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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 91 records · Page 5
All sourcesNASA NTRSDOE OSTI
NASA NTRS2011

Energy Management Programs at the John F. Kennedy Space Center

The Energy Management internship over the summer of 2011 involved a series of projects related to energy management on the John. F. Kennedy Space Center (KSC). This internship saved KSC $14.3 million through budgetary projections, saved KSC $400,000 through implementation of the recycling program, updated KSC Environmental Management System's (EMS) water and energy-related List of Requirements (LoR) which changed 25.7% of the list, provided a incorporated a 45% design review of the Ordnance Operations Facility (OOF) which noted six errors within the design plans, created a certification system and timeline for implementation regarding compliance to the federal Guiding Principles, and gave off-shore wind as the preferred alternative to on-site renewable energy generation.

Huang, Jeffrey H.↗
DOE OSTI2019

Advanced Reactor Technologies Advanced Reactor Technologies Program Management Plan

The Advanced Reactor Technologies (ART) program grew out of earlier Department of Energy efforts to promote next-generation, small modular, and other advanced reactor concepts. It is now sponsored by Office of Advanced Reactor Deployment, NE-52. Because of its peculiar genesis, the program resides at multiple national laboratories and brings in researchers from subcontracting entities and universities. This creates a need for Idaho National Laboratory’s (INL’s) ART to authorize and define work through memorandum purchase orders, inter-entity work orders, and subcontracts. ART manages research and development (R&D) for the Gas-Cooled Reactors (GCRs) Campaign and other advanced-reactor technologies and ensures that Nuclear Regulatory Commission (requirements and stakeholder needs are factored into the R&D activities. The GCR Campaign supports the Next Generation Nuclear Plant High Temperature Reactor as outlined in the Energy Policy Act of 20051 by

42 ENGINEERING↗
NASA NTRS1986

NASA university program management information system, FY 1986

The University Program Report provides current information and related statistics for approximately 4300 grants/contracts/cooperative agreements active during the report period. NASA Field centers and certain Headquarters Program Offices provide funds for those R&D activities in universities which contribute to the mission needs of that particular NASA element. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program.

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NASA NTRS1985

NASA university program management information system, FY 1985

The University Program Report provides current information and related statistics for approximately 4200 grants/contracts/cooperative agreements active during the reporting period. NASA Field Centers and certain Headquarters Program Offices provide funds for those research and development activities in universities which contribute to the mission needs of that particular NASA element. This annual report is one means of documenting the NASA-University relationship, frequently denoted, collectively, as NASA's University Program.

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NASA NTRS1993

NASA University program management information system, FY 1993

The University Program Report, Fiscal Year 1993, provides current information and related statistics for 7682 grants/contracts/cooperative agreements active during the report period. NASA field centers and certain Headquarters program offices provide funds for those R&D activities in universities which contribute to the mission needs of that particular NASA element. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program.

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NASA NTRS1994

NASA university program management information system, FY 1994

The University Program report, Fiscal Year 1994, provides current information and related statistics for 7841 grants/contracts/cooperative agreements active during the reporting period. NASA field centers and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program.

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NASA NTRS1995

NASA University Program Management Information System: FY 1995

The University Program Report, Fiscal Year 1995, provides current information and related statistics for grants/contracts/cooperative agreements active during the report period. NASA field centers and certain Headquarters program offices provide funds for those R&D activities in universities which contribute to the mission needs of that particular NASA element. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program.

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NASA NTRS1992

The Many Dimensions of Program Management

For the purposes of this paper, program refers to a collection of activities or projects which must be performed according to a plan or schedule. The Space Exploration Initiative within the National Aeronautics and Space Administration (NASA) is an example. Dimensionality refers to both the various perspectives of a program and to the components within that perspective. It is, thus, appropriate to think of dimensions of dimensionality. For example, one dimension or perspective of a program is the projects which perform the program. Within the project dimension, the individual projects are the components of that dimensionality. The number of projects defines the spatial dimensionality of the project dimension. Thus, each perspective or dimension has a dimensionality of its own. The structure and associated values of all the various perspectives of a program define the program. A project refers to the collection of activities required to conceive, sell, design, develop, evaluate, produce, operate, support, evolve, and retire a given system. A project thus effects the life cycle of given system. A project is, thus, the system to conceive, sell, design, develop, evaluate, produce, operate, support, evolve, and retire a system. A program, thus, effects the life cycle of the collection of projects required to effect the collection of systems required to implement the program.

Dean, Edwin B.↗
NASA NTRS1985

Space station advanced propulsion and fluid management program

In preparation for the development of a manned space station program of advanced technology and development to make new advanced propulsion options available for the initial space station in the 1990's is described. This paper reviews the objectives of the advanced technology and development program in propulsion, describes its origin and how it relates to the forthcoming development program. The advanced propulsion and fluid management systems to be investigated in the program are discussed along with the rationale for their selection. Finally, the systems test program is discussed.

Richmond, R. J.↗
NASA NTRS2001

Four Generations of Maintenance Resource Management Programs in the United States: An Analysis of the Past, Present, and Future

This paper analyzes four generations of Maintenance Resource Management (MRM) programs implemented by aviation maintenance organizations in the United States. Data collected from over ten years of survey research and field observations are used for this analysis; they are presented in a case-study format. The first three generations of MRM programs were episodic efforts to increase safety through teamwork, focus group discussions, and awareness courses, respectively. Now, the fourth generation programs, characterized by a commitment to long-term communication and behavioral changes in maintenance, are set to build on those earlier generations, toward a culture of mutual trust between mechanics, their managers, and regulators.

Taylor, James C.↗
NASA NTRS2004

Hybrid Power Management Program Evaluated Fuel Cell/Ultracapacitor Combinations and Developed Other New Applications

In fiscal year 2003, the continuation of the Hybrid Power Management (HPM) Program through NASA Glenn Research Center's Commercial Technology Office resulted in several new successful applications of this pioneering technology. HPM is the innovative integration of diverse, state-of-the-art power devices in an optimal configuration for space and terrestrial applications. The appropriate application and control of the various power devices significantly improves overall system performance and efficiency. The advanced power devices include ultracapacitors, fuel cells, and photovoltaics. HPM has extremely wide potential, with applications from nanowatts to megawatts--including 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. Fuel cells provide excellent efficiency and energy density, but do not have good power density. In contrast, ultracapacitors have excellent power density and virtually unlimited cycle life. To improve the power density of the fuel cell, the combination of fuel cells and ultracapacitors was evaluated.

Eichenberg, Dennis J.↗
NASA NTRS2024

Observations on Space Flight Program and Project Commercial Partnerships and NASA Tailored Program Management Approaches

This document provides information for new programs and projects considering the use of a commercially oriented partnership acquisition approach. The information is based on two programs that have implemented commercial partnerships; distills observations from these acquisition experiences; and the associated application of a tailored program/project management approach.

Ellen R Stigberg↗
DOE OSTI2016

How the U.S. DOE's Environmental Management Program Engages the Public on Complex Issues - 16532

This paper provides an overview of how the U.S. Department of Energy (DOE) Environmental Management (EM) program engages the public on complex cleanup issues. EM has made public participation a fundamental component of its cleanup mission and has found that the EM Site-Specific Advisory Board (EM SSAB) has contributed greatly to bringing community input regarding values and priorities to the cleanup decision-making processes. As such, the EM SSAB has a unique mandate to provide input regarding the cleanup of nuclear legacy sites in the United States. Public participation that involves ongoing community engagement has inherent challenges, including explaining technically complex cleanup issues and receiving input and advice on the community from a board of non-experts. This paper highlights ways that DOE works with the various local boards across the country to communicate these issues through new member orientations. DOE can use these tools to gain insight on how best to solicit input from the local community despite complex technical issues. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2019

Emergency Management Program Overview [Slides]

The vision is to establish and sustain “world-class” emergency management and continuity programs by applying science and technology to meet the needs of our diverse group of customers in support of the vital national security mission. Our primary mission is to protect the workforce, public, property and critical infrastructure, and environment through integration of preparedness, response, recovery, mitigation, and readiness assurance.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS1972

Program management model study

Two models, a system performance model and a program assessment model, have been developed to assist NASA management in the evaluation of development alternatives for the Earth Observations Program. Two computer models were developed and demonstrated on the Goddard Space Flight Center Computer Facility. Procedures have been outlined to guide the user of the models through specific evaluation processes, and the preparation of inputs describing earth observation needs and earth observation technology. These models are intended to assist NASA in increasing the effectiveness of the overall Earth Observation Program by providing a broader view of system and program development alternatives.

Connelly, J. J.↗
NASA NTRS1987

Aircrew team management program

The key features of the Aircrew Team Management Workshop which was designed for and in consultation with Trans Australia Airlines are outlined. Five major sections are presented dealing with: (1) A profile of the airline and the designers; (2) Aircrew consultation and involvement; (3) Educational design and development; (4) Implementation and instruction; and (5) Evaluation and assessment. These areas are detailed.

Margerison, Charles↗
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.↗