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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 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.

Source record↗
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.

Source record↗
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.

Source record↗
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.

Source record↗
NASA NTRS2002

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. 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.

Gans, Gary↗
NASA NTRS2004

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. 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.

Gans, Gary↗
DOE OSTI2021

Integrated Energy Systems Program Management Plan

In 2012, the U.S. Department of Energy (DOE) Office of Nuclear Energy (NE) initiated the Nuclear Energy Enabling Technology Program, which includes the Crosscutting Technology Development (CTD) portfolio of subprograms, to conduct research, development, and demonstration (RD&D) to support existing, new and advanced reactor designs and fuel cycle technologies. This program plan describes the Integrated Energy Systems (IES) Program, an element of the CTD portfolio since 2016 that seeks to improve the economic competitiveness, efficiency and environmental performance of nuclear energy systems by expanding their potential application space beyond electricity and optimizing their utilization in the context of the larger U.S. electric and non-electric energy system.

08 HYDROGEN↗
NASA NTRS1968

Apollo Program Management, Kennedy Space Center, Florida

The evolution of the Kennedy Space Center as the launch organization for Apollo/ Saturn V involved the concurrent solution of numerous complex problems. A significant increase in manpower was involved. Large and complex checkout and launch facilities were to be designed and constructed. Expansion of operational capabilities required the establishment and integration of a Government-Contractor operational team. From an initial cadre of approximately 200 civil service personnel of the Army Ballistic Missile Agency, transferred to NASA in 1960 following its establishment, expansion to the present civil service level of 2,900 occurred in the last seven years. Established within NASA as a directorate of the Marshall Space Flight Center, KSC achieved center status in 1962. With its designation as a Center, KSC accomplished the development and staffing of an organization that could perform procurement, resources, financial, and other management requirements formerly provided by the parent organization. In addition to continuing launch operations for established programs, KSC undertook the design and construction of large, new, and unique launch facilities for Apollo/Saturn V. With the expansion of the civil service work force, KSC integrated contractor organizations employing 23,000 personnel at the Center to perform specific operational and support missions under the technical supervision and observation of the Government team. The management techniques, organizational concepts, and continuing efforts utilized to meet the Apollo goals and challenges are discussed in this document.

Source record↗
DOE OSTI2024

Customer enrollment and participation in building demand management programs: A review of key factors

Increasing the efficiency and flexibility of electricity demand is necessary for ensuring a cost-effective and reliable transition to zero-carbon electricity systems. Such demand-side management (DSM) resources have been procured by utilities for decades via energy efficiency and demand response programs; however, the key drivers of program enrollment and customer participation levels remain poorly understood — even as governments and grid planners seek to scale up the deployment of DSM assets to meet climate targets. Here we systematically review the evidence on multiple factors that may influence customer enrollment and participation in building DSM programs, focusing primarily on residential and commercial buildings. We examine the contexts in which relationships between DSM factors and outcomes are most often explored and with which methods; we also score the strength, direction, and internal consistency of each factor's reported impact on the enrollment and participation outcomes. We find that studies most commonly assess the effects of economic incentives for load flexibility on program participation levels, often using simulation-based methods in lieu of measured data. Few studies focus on program enrollment outcomes or regulatory drivers of either enrollment or participation, and gaps are also evident in the coverage of emerging DSM opportunities like load electrification. Removal of structural barriers (e.g., the lack of controls infrastructure) and the use of third party services (e.g., load aggregators) are the factors with the largest positive impacts on DSM outcomes, but no single factor emerges as clearly most impactful. For a given factor, the range of reported impacts typically varies widely across the relevant studies reviewed. Our findings provide a snapshot of the state of knowledge about building DSM and customer decision-making, and they expose key gaps in understanding that must be filled if building DSM is to expand as a critical resource for operating clean power grids.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS1987

USBI Booster Production Company's Hazardous Waste Management Program at the Kennedy Space Center, FL

In response to the hazardous-waste generating processes associated with the launch of the Space Shuttle, a hazardous waste management plan has been developed. It includes waste recycling, product substitution, waste treatment, and waste minimization at the source. Waste material resulting from the preparation of the nonmotor segments of the solid rocket boosters include waste paints (primer, topcoats), waste solvents (methylene chloride, freon, acetone, toluene), waste inorganic compounds (aluminum anodizing compound, fixer), and others. Ways in which these materials are contended with at the Kennedy Space Center are discussed.

Venuto, Charles↗