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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

Avionics Systems Laboratory/Building 16. Historical Documentation

As part of this nation-wide study, in September 2006, historical survey and evaluation of NASA-owned and managed facilities that was conducted by NASA s Lyndon B. Johnson Space Center (JSC) in Houston, Texas. The results of this study are presented in a report entitled, "Survey and Evaluation of NASA-owned Historic Facilities and Properties in the Context of the U.S. Space Shuttle Program, Lyndon B. Johnson Space Center, Houston, Texas," prepared in November 2007 by NASA JSC s contractor, Archaeological Consultants, Inc. As a result of this survey, the Avionics Systems Laboratory (Building 16) was determined eligible for listing in the NRHP, with concurrence by the Texas State Historic Preservation Officer (SHPO). The survey concluded that Building 5 is eligible for the NRHP under Criteria A and C in the context of the U.S. Space Shuttle program (1969-2010). Because it has achieved significance within the past 50 years, Criteria Consideration G applies. At the time of this documentation, Building 16 was still used to support the SSP as an engineering research facility, which is also sometimes used for astronaut training. This documentation package precedes any undertaking as defined by Section 106 of the NHPA, as amended, and implemented in 36 CFR Part 800, as NASA JSC has decided to proactively pursue efforts to mitigate the potential adverse affects of any future modifications to the facility. It includes a historical summary of the Space Shuttle program; the history of JSC in relation to the SSP; a narrative of the history of Building 16 and how it supported the SSP; and a physical description of the structure. In addition, photographs documenting the construction and historical use of Building 16 in support of the SSP, as well as photographs of the facility documenting the existing conditions, special technological features, and engineering details, are included. A contact sheet printed on archival paper, and an electronic copy of the work product on CD, are also provided

Slovinac, Patricia↗
NASA NTRS2011

Communications and Tracking Development Laboratory/Building 44. Historical Documentation

As part of this nation-wide study, in September 2006, historical survey and evaluation of NASA-owned and managed facilities was conducted by NASA's Lyndon B. Johnson Space Center (JSC) in Houston, Texas. The results of this study are presented in a report entitled, Survey and Evaluation of NASA-owned Historic Facilities and Properties in the Context of the U.S. Space Shuttle Program, Lyndon B. Johnson Space Center, Houston, Texas, prepared in November 2007 by NASA JSC s contractor, Archaeological Consultants, Inc. As a result of this survey, the Communications and Tracking Development Laboratory (Building 44) was determined eligible for listing in the NRHP, with concurrence by the Texas State Historic Preservation Officer (SHPO). The survey concluded that Building 44 is eligible for the NRHP under Criteria A and C in the context of the U.S. Space Shuttle Program (1969-2010). Because it has achieved significance within the past 50 years, Criteria Consideration G applies. At the time of this documentation, Building 44 was still used to support the SSP as an engineering research facility, which is also sometimes used for astronaut training. This documentation package precedes any undertaking as defined by Section 106 of the NHPA, as amended, and implemented by 36 CFR Part 800, as NASA JSC has decided to proactively pursue efforts to mitigate the potential adverse affects of any future modifications to the facility. It includes a historical summary of the Space Shuttle Program; the history of JSC in relation to the SSP; a narrative of the history of Building 44 and how it supported the SSP; and a physical description of the building. In addition, photographs documenting the construction and historical use of Building 44 in support of the SSP, as well as photographs of the facility documenting the existing conditions, special technological features, and engineering details, are included. A contact sheet printed on archival paper, and an electronic copy of the work product on CD, are also provided.

Slovinac, Patricia↗
NASA NTRS2010

Mission Control Center/Building 30. Historical Documentation

As part of this nation-wide study, in September 2006, historical survey and evaluation of NASA-owned and managed facilities was conducted by NASA's Lyndon B. Johnson Space Center (JSC) in Houston, Texas. The results of this study are presented in a report entitled, Survey and Evaluation of NASA-owned Historic Facilities and Properties in the Context of the U.S. Space Shuttle Program, Lyndon B. Johnson Space Center, Houston, Texas, prepared in November 2007 by NASA JSC s contractor, Archaeological Consultants, Inc. As a result of this survey, the Mission Control Center (Building 30) was determined eligible for listing in the NRHP, with concurrence by the Texas State Historic Preservation Officer (SHPO). The survey concluded that Building 30 is eligible for the NRHP under Criteria A and C in the context of the U.S. Space Shuttle Program (1969-2010). Because it has achieved significance within the past 50 years, Criteria Consideration G applies. It should be noted that the Mission Control Center was designated a National Historic Landmark in 1985 for its role in the Apollo 11 Lunar Landing. At the time of this documentation, Building 30 was still used to support the SSP as an engineering research facility, which is also sometimes used for astronaut training. This documentation package precedes any undertaking as defined by Section 106 of the NHPA, as amended, and implemented in 36 CFR Part 800, as NASA JSC has decided to proactively pursue efforts to mitigate the potential adverse affects of any future modifications to the facility. It includes a historical summary of the Space Shuttle program; the history of JSC in relation to the SSP; a narrative of the history of Building 30 and how it supported the SSP; and a physical description of the structure. In addition, photographs documenting the construction and historical use of Building 30 in support of the SSP, as well as photographs of the facility documenting the existing conditions, special technological features, and engineering details, are included. A contact sheet printed on archival paper, and an electronic copy of the work product on CD, are also provided.

Source record↗
NASA NTRS2018

Creating Innovative Frameworks to Spur Cultural Change at NASA Armstrong Flight Research Center

Changing the culture of an organization is a monumental task that often takes years and has no set formula. Steps can be taken, however, to spur cultural change by creating spaces and infrastructure to serve as the initial driving force. An innovation space and a bicycle sharing (bike share) program were implemented at the National Aeronautics and Space Administration (NASA) Armstrong Flight Research Center (AFRC) (Edwards, California) with a vision toward connecting Center personnel, fostering collaboration and innovation, retaining newer employees, promoting flexibility, and improving the culture and workplace atmosphere. This paper discusses the steps taken, challenges faced, novel culture-change-focused design elements, lessons learned, acquired metrics, and how these initiated cultural change at AFRC. For both the innovation space and the bike share program, funding was negotiated and provided through the NASA Convergent Aeronautics Solutions (CAS) project, which was seeking to improve the innovation and collaboration capabilities at each of the four NASA aeronautics Centers. Key stakeholders across AFRC from upper management, facilities, safety, engineering, and procurement were identified early in the process and were consulted and included throughout execution to ensure that any encountered roadblocks could be easily navigated. Research was then conducted by attending conferences and visiting culture-changing organizations both inside and outside United States Government agencies. Distilling the research, identifying available space, and deciding on specific design elements for the space was conducted by a subset of individuals of diverse backgrounds to enable quick, effective decision-making. Decisions were made with the intent to increase usage and diversity of users of the space; care was taken to ensure a well-crafted atmosphere that would foster the desired culture change. The allocated physical space required major structural modifications, new furniture, and new capabilities that would bring people in. Decisions and desires underwent a rapid reiterative process in order to stay within budget and short deadlines, while holding firm to what was seen as fundamental elements of an innovation space. The framework for cultural change being established, the more difficult task began: incubating the desired culture. Intentional workday use of the innovation space was encouraged, and organized events coordinated in order to truly foster culture change. Such incubation supports the organic spread of culture change to all areas of AFRC. This framework was complemented and expanded by the implementation of the bike share program. Steps for implementation included bike selection based on lessons learned, creating bike stations and signage, implementing bike share rules, and building a volunteer maintenance infrastructure. A novel user-reporting feedback system at each bike station is a low-impact method of capturing usage metrics. Due to the nature of the work conducted at AFRC, the bike share program and feedback system were negotiated and vetted through various organizations including legal, safety, and operations. The innovation space and the bike share program together are an effective initial framework for innovation and collaboration. Culture change takes time, but the innovation space and the bike share program are already showing signs of making a positive impact on the AFRC workforce.

rooms↗
NASA NTRS2020

Architecture and Information Requirements to Assess and Predict Flight Safety Risks During Highly Autonomous Urban Flight Operations

As aviation adopts new and increasingly complex operational paradigms, vehicle types, and technologies to broaden airspace capability and efficiency, maintaining a safe system will require recognition and timely mitigation of new safety issues as they emerge and before significant consequences occur. A shift toward a more predictive risk mitigation capability becomes critical to meet this challenge. In-time safety assurance comprises monitoring, assessment, and mitigation functions that proactively reduce risk in complex operational environments where the interplay of hazards may not be known (and therefore not accounted for) during design. These functions can also help to understand and predict emergent effects caused by the increased use of automation or autonomous functions that may exhibit unexpected non-deterministic behaviors. The envisioned monitoring and assessment functions can look for precursors, anomalies, and trends (PATs) by applying model-based and data-driven methods. Outputs would then drive downstream mitigation(s) if needed to reduce risk. These mitigations may be accomplished using traditional design revision processes or via operational (and sometimes automated) mechanisms. The latter refers to the ‘in-time’ aspect of the system concept. This report comprises architecture and information requirements and considerations toward enabling such a capability within the domain of low altitude highly autonomous urban flight operations. This domain may span, for example, public-use surveillance missions flown by small unmanned aircraft (e.g., infrastructure inspection, facility management, emergency response, law enforcement, and/or security) to transportation missions flown by larger aircraft that may carry passengers or deliver products. Caveat: Any stated requirements in this report should be considered initial requirements that are intended to drive research and development (R&D). These initial requirements are likely to evolve based on R&D findings, refinement of operational concepts, industry advances, and new industry or regulatory policies or standards related to safety assurance.

Young, Steven↗
NASA NTRS2023

Decommissioning of Air Sparge System at Vertical Processing Facility, Solid Waste Management Unit 077 Implementation Report

This document discusses the decommissioning of the air sparge (AS) system at the Vertical Processing Facility (VPF), Solid Waste Management Unit 077 at Kennedy Space Center, Florida completed between January 30, 2023, and February 8, 2023. A 2005 Resource Conservation and Recovery Act Facility Investigation identified chlorinated volatile organic compound impacts at the site. Following assessment activities, an AS system was in operation intermittently from April 2012 through October 2017, when the system was permanently shutdown due to equipment failure. Trichloroethene and vinyl chloride remained above their groundwater cleanup target levels in several monitoring wells and the site was moved into the Industrial Area Long Term Monitoring Program. VPF continues to be sampled biennially; the most recent event was May 2022. Successful implementation of this decommissioning project will reduce the risk of accidental AS and soil vapor extraction well damage and will lower operating costs associated with maintaining obsolete AS systems. Decommissioning the AS system at VPF included vegetation clearing to access AS wells and associated piping, abandonment of all on site AS wells, temporary electrical outage, and site restoration. At the completion of demobilization and site restoration activities, the site was returned to its original or better than original condition.

Jason J Bublitz↗
NASA NTRS1979

Planning and managing future space facility projects

To learn how ground-based personnel of a space project plan and organize their work and how such planning and organizing relate to work outcomes, longitudinal study of the management and execution of the Space Lab Mission Development Test 3 (SMD 3) was performed at NASA Ames Research Center. A view of the problems likely to arise in organizations and some methods of coping with these problems are presented as well as the conclusions and recommendations that pertain strictly to SMD 3 management. Emphasis is placed on the broader context of future space facility projects and additional problems that may be anticipated. A model of management that may be used to facilitate problem solving and communication - management by objectives (MBO) is presented. Some problems of communication and emotion management that MBO does not address directly are considered. Models for promoting mature, constructive and satisfying emotional relationships among group members are discussed.

Sieber, J. E.↗
NASA NTRS1991

Facilities maintenance handbook

This handbook is a guide for facilities maintenance managers. Its objective is to set minimum facilities maintenance standards. It also provides recommendations on how to meet the standards to ensure that NASA maintains its facilities in a manner that protects and preserves its investment in the facilities in a cost-effective manner while safely and efficiently performing its mission. This handbook implements NMI 8831.1, which states NASA facilities maintenance policy and assigns organizational responsibilities for the management of facilities maintenance activities on all properties under NASA jurisdiction. It is a reference for facilities maintenance managers, not a step-by-step procedural manual. Because of the differences in NASA Field Installation organizations, this handbook does not assume or recommend a typical facilities maintenance organization. Instead, it uses a systems approach to describe the functions that should be included in any facilities maintenance management system, regardless of its organizational structure. For documents referenced in the handbook, the most recent version of the documents is applicable. This handbook is divided into three parts: Part 1 specifies common definitions and facilities maintenance requirements and amplifies the policy requirements contained in NMI 8831. 1; Part 2 provides guidance on how to meet the requirements of Part 1, containing recommendations only; Part 3 contains general facilities maintenance information. One objective of this handbook is to fix commonality of facilities maintenance definitions among the Centers. This will permit the application of uniform measures of facilities conditions, of the relationship between current replacement value and maintenance resources required, and of the backlog of deferred facilities maintenance. The utilization of facilities maintenance system functions will allow the Centers to quantitatively define maintenance objectives in common terms, prepare work plans, and develop management information in order to statistically identify and analyze variances from those plans. It will also add credibility to the NASA facilities maintenance budgeting process. The key to a successful maintenance program is the understanding and support of the senior Center managers.

Source record↗
NASA NTRS2024

Monitoring Well Installation Completion Report for Ransom Road Landfill, Vertical Processing Facility, and Environmental Health Facility, Solid Waste Management Units: 003, 077, and 079

The intended purpose of the Monitoring Well Installation project is to support the Kennedy Space Center (KSC) Environmental Remediation Department’s Resource Conservation and Recovery Act Program by installing new monitoring wells. The wells are installed in accordance with the Brevard County Health Department and St. Johns River Water Management Districts rules and guidelines.

Well Installation↗
NASA NTRS1979

KSC facilities status and planned management operations

A status report is presented on facilities and planned operations at the Kennedy Space Center with reference to Space Shuttle launch activities. The facilities are essentially complete, with all new construction and modifications to existing buildings almost finished. Some activity is still in progress at Pad A and on the Mobile Launcher due to changes in requirements but is not expected to affect the launch schedule. The installation and testing of the ground checkout equipment that will be used to test the flight hardware is now in operation. The Launch Processing System is currently supporting the development of the applications software that will perform the testing of this flight hardware.

Gray, R. H.↗
NASA NTRS2001

The Development of the Multi-Center Traffic Management Advisor (MCTMA): Traffic Flow Management Research in a Multi-Facility Environment

The Traffic Management Advisor (TMA) is a decision-support tool for traffic managers and air traffic controllers that provides traffic flow visualization and other flow management tools. TMA creates an efficiently sequenced and safely spaced schedule for arrival traffic that meets but does not exceed specified airspace system constraints. TMA is being deployed at selected facilities throughout the National Airspace System in the US as part of the FAA's Free Flight Phase 1 program. TMA development and testing, and its current deployment, focuses on managing the arrival capacity for single major airports within single terminal areas and single en route centers. The next phase of development for this technology is the expansion of the TMA capability to complex facilities in which a terminal area or airport is fed by multiple en route centers, thus creating a multicenter TMA functionality. The focus of the multi-center TMA (McTMA) development is on the busy facilities in the Northeast comdor of the US. This paper describes the planning and development of McTMA and the challenges associated with adapting a successful traffic flow management tool for a very complex airspace.

Lee, Katharine K.↗
NASA NTRS1997

The Challenges of Field Testing the Traffic Management Advisor (TMA) in an Operational Air Traffic Control Facility

The Traffic Management Advisor (TMA), the sequence and schedule tool of the Center/TRACON Automation System (CTAS), was evaluated at the Fort Worth Center (ZFW) in the summer of 1996. This paper describes the challenges encountered during the various phases of the TMA field evaluation, which included system (hardware and software) installation, personnel training, and data collection. Operational procedures were developed and applied to the evaluation process that would ensure air safety. The five weeks of field evaluation imposed minimal impact on the hosting facility and provided valuable engineering and human factors data. The collection of data was very much an opportunistic affair, due to dynamic traffic conditions. One measure of the success of the TMA evaluation is that, rather than remove TMA after the evaluation until it could be fully implemented, the prototype TMA is in continual use at ZFW as the fully operational version is readied for implementation.

Hoang, Ty↗
NASA NTRS2021

Configuration and Data Management Plan for the Thermophysics Facilities

This document establishes the Configuration and Data Management Plan for the Thermophysics Facilities Branch (TSF) and describes the implementation of the plan within the organization. Its intent is to control and document changes to facility hardware, software, and facility operating procedures; to control changes to Quality System documents; to ensure that all documents and drawings are current; and to provide for quick retrieval of facility information and documentation while safeguarding original records and documents.

Jeanne A Dominguez↗
NASA NTRS2010

Monitoring System for Storm Readiness and Recovery of Test Facilities: Integrated System Health Management (ISHM) Approach

Severe weather events are likely occurrences on the Mississippi Gulf Coast. It is important to rapidly diagnose and mitigate the effects of storms on Stennis Space Center's rocket engine test complex to avoid delays to critical test article programs, reduce costs, and maintain safety. An Integrated Systems Health Management (ISHM) approach and technologies are employed to integrate environmental (weather) monitoring, structural modeling, and the suite of available facility instrumentation to provide information for readiness before storms, rapid initial damage assessment to guide mitigation planning, and then support on-going assurance as repairs are effected and finally support recertification. The system is denominated Katrina Storm Monitoring System (KStorMS). Integrated Systems Health Management (ISHM) describes a comprehensive set of capabilities that provide insight into the behavior the health of a system. Knowing the status of a system allows decision makers to effectively plan and execute their mission. For example, early insight into component degradation and impending failures provides more time to develop work around strategies and more effectively plan for maintenance. Failures of system elements generally occur over time. Information extracted from sensor data, combined with system-wide knowledge bases and methods for information extraction and fusion, inference, and decision making, can be used to detect incipient failures. If failures do occur, it is critical to detect and isolate them, and suggest an appropriate course of action. ISHM enables determining the condition (health) of every element in a complex system-of-systems or SoS (detect anomalies, diagnose causes, predict future anomalies), and provide data, information, and knowledge (DIaK) to control systems for safe and effective operation. ISHM capability is achieved by using a wide range of technologies that enable anomaly detection, diagnostics, prognostics, and advise for control: (1) anomaly detection algorithms and strategies, (2) fusion of DIaK for anomaly detection (model-based, numerical, statistical, empirical, expert-based, qualitative, etc.), (3) diagnostics/prognostics strategies and methods, (4) user interface, (5) advanced control strategies, (6) integration architectures/frameworks, (7) embedding of intelligence. Many of these technologies are mature, and they are being used in the KStorMS. The paper will describe the design, implementation, and operation of the KStorMS; and discuss further evolution to support other needs such as condition-based maintenance (CBM).

Figueroa, Fernando↗
NASA NTRSDate not supplied

Big-data Efficient and Automated Science Transfer (BEAST): An Open-Source Software Architecture for Arc Jet Data Management, Modeling, and Automation

Big-data Efficient and Automated Science Transfer (BEAST) is a facility data management application developed for the NASA Ames arc jet facilities. The current decentralized data management practices limit statistical tracking, synchronization between video/time series, search capability, data throughput, and data processing speed/efficiency. Consequently, BEAST was developed to provide a new data infrastructure with streamlined data collection, processing, transfer, and analysis. This new framework also seeks to implement the FAIR principles of data stewardship: Findable, Accessible, Interoperable, and Reusable. The BEAST framework is based on a combination of the Python Django web framework and the Python data stack to provide a monolithic, open-source platform for data management, automation, and machine learning. This architecture was chosen for maintainability and scalability for a small, in-house development team. This paper will describe the application framework, deployment, and discuss the benefits and future plans for the system.

Data management↗
NASA NTRS1975

Risk Management Technique for design and operation of facilities and equipment

The Risk Management System collects information from engineering, operating, and management personnel to identify potentially hazardous conditions. This information is used in risk analysis, problem resolution, and contingency planning. The resulting hazard accountability system enables management to monitor all identified hazards. Data from this system are examined in project reviews so that management can decide to eliminate or accept these risks. This technique is particularly effective in improving the management of risks in large, complex, high-energy facilities. These improvements are needed for increased cooperation among industry, regulatory agencies, and the public.

Fedor, O. H.↗
NASA NTRS1992

Mission management aircraft operations manual

This manual prescribes the NASA mission management aircraft program and provides policies and criteria for the safe and economical operation, maintenance, and inspection of NASA mission management aircraft. The operation of NASA mission management aircraft is based on the concept that safety has the highest priority. Operations involving unwarranted risks will not be tolerated. NASA mission management aircraft will be designated by the Associate Administrator for Management Systems and Facilities. NASA mission management aircraft are public aircraft as defined by the Federal Aviation Act of 1958. Maintenance standards, as a minimum, will meet those required for retention of Federal Aviation Administration (FAA) airworthiness certification. Federal Aviation Regulation Part 91, Subparts A and B, will apply except when requirements of this manual are more restrictive.

Source record↗
NASA NTRS2003

Environmental Assessment for the NASA First Response Facility

NASA intends to construct a First Response Facility for integrated emergency response and health management. This facility will consolidate the Stennis Space Center fire department, medical clinic, security operations, emergency operations and the energy management and control center. The alternative considered is the "No Action Alternative". The proposed action will correct existing operational weaknesses and enhance capabilities to respond to medical emergencies and mitigate any other possible threats. Environmental impacts include are emissions, wetlands disturbance, solid waste generation, and storm water control.

Kennedy, Carolyn↗