear Laboratories (CNL) - Associations including representation on behalf of the Institute of Asset Management and; - Contractors including Mission Support Alliance, Mott McDonald, and Longenecker and Associates The objective of this meeting was to share information about respective 'best practices' and to begin to develop common approaches to the prioritization and management of aging infrastructure investment across the organizations. The exchange focused on identifying common critical issues which were discussed through a series of presentations and small group discussions. The outcome from the meeting was an improved understanding by all participants of the latest approaches being applied to Infrastructure Asset Management and the formation of four International Working Groups which now meet on a regular (4-6 week) basis to share lessons learned and to develop international best practice in their area of interest. This paper details; - the issues and challenges that were identified during the meeting - how these were assimilated and distilled into discrete areas to enable formation of specific Working Groups - progress made by the Working Groups to date. (authors)
12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
Monitoring and Documentation of Forest Management Activities at Los Alamos National Laboratory
Forest management treatments at Los Alamos National Laboratory (LANL) are administered by the Emergency Management Division (EMD-DO) Wildland Fire Program within the Wildland Fire and Forest Management Program (WFFM Program or the Program). Open space forest inventory monitoring is conducted by Forest Health Program staff and students within the Environmental Stewardship Group (EPC-ES). The goals of the integrated Wildland Fire and Forest Management Program are to reduce impacts to Laboratory operations from climate driven events by implementing forest management and healthy forest initiatives such as forest thinning and erosion control. The LANL Wildland Fire Mitigation and Forest Health Plan (EMD PLAN-200, LA-UR-19-25122; LANL 2019) presents treatment standards for LANL property to meet the following goals: 1) Restore and maintain landscapes: LANL landscapes are resilient to disturbances; 2) Develop a fire-adapted community: LANL workforce, neighbors, and infrastructure can withstand a wildland fire without loss of life and property; 3) Ensure wildland fire mitigation implementation: All wildland fire mitigation working group organizations participate in making and implementing safe, effective, efficient risk-based wildland fire management decisions.
54 ENVIRONMENTAL SCIENCES↗