Search NASA⌕ Search

SEARCH · Search NASA

Results for “Strategic Development”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 613 records · Page 34
All sourcesNASA NTRSDOE OSTI
NASA NTRS1996

Mission to Planet Earth Strategic Enterprise Plan 1996-2002

Mission to Planet Earth's (MTPE's) first Strategic Enterprise Plan, issued in May 1995, defined the Agency's major goals and objectives as well as constraints. This update of the Strategic Enterprise Plan identifies the following major changes: a focused Science Research Plan that integrates space-based and in situ observational critical science to address critical science uncertainties; a technology infusion plan to reduce the cost of future missions; a series of flight opportunities to infuse new science into the overall program; and a tighter coupling between NASA and NOAA to reduce costs and to improve the overall program. Three important new initiatives are also under development and are described briefly in this plan: MTPE Education Strategy, MTPE Commercial Strategy, and an emerging concept for an Integrated Global Observing Strategy. This first update to the MTPE Strategic Enterprise Plan captures these new developments, and takes a significant step forward in planning this complex Earth system science endeavor. The plan and other information on MTPE may be viewed via the Internet at http://www.hq.nasa.gov/office/mtpe/.

Source record↗
NASA NTRSDate not supplied

Astrophysics Strategic Technology Gaps Following the 2020 Decadal Survey

The Decadal Survey on Astronomy and Astrophysics 2020, "Pathways to Discovery in Astronomy and Astrophysics for the 2020s," recommended a suite of compelling missions, including a 6m-class IR/Optical/UV observatory for exoplanet characterization and general astrophysics studies, a far-IR flagship, an X-ray flagship, and three Probe missions. The proposed launch dates for these are: Early 2030s for the first Probe (X-ray or far-IR) Early 2040s for the next Probe (CMB or the one not launched before) Mid-2040s for the IR/O/UV Great Observatory The following decade(s) for the far-IR and X-ray Great Observatories. Such missions require technologies that far exceed today's state of the art. To begin developing and maturing technologies that enable and enhance such missions, NASA established the Strategic Astrophysics Technology (SAT) program. Where needed, direct-funded projects may supplement the SAT program.

PCOS COR ExEP Astro2020 technology gaps↗
DOE OSTI2023

Active High Assurance Authentication Protocol (AHAAP)

The AHAAP Maturation Project involves maturation and evaluation of a patented zero-trust tamper-resistant high-assurance session-less dynamic and active device authentication protocol that simultaneously authenticates identity and provides integrity verification in a single step, substantially reducing the risk of cyberattack, and eliminating the need for costly and complex conventional communication security systems requirements (i.e., cryptography, Public Key Infrastructure (PKI), and key management). These cybersecurity attributes of the technology must be preserved when applying the technology to different cybersecurity solutions, including Command & Control (C&C), Over-the-Air (OTA) update, Common Access Card (CAC), and distributed energy resource (DER) implementations, among others. The technology research objective is to test and verify that the cybersecurity attributes of the technology are not degraded in different cybersecurity applications. The primary technology development objective is to build minimum viable products to demonstrate the technology addresses today’s cybersecurity threats so that prospective investors, strategic partners, regulatory agencies, and commercial customers can interact with and assess the protection assured by the technology. The AHAAP Maturation Project goal is to develop, test, and validate one or more AHAAP implementations. The AHAAP Maturation Project tasks are: (i) engineer AHAAP implementation software, (ii) build a functional prototype that implements the AHAAP software for demonstration, testing, analysis, and evaluation purposes, and (iii) generate a report detailing the results of the AHAAP C&C software and hardware implementation. The final project deliverables are: (i) AHAAP software implementation and prototype, (ii) a report from Sandia National Laboratories detailing the results of the AHAAP implementations.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2023

Balancing renewable energy and river resources by moving from individual assessments of hydropower projects to energy system planning

As governments and non-state actors strive to minimize global warming, a primary strategy is the decarbonization of power systems which will require a massive increase in renewable electricity generation. Leading energy agencies forecast a doubling of global hydropower capacity as part of that necessary expansion of renewables. While hydropower provides generally low-carbon generation and can integrate variable renewables, such as wind and solar, into electrical grids, hydropower dams are one of the primary reasons that only one-third of the world’s major rivers remain free-flowing. This loss of free-flowing rivers has contributed to dramatic declines of migratory fish and sediment delivery to agriculturally productive deltas. Further, the reservoirs behind dams have displaced tens of millions of people. Thus, hydropower challenges the world’s efforts to meet climate targets while simultaneously achieving other Sustainable Development Goals. In this paper, we explore strategies to achieve the needed renewable energy expansion while sustaining the diverse social and environmental benefits of rivers. These strategies can be implemented at scales ranging from the individual project (environmental flows, fish passage and other site-level mitigation) to hydropower cascades to river basins and regional electrical power systems. While we review evidence that project-level management and mitigation can reduce environmental and social costs, we posit that the most effective scale for finding balanced solutions occurs at the scale of power systems. We further hypothesize that the pursuit of solutions at the system scale can also provide benefits for investors, developers and governments; evidence of benefits to these actors will be necessary for achieving broad uptake of the approaches described in this paper. We test this hypothesis through cases from Chile and Uganda that demonstrate the potential for system-scale power planning to allow countries to meet low-carbon energy targets with power systems that avoid damming high priority rivers (e.g., those that would cause conflicts with other social and environmental benefits) for a similar system cost as status quo approaches. We also show that, through reduction of risk and potential conflict, strategic planning of hydropower site selection can improve financial performance for investors and developers, with a case study from Colombia.

Opperman, Jeffrey J.↗
NASA NTRS1997

Summer High School Apprenticeship Research Program (SHARP)

The summer of 1997 will not only be noted by NASA for the mission to Mars by the Pathfinder but also for the 179 brilliant apprentices that participated in the SHARP Program. Apprentice participation increased 17% over last year's total of 153 participants. As indicated by the End-of-the-Program Evaluations, 96% of the programs' participants rated the summer experience from very good to excellent. The SHARP Management Team began the year by meeting in Cocoa Beach, Florida for the annual SHARP Planning Conference. Participants strengthened their Education Division Computer Aided Tracking System (EDCATS) skills, toured the world-renowned Kennedy Space Center, and took a journey into space during the Alien Encounter Exercise. The participants returned to their Centers with the same goals and objectives in mind. The 1997 SHARP Program goals were: (1) Utilize NASA's mission, unique facilities and specialized workforce to provide exposure, education, and enrichment experiences to expand participants' career horizons and inspire excellence in formal education and lifelong learning. (2) Develop and implement innovative education reform initiatives which support NASA's Education Strategic Plan and national education goals. (3) Utilize established statistical indicators to measure the effectiveness of SHARP's program goals. (4) Explore new recruiting methods which target the student population for which SHARP was specifically designed. (5) Increase the number of participants in the program. All of the SHARP Coordinators reported that the goals and objectives for the overall program as well as their individual program goals were achieved. Some of the goals and objectives for the Centers were: (1) To increase the students' awareness of science, mathematics, engineering, and computer technology; (2) To provide students with the opportunity to broaden their career objectives; and (3) To expose students to a variety of enrichment activities. Most of the Center goals and objectives were consistent with the overall program goals. Modem Technology Systems, Inc., was able to meet the SHARP Apprentices, Coordinators and Mentors during their site visits to Stennis Space Center, Ames Research Center and Dryden Flight Research Center. All three Centers had very efficient programs and adhered to SHARP's general guidelines and procedures. MTSI was able to meet the apprentices from the other Centers via satellite in July during the SHARP Video-Teleconference(ViTS). The ViTS offered the apprentices and the NASA and SHARP Coordinators the opportunity to introduce themselves. The apprentices from each Center presented topical "Cutting Edge Projects". Some of the accomplishments for the 1997 SHARP Program year included: MTSI hiring apprentices from four of the nine NASA Centers, the full utilization of the EDCATS by apprentices and NASA/SHARP Coordinators, the distribution of the SHARP Apprentice College and Scholarship Directory, a reunion with former apprentices from Langley Research Center and the development of a SHARP Recruitment Poster. MTSI developed another exciting newsletter containing graphics and articles submitted by the apprentices and the SHARP Management Team.

Source record↗
DOE OSTI2024

Advanced Laboratory and Field Arrays (ALFA)/Lab Collaboration Project (LCP) for Marine Energy (Final Scientific/Technical Report)

The objective of the Advanced Laboratory and Field Arrays (ALFA) project was to reduce the Levelized Cost of Energy (LCOE) of Marine and Hydrokinetic (MHK) energy by leveraging research, development, and testing capabilities at Oregon State University, University of Washington, and the University of Alaska, Fairbanks. ALFA is a project within the Pacific Marine Energy Center (PMEC; formerly NNMREC), a multi-institution entity with a diverse funding base that focuses on research and development for marine renewables. The ALFA project aimed to accelerate the development of next-generation arrays of wave energy conversion (WEC) and tidal energy conversion (TEC) devices through a suite of field-focused R&D activities spanning a broad range of strategic opportunity areas identified in the Funding Opportunity Announcement: • Device and/or array operation and maintenance (O&M) logistics development; • High-fidelity resource characterization and/or modeling technique development and validation; • Array-specific component technology development (e.g. moorings and foundations, transmission, and other offshore grid components); • Array performance testing and evaluation; and • Novel cost-effective environmental monitoring techniques and instrumentation testing and evaluation. The objective of the Lab Collaboration Project (LCP) was to accelerate the development of next-generation marine energy conversion systems. The LCP aimed to achieve these project objectives in collaboration with the national laboratories by: • Developing concept generation and assessment tools; • Improving access to existing testing resources; • Validating collision risk models between fish and turbines; and • Advancing analysis and simulation capabilities for wave-WEC interactions and PTO analysis in nonlinear ocean waves. The ALFA portion of the project was comprised of six overarching technical tasks: • Task 1: Debris Modeling, Detection and Mitigation; • Task 2: Autonomous Monitoring & Intervention; • Task 3: Resource Characterization for Extreme Conditions; • Task 4: Robust Models for Design of Offshore Anchoring and Mooring Systems; • Task 5: Performance Enhancement for Marine Energy Converter (MEC) Arrays; and • Task 6: Evaluating Sampling Techniques for MHK Biological Monitoring. The LCP was divided into four overarching technical tasks: • Task 7: Project Management and Reporting • Task 8: Novel Design and Assessment Methodologies for Wave Energy Converter Design (Wave- SPARC) • Task 9: Testing Access for Commercial Marine Renewable Energy Technology Developers • Task 10: Quantifying Collision Risk for Fish and Turbines • Task 11: Nonlinear Ocean Waves and PTO Control Strategy Each ALFA/LCP task listed above functioned as a separate and discreet project. A final Technical Report was written for each individual task and these reports were uploaded to OSTI, after receiving DOE approval. The following document is a compilation of each of these final, approved reports arranged as individual chapters.

13 HYDRO ENERGY↗
NASA NTRS2005

Proposed Project Selection Method for Human Support Research and Technology Development (HSR&TD)

The purpose of HSR&TD is to deliver human support technologies to the Exploration Systems Mission Directorate (ESMD) that will be selected for future missions. This requires identifying promising candidate technologies and advancing them in technology readiness until they are acceptable. HSR&TD must select an may of technology development projects, guide them, and either terminate or continue them, so as to maximize the resulting number of usable advanced human support technologies. This paper proposes an effective project scoring methodology to support managing the HSR&TD project portfolio. Researchers strongly disagree as to what are the best technology project selection methods, or even if there are any proven ones. Technology development is risky and outstanding achievements are rare and unpredictable. There is no simple formula for success. Organizations that are satisfied with their project selection approach typically use a mix of financial, strategic, and scoring methods in an open, established, explicit, formal process. This approach helps to build consensus and develop management insight. It encourages better project proposals by clarifying the desired project attributes. We propose a project scoring technique based on a method previously used in a federal laboratory and supported by recent research. Projects are ranked by their perceived relevance, risk, and return - a new 3 R's. Relevance is the degree to which the project objective supports the HSR&TD goal of developing usable advanced human support technologies. Risk is the estimated probability that the project will achieve its specific objective. Return is the reduction in mission life cycle cost obtained if the project is successful. If the project objective technology performs a new function with no current cost, its return is the estimated cash value of performing the new function. The proposed project selection scoring method includes definitions of the criteria, a project evaluation questionnaire, and a scoring formula.

Jones, Harry↗
NASA NTRS2017

Radioisotope Power Systems Program Status and Expectations

The Radioisotope Power Systems (RPS) Programs goal is to make RPS available for the exploration of the solar system in environments where conventional solar or chemical power generation is impractical or impossible to use to meet mission needs. To meet this goal, the RPS Program manages investments in RPS system development and RPS technologies. The RPS Program exists to support NASA's Science Mission Directorate (SMD). The RPS Program provides strategic leadership for RPS, enables the availability of RPS for use by the planetary science community, successfully executes RPS flight projects and mission deployments, maintains a robust technology development portfolio, manages RPS related National Environmental Policy Act (NEPA) and Nuclear Launch Safety (NLS) approval processes for SMD, maintains insight into the Department of Energy (DOE) implementation of NASA funded RPS production infrastructure operations, including implementation of the NASA funded Plutonium-238 production restart efforts. This paper will provide a status of recent RPS activities.

Radioisotope↗
NASA NTRS1998

RIACS

The Research Institute for Advanced Computer Science (RIACS) was established by the Universities Space Research Association (USRA) at the NASA Ames Research Center (ARC) on June 6, 1983. RIACS is privately operated by USRA, a consortium of universities that serves as a bridge between NASA and the academic community. Under a five-year co-operative agreement with NASA, research at RIACS is focused on areas that are strategically enabling to the Ames Research Center's role as NASA's Center of Excellence for Information Technology. Research is carried out by a staff of full-time scientist,augmented by visitors, students, post doctoral candidates and visiting university faculty. The primary mission of RIACS is charted to carry out research and development in computer science. This work is devoted in the main to tasks that are strategically enabling with respect to NASA's bold mission in space exploration and aeronautics. There are three foci for this work: Automated Reasoning. Human-Centered Computing. and High Performance Computing and Networking. RIACS has the additional goal of broadening the base of researcher in these areas of importance to the nation's space and aeronautics enterprises. Through its visiting scientist program, RIACS facilitates the participation of university-based researchers, including both faculty and students, in the research activities of NASA and RIACS. RIACS researchers work in close collaboration with NASA computer scientists on projects such as the Remote Agent Experiment on Deep Space One mission, and Super-Resolution Surface Modeling.

Moore, Robert C.↗
DOE OSTI2021

pnnl/grid_prediction

Two datadriven predictive approaches, namely, {\em Koopman Operator Theoretic (KOT)-based} model and {\em Graph Neural Network (GNN)-based model}, to enable effective power system state predictions. The KOT-based approaches (Robust DMD, deepDMD) capture the power system evolution as a linear dynamical system on an abstract space. The GNNs model the spatio-temporal correlations using graph convolutional network and are called Spatio-Temporal Graph Convolutional Network (STGCN). These predictive models are trained, tested and compared rigorously based on their predictions of frequencies in the IEEE 68 bus system when subjected to a disturbance. GridSTAGE framework developed at Pacific Northwest National Laboratory is leveraged to generate multiple datasets (in the form of PMU measurements) for training and testing by strategically creating load changes across the spatial locations of the network

Nandanoor, Sai Pushpak↗
NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) Knowledge Management (KM) Initiative

NASA Marshall Space Flight Center's Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities within the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center of Excellence (AISCE), lntergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KNI implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to suppo~th e planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have beon pedormed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural1KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level svstems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, - evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗
NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) KM Initiative

NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗
NASA NTRS1981

NTF and the Department of Defense

The relationship of the National Transonic Facility (NTF) to the Department of Defense (DOD) is discussed. Recognition of the need for the NTF capabilities were first encountered in military aircraft development. Several tactical aircrafts experienced the after body drag which was higher than predicted by small scale tests, resulting in less than desired transonic acceleration performance. It is necessary to understand the problem because flight efficiency is more important for military aircrafts. Improved cruise performance is required for the whole range of military mission. Factors that make cruise efficiency important include: (1) rapid deployment airlift capability; (2) self-deployment capability for tactical aircraft; (3) reduced tanker dependence for strategic aircraft. It is concluded that the continuing escalating cost of fuel mandates to develop aircraft that are as fuel efficient as possible. Other uses for NTF are outlined.

Siewert, R. F.↗
NASA NTRS1981

A new method for hardware/software integration of strategic systems - Case study of the Space Shuttle

An advanced system integrated self-test has been developed to provide dynamic checkout of all critical subsystems and hardware/software interfaces of the Space Shuttle during pre-launch ground testing. The system modifies hardware sensor data to represent a real flight scenario. This modified data then drives the flight software. The system was sucessfully utilized for three phases of Space Shuttle testing, and will be expanded for use as a maintenance tool.

Haque, S. I.↗
DOE OSTI2025

Building collaboration to advance our understanding of regional climate impacts of dust in California's San Joaquin Valley

This project successfully achieved its central objective of building collaborative research capabilities at UC Merced, a Hispanic-Serving Institution, to advance understanding of the regional climate impacts of dust in California's San Joaquin Valley. Through strategic partnerships with three DOE national laboratories (PNNL, LLNL, and LBNL), we developed critical expertise in the Energy Exascale Earth System Model (E3SM) and Atmospheric Radiation Measurement (ARM) facilities. Among the project's scientific contributions, one key publication includes demonstrating that fallowed agricultural lands are the primary source of anthropogenic dust in California's Central Valley, with dust activities increasing substantially between 2008 and 2022, in correlation with drought severity and expanded fallowed land coverage. This finding suggests that current climate models, including E3SM, likely underestimate the dust burden due to inadequate representation of agricultural land-use changes. Beyond the scientific contributions, the project successfully trained a PhD student, established ongoing collaborations resulting in multiple manuscripts in preparation, and positioned UC Merced to participate in the DUSTIEAIM campaign for 2026-2027, thereby building sustainable research capacity while addressing climate science questions directly relevant to the California Central Valley.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2026

Towards a Public Event Display for DUNE

The Deep Underground Neutrino Experiment (DUNE) is a next generation long baseline neutrino experiment based at Fermilab, with a near detector near the beam target and a Far Detector (FD) in South Dakota. As the experiment prepares for its first data runs, creating pathways for public engagement and data transparency is essential. We present the first-ever DUNE event display designed for public outreach and education. Developed using data from the ProtoDUNE detectors at the CERN Neutrino Platform, this tool provides an intuitive and interactive interface that allows non-experts to visualise and explore particle interactions in a Liquid Argon Time Projection Chamber (LArTPC). By translating raw experimental data into a browser-accessible format, we establish the essential infrastructure for DUNE’s pathway to open data. This talk will detail the technical development of the display, its current implementation with ProtoDUNE data, and the strategic roadmap for integrating it into DUNE’s long-term open-access framework.

Sabater, Eva [U. Sussex (main)] (ORCID:00090001748↗
DOE OSTI2020

A Conceptual Framework to Describe Energy Efficiency and Demand Response Interactions

Energy efficiency (EE) and demand response (DR) resources provide important utility systems and ratepayer benefits. At the same time, the rapid change in the amount and type of variable renewable energy, like solar and wind, is reshaping the role and economic value of EE and DR, and will likely affect the time-dependent valuation of EE and DR measures. Utilities are increasingly interested in integrating EE and DR measures as a strategic approach to improve their collective cost-effectiveness and performance. We develop a framework to identify the EE and DR attributes, system conditions, and technological factors that are likely to drive interactions between EE and DR. We apply the framework to example measures with different technology specifics in the context of different utility system conditions. We find that EE and DR interactions are likely driven by changes in discretionary load, the addition of controls or other capabilities to shift loads, and the coincidence of savings with system peak or load building periods. Our analysis suggests increasing complexity in evaluating EE and DR interactions when moving from standalone equipment to integrated systems. The framework can be applied to research on integrated building systems by grouping measures into portfolios with different likely implications for EE and DR interactions.

Satchwell, Andrew J. (ORCID:0000000244053599)↗
NASA NTRS1986

Voyager at Uranus

The engineering changes that had to be made in the Voyager 2 spacecraft in order to enable it to fly beyond the originally planned encounters with Jupiter and Saturn and the underlying engineering strategy leading to the encounter with Uranus are discussed. Fixes of the azimuth actuator failure, receiver failure, and memory failure, and capability upgrades of Image Data Compression, aperture augmentation protective coding, smear reduction, Image Motion Compensation, power management, and contingency planning are summarized. The use of the Computer Command Subsystem in the extension of the voyage is described. The ways in which the strategic priorities, including spacecraft preservation, protection of the near-encounter load, development of new ground and spacecraft capabilities, and repair or circumvention of existing spacecraft faults, were accomplished are reviewed, and the accomplishment of additional tasks is also discussed.

Mclaughlin, W. I.↗