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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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At least 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
NASA NTRS1972

Applicability of NASA contract quality management and failure mode effect analysis procedures to the USGS Outer Continental Shelf oil and gas lease management program

An approach that might be used for determining the applicability of NASA management techniques to benefit almost any type of down-to-earth enterprise is presented. A study was made to determine the following: (1) the practicality of adopting NASA contractual quality management techniques to the U.S. Geological Survey Outer Continental Shelf lease management function; (2) the applicability of failure mode effects analysis to the drilling, production, and delivery systems in use offshore; (3) the impact on industrial offshore operations and onshore management operations required to apply recommended NASA techniques; and (4) the probable changes required in laws or regulations in order to implement recommendations. Several management activities that have been applied to space programs are identified, and their institution for improved management of offshore and onshore oil and gas operations is recommended.

Dyer, M. K.↗
NASA NTRS1992

Creating a foundation for a synergistic approach to program management

In order to accelerate the movement of humans into space within reasonable budgetary constraints, NASA must develop an organizational structure that will allow the agency to efficiently use all the resources it has available for the development of any program the nation decides to undertake. This work considers the entire set of tasks involved in the successful development of any program. Areas that hold the greatest promise of accelerating programmatic development and/or increasing the efficiency of the use of available resources by being dealt with in a centralized manner rather than being handled by each program individually are identified. Using this information, an agency organizational structure is developed that will allow NASA to promote interprogram synergisms. In order for NASA to efficiently manage its programs in a manner that will allow programs to benefit from one another and thereby accelerate the movement of humans into space, several steps must be taken. First, NASA must develop an organizational structure that will allow potential interprogram synergisms to be identified and promoted. Key features of the organizational structure are recommended in this paper. Second, NASA must begin to develop the requirements for a program in a manner that will promote overall space program goals rather than achieving only the goals that apply to the program for which the requirements are being developed. Finally, NASA must consider organizing the agency around the functions required to support NASA's goals and objectives rather than around geographic locations.

Knoll, Karyn T.↗
NASA NTRS1979

LANDSAT's role in state coastal management programs

The framework for state programs found in the Coastal Zone Management Act and examples of state opportunities to use LANDSAT are presented. Present activities suggest that LANDSAT remote sensing can be an efficient, effective tool for land use planning and coastal zone management.

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NASA NTRS2005

Hybrid Power Management Program Evaluated Ultracapacitors for the Next Generation Launch Transportation Project

The NASA Glenn Research Center initiated baseline testing of ultracapacitors to obtain empirical data in determining the feasibility of using ultracapacitors for the Next Generation Launch Transportation (NGLT) Project. There are large transient loads associated with NGLT that require a very large primary energy source or an energy storage system. The primary power source used for this test was a proton-exchange-membrane (PEM) fuel cell. The energy storage system can consist of batteries, flywheels, or ultracapacitors. Ultracapacitors were used for these tests. NASA Glenn has a wealth of experience in ultracapacitor technology through the Hybrid Power Management (HPM) Program, which the Avionics, Power and Communications Branch of Glenn s Engineering Development Division initiated for the Technology Transfer and Partnership Office. HPM is the innovative integration of diverse, state-ofthe- art power devices in optimal configurations for space and terrestrial applications. The appropriate application and control of the various advanced power devices (such as ultracapacitors and fuel cells) significantly improves overall system performance and efficiency. HPM has extremely wide potential. Applications include power generation, transportation systems, biotechnology systems, and space power systems. HPM has the potential to significantly alleviate global energy concerns, improve the environment, and stimulate the economy.

Eichenberg, Dennis J.↗
NASA NTRS1993

Candidate Technologies for the Integrated Health Management Program

The purpose of this report is to assess Vehicle Health Management (VHM) technologies for implementation as a demonstration. Extensive studies have been performed to determine technologies which could be implemented on the Atlas and Centaur vehicles as part of a bridging program. This paper discusses areas today where VHM can be implemented for benefits in reliability, performance, and cost reduction. VHM Options are identified and one demonstration is recommended for execution.

Johnson, Neal F., Jr.↗
NASA NTRS1994

Scheduling: A guide for program managers

The following topics are discussed concerning scheduling: (1) milestone scheduling; (2) network scheduling; (3) program evaluation and review technique; (4) critical path method; (5) developing a network; (6) converting an ugly duckling to a swan; (7) network scheduling problem; (8) (9) network scheduling when resources are limited; (10) multi-program considerations; (11) influence on program performance; (12) line-of-balance technique; (13) time management; (14) recapitulization; and (15) analysis.

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NASA NTRS1972

A system overview of the Aerospace Safety Research and Data Institute data management programs

The NASA Aerospace Safety Information System, is an interactive, generalized data base management system. The on-line retrieval aspects provide for operating from a variety of terminals (or in batch mode). NASIS retrieval enables the user to expand and display (review) the terms of index (cross reference) files, select desired index terms, combine sets of documents corresponding to selected terms and display the resulting records. It also allows the user to print (record) this information on a high speed printer if desired. NASIS also provides the ability to store the strategy of any given session the user has executed. It has a searching and publication ability through generalized linear search and report generating modules which may be performed interactively or in a batch mode. The user may specify formats for the terminal from which he is operating. The system features an interactive user's guide which explains the various commands available and how to use them as well as explanations for all system messages. This explain capability may be extended, without program changes, to include descriptions of the various files in use. Coupled with the ability of NASIS to run in an MTT (multi-terminal task) mode is its automatic accumulation of statistics on each user of the system as well as each file.

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NASA NTRS2009

Integrated Risk and Knowledge Management Program -- IRKM-P

The NASA Exploration Systems Mission Directorate (ESMD) IRKM-P tightly couples risk management and knowledge management processes and tools to produce an effective "modern" work environment. IRKM-P objectives include: (1) to learn lessons from past and current programs (Apollo, Space Shuttle, and the International Space Station); (2) to generate and share new engineering design, operations, and management best practices through preexisting Continuous Risk Management (CRM) procedures and knowledge-management practices; and (3) to infuse those lessons and best practices into current activities. The conceptual framework of the IRKM-P is based on the assumption that risks highlight potential knowledge gaps that might be mitigated through one or more knowledge management practices or artifacts. These same risks also serve as cues for collection of knowledge particularly, knowledge of technical or programmatic challenges that might recur.

Lengyel, David M.↗
NASA NTRS1974

Apollo/Skylab suit program management systems study. Volume 2: Cost analysis

The business management methods employed in the performance of the Apollo-Skylab Suit Program are studied. The data accumulated over the span of the contract as well as the methods used to accumulate the data are examined. Management methods associated with the monitoring and control of resources applied towards the performance of the contract are also studied and recommended upon. The primary objective is the compilation, analysis, and presentation of historical cost performance criteria. Cost data are depicted for all phases of the Apollo-Skylab program in common, meaningful terms, whereby the data may be applicable to future suit program planning efforts.

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NASA NTRS2002

Feral Hogs Management at Merritt Island National Wildlife Refuge: Analysis of Current Management Program

This ST1 Technical Memorandum (TM) summarizes a two-month project on feral hog management in Merritt Island National Wildlife Refuge (MINWR). For this project, feral hogs were marked and recaptured, with the help of local trappers, to estimate population size and habitat preferences. Habitat covers included vegetation cover and Light Detection and Ranging (LIDAR) data for MINWR. In addition, an analysis was done of hunting records compiled by the Refuge and hog-car accidents compiled by KSC Security.

Rosenfeld, Arie↗
NASA NTRS2019

Managing Programs and Projects at NASA

The presentation provides an overview of the NASA organization and several highlights of major NASA Programs and Projects. The presentation then provides additional details regarding project management processes and requirements at NASA. The briefing concludes with insights and information regarding management, communication and collaboration between NASA and international partners on joint projects. All information contained in this briefing is from the public domain.

Smith, Jeffrey D.↗
NASA NTRS1990

PC tools for project management: Programs and the state-of-the-practice

The use of microcomputer tools for NASA project management; which features are the most useful; the impact of these tools on job performance and individual style; and the prospects for new features in project management tools and related tools are addressed. High, mid, and low end PM tools are examined. The pro's and con's of the tools are assessed relative to various tasks. The strengths and weaknesses of the tools are presented through cases and demonstrations.

Bishop, Peter C.↗
NASA NTRS1972

Program management aid for redundancy selection and operational guidelines

Although this criterion was developed specifically for use on the shuttle program, it has application to many other multi-missions programs (i.e. aircraft or mechanisms). The methodology employed is directly applicable even if the tools (nomographs and equations) are for mission peculiar cases. The redundancy selection criterion was developed to insure that both the design and operational cost impacts (life cycle costs) were considered in the selection of the quantity of operational redundancy. These tools were developed as aids in expediting the decision process and not intended as the automatic decision maker. This approach to redundancy selection is unique in that it enables a pseudo systems analysis to be performed on an equipment basis without waiting for all designs to be hardened.

Hodge, P. W.↗
NASA NTRS1997

NASA University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.

Gans, Gary↗
NASA NTRS1999

NASA University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. (See the bar chart on the next page). This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

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NASA NTRS2000

NASA University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA:s objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA:s Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.* This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.

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NASA NTRS2001

University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA' objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

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