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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 109 records · Page 6
All sourcesNASA NTRSDOE OSTI
DOE OSTI2022

Plasma Science: Enabling Technology, Sustainability, Security, and Exploration

The Plasma2020 decadal report took a forward-looking, interagency perspective on how the different elements that constitute plasma science provide a broad interdisciplinary driver for capitalizing on future opportunities in the scientific community. Goals of the study were to (1) provide a retrospective survey of the field of plasma science; (2) illustrate the vibrant connections that unify the field of plasma science; (3) offer a vision for future developments in plasma science, such as those related to organizational structure, program balance, and funding; (4) provide an assessment of the demographic characteristics and human resource development of the field, such as those related to workforce, educational, and other societal needs; and (5) make recommendations to balance the objectives of the field in a sustainable and healthy manner over the long term. The resulting report was composed in a style accessible to the non-scientist reader. With this approach, a broad audience can understand the importance of plasma science and what researchers in the field want to learn in the coming decades.

70 PLASMA PHYSICS AND FUSION TECHNOLOGY↗
NASA NTRS1985

The USAF Systems Command and R and D productivity

The United States Air Force Systems Command (AFSC) is charged with the development and acquisition of aerospace technology systems. Much of that activity is concerned with space systems development, acquisition, and operations. Heavy emphasis is being placed on productivity in organizational and process functions which will keep aerospace systems on the leading edge of technology, with plans extending capability into the future. The productivity emphasis ranges from people-oriented activities to resource and technological functions which support national aerospace objectives. The AFSC space-related missions is discussed as a special area of productivity efforts.

Luchainger, V.↗
NASA NTRS1989

The Real Time Interactive Display Environment (RTIDE), a display building tool developed by Space Shuttle flight controllers

NASA's Mission Control Center, located at Johnson Space Center, is incrementally moving from a centralized architecture to a distributed architecture. Starting with STS-29, some host-driven console screens will be replaced with graphics terminals driven by workstations. These workstations will be supplied realtime data first by the Real Time Data System (RTDS), a system developed inhouse, and then months later (in parallel with RTDS) by interim and subsequently operational versions of the Mission Control Center Upgrade (MCCU) software package. The Real Time Interactive Display Environment (RTIDE) was built by Space Shuttle flight controllers to support the rapid development of multiple new displays to support Shuttle flights. RTIDE is a display building tool that allows non-programmers to define object-oriented, event-driven, mouseable displays. Particular emphasis was placed on upward compatibility between RTIDE versions, ability to acquire data from different data sources, realtime performance, ability to modularly upgrade RTIDE, machine portability, and a clean, powerful user interface. The operational and organizational factors that drove RTIDE to its present form, the actual design itself, simulation and flight performance, and lessons learned in the process are discussed.

Kalvelage, Thomas A.↗
NASA NTRS2003

International Cooperation of Payload Operations on the International Space Station

One of the primary goals of the International Space Station (ISS) is to provide an orbiting laboratory to be used to conduct scientific research and commercial products utilizing the unique environment of space. The ISS Program has united multiple nations into a coalition with the objective of developing and outfitting this orbiting laboratory and sharing in the utilization of the resources available. The primary objectives of the real- time integration of ISS payload operations are to ensure safe operations of payloads, to avoid mutual interference between payloads and onboard systems, to monitor the use of integrated station resources and to increase the total effectiveness of ISS. The ISS organizational architecture has provided for the distribution of operations planning and execution functions to the organizations with expertise to perform each function. Each IPP is responsible for the integration and operations of their payloads within their resource allocations and the safety requirements defined by the joint program. Another area of international cooperation is the sharing in the development and on- orbit utilization of unique payload facilities. An example of this cooperation is the Microgravity Science Glovebox. The hardware was developed by ESA and provided to NASA as part of a barter arrangement.

Melton, Tina↗
NASA NTRS2010

Handling Emergency Management in [an] Object Oriented Modeling Environment

It has been understood that protection of a nation from extreme disasters is a challenging task. Impacts of extreme disasters on a nation's critical infrastructures, economy and society could be devastating. A protection plan itself would not be sufficient when a disaster strikes. Hence, there is a need for a holistic approach to establish more resilient infrastructures to withstand extreme disasters. A resilient infrastructure can be defined as a system or facility that is able to withstand damage, but if affected, can be readily and cost-effectively restored. The key issue to establish resilient infrastructures is to incorporate existing protection plans with comprehensive preparedness actions to respond, recover and restore as quickly as possible, and to minimize extreme disaster impacts. Although national organizations will respond to a disaster, extreme disasters need to be handled mostly by local emergency management departments. Since emergency management departments have to deal with complex systems, they have to have a manageable plan and efficient organizational structures to coordinate all these systems. A strong organizational structure is the key in responding fast before and during disasters, and recovering quickly after disasters. In this study, the entire emergency management is viewed as an enterprise and modelled through enterprise management approach. Managing an enterprise or a large complex system is a very challenging task. It is critical for an enterprise to respond to challenges in a timely manner with quick decision making. This study addresses the problem of handling emergency management at regional level in an object oriented modelling environment developed by use of TopEase software. Emergency Operation Plan of the City of Hampton, Virginia, has been incorporated into TopEase for analysis. The methodology used in this study has been supported by a case study on critical infrastructure resiliency in Hampton Roads.

Tokgoz, Berna Eren↗
NASA NTRS2003

National Aeronautics and Space Administration. 2003 Strategic Plan

As the 21st century begins to unfold, NASA will focus, with renewed vigor, on the challenges and opportunities before us and on developing the unique capabilities that strengthen America and address our national needs. Our Mission is driven by science, exploration, and discovery, and it will be carried out with a firm commitment to fiscal responsibility. We will study climate change and the natural and human-induced hazards to Earth's ecosystem. We will help to counter the threat of international terrorism by developing technologies that can improve the security and safety of our air transportation system. We will lead the world into a new understanding of our planet, our solar system, and the universe around us, and in so doing, we will begin to understand whether life may have developed elsewhere in the cosmos. This strategic plan lays out our hopes for the future and the important things we seek to accomplish for America. We are privileged to be entrusted with these pursuits and thrilled to be able to carry them out. We invite you to join us on this great adventure. Releasing this strategic plan with our 2004 budget request represents our new commitment to the integration of budget and performance reporting. In this way, we will ensure that strategic priorities are aligned with and influence budget priorities. Our new Integrated Budget and Performance Document, a companion volume to this strategic plan, expands on the goals and objectives presented here and identifies the specific long-term and annual performance measures for which we will be held accountable.

STRATEGIC PLANNING↗
NASA NTRS1972

Organizing, staffing and initiating the program.

This paper describes and discusses those test laboratory management considerations prerequisite to test conduct and test reporting. These considerations are identified as (1) organizational requirements; they have to be determined, not only to implement a successful test program, but to match the communications needs of the other elements of the parent organization: (2) the role of supervision; decision making processes, types of decisions, and charters and role statements are presented: (3) planning; involves establishing objectives, definitions, procedures and the review and appraisal process: (4) delegation; some things cannot be delegated, others have to be.

Van Biene, F. K.↗
NASA NTRS2017

Cleared for Launch - Lessons Learned from the OSIRIS-REx System Requirements Verification Program

Requirements verification of a large flight system is a challenge. It is especially challenging for engineers taking on their first role in space systems engineering. This paper describes our approach to verification of the Origins, Spectral Interpretation, Resource Identification, Security-Regolith Explorer (OSIRIS-REx) system requirements. It also captures lessons learned along the way from developing systems engineers embroiled in this process. We begin with an overview of the mission and science objectives as well as the project requirements verification program strategy. A description of the requirements flow down is presented including our implementation for managing the thousands of program and element level requirements and associated verification data. We discuss both successes and methods to improve the managing of this data across multiple organizational interfaces. Our approach to verifying system requirements at multiple levels of assembly is presented using examples from our work at instrument, spacecraft, and ground segment levels. We include a discussion of system end-to-end testing limitations and their impacts to the verification program. Finally, we describe lessons learned that are applicable to all emerging space systems engineers using our unique perspectives across multiple organizations of a large NASA program.

Requirements Verification↗
NASA NTRS1990

Challenging the Future - Journey to Excellence. Aeropropulsion strategic plan for the 1990's

Over the past several months, the Lewis Aeropropulsion Management Council (AMC) has conducted a critical assessment of its strategic plan. This assessment clearly indicated a need for change, both in the aeropropulsion program emphasis and in the approach to carrying out that program. Customers sent a strong message that the program must improve the timeliness of research and technology products and services and must work more closely with them to develop and transfer new technology. The strategic plan defines AMC's vision for the future and underlying organizational values. It contains a set of broad strategies and actions that point the way toward achieving the goals of customer satisfaction, organizational effectiveness, and programmatic excellence. Those strategies are expected to form the basis for the development of specific tactical plans by Lewis aeropropulsion thrust teams, divisions, and branches. To guide tactical planning of the aeropropulsion program, this strategic plan outlines the agency's strategic directions and long-range aeronautics goals, the aeropropulsion goals and key objectives for achieving them, projections of Lewis aeropropulsion budgets, planned allocations of resources, and the processes that will be used to measure success in carrying out the strategic plan.

Source record↗
NASA NTRS1984

Computer integration of engineering design and production: A national opportunity

The National Aeronautics and Space Administration (NASA), as a purchaser of a variety of manufactured products, including complex space vehicles and systems, clearly has a stake in the advantages of computer-integrated manufacturing (CIM). Two major NASA objectives are to launch a Manned Space Station by 1992 with a budget of $8 billion, and to be a leader in the development and application of productivity-enhancing technology. At the request of NASA, a National Research Council committee visited five companies that have been leaders in using CIM. Based on these case studies, technical, organizational, and financial issues that influence computer integration are described, guidelines for its implementation in industry are offered, and the use of CIM to manage the space station program is recommended.

Source record↗
DOE OSTI2022

Standard model physics and the digital quantum revolution: thoughts about the interface

Advances in isolating, controlling and entangling quantum systems are transforming what was once a curious feature of quantum mechanics into a vehicle for disruptive scientific and technological progress. Pursuing the vision articulated by Feynman, a concerted effort across many areas of research and development is introducing prototypical digital quantum devices into the computing ecosystem available to domain scientists. Through interactions with these early quantum devices, the abstract vision of exploring classically-intractable quantum systems is evolving toward becoming a tangible reality. Beyond catalyzing these technological advances, entanglement is enabling parallel progress as a diagnostic for quantum correlations and as an organizational tool, both guiding improved understanding of quantum many-body systems and quantum field theories defining and emerging from the standard model. Here, from the perspective of three domain science theorists, this article compiles thoughts about the interface on entanglement, complexity, and quantum simulation in an effort to contextualize recent NISQ-era progress with the scientific objectives of nuclear and high-energy physics.

71 CLASSICAL AND QUANTUM MECHANICS, GENERAL PHYSIC↗
DOE OSTI2020

A Holistic Framework for Teamwork Between Multiple Organizations or Areas of Expertise - 20021

Teamwork can harness the collective energy of people to solve complex problems. Yet, teamwork requires more than just putting people together. Complexity is added when people from different organizations or areas of expertise form a team to accomplish specific ends. Every organization is designed to fulfill certain purposes and, as such, it has unique objectives and values and it operates according to methods, procedures, and norms intended to fulfill those objectives and values. And each field of expertise, with its specialized knowledge, uses certain methods to approach and solve problems. Teams that consist of people from multiple organizations or areas of expertise often have the added demands of reconciling dissimilar methods of getting the work done, of sharing information and knowledge that everyone may not have, and of taking into account the goals and objectives of multiple parties. The ideas presented here help teams meet these added demands. This paper introduces a framework that highlights three aspects of teamwork: the physical aspects (what team members do), the mental/intellectual aspects (what team members know and think), and the social/spiritual aspects (what team members feel about others' needs and objectives). These three aspects are easy to remember and intuitive to work with, and when one aspect of a team's work is strengthened, the other two are strengthened as well. (authors)

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS2016

Organizational Risk and Opportunity Management: Concepts and Processes for NASA's Consideration

The focus of this report is on the development of a framework and overall approach that serves the interests of nonprofit and Government organizations like NASA that focus on developing and/or applying new technology (henceforth referred to as organizations like NASA). These interests tend to place emphasis on performing services and achieving scientific and technical gains more than on achieving financial investment goals, which is the province of commercial enterprises. In addition, the objectives of organizations like NASA extend to institutional development and maintenance, financial health, legal and reputational protection, education and partnerships, and mandated milestone achievements. This report discusses the philosophical underpinnings of OROM for organizations like NASA, the integration of OROM with existing management processes, and the nature of the activities that are performed to implement OROM within this context. The proposed framework includes a set of core principles that would be essential to any successful OROM approach, along with some features that are currently under development and are continuing to evolve. The report is intended to foster discussion of OROM at NASA in order to reach a consensus on the optimum approach for the agency.

Risk↗
NASA NTRS2015

High Resolution Nature Runs and the Big Data Challenge

NASA's Global Modeling and Assimilation Office at Goddard Space Flight Center is undertaking a series of very computationally intensive Nature Runs and a downscaled reanalysis. The nature runs use the GEOS-5 as an Atmospheric General Circulation Model (AGCM) while the reanalysis uses the GEOS-5 in Data Assimilation mode. This paper will present computational challenges from three runs, two of which are AGCM and one is downscaled reanalysis using the full DAS. The nature runs will be completed at two surface grid resolutions, 7 and 3 kilometers and 72 vertical levels. The 7 km run spanned 2 years (2005-2006) and produced 4 PB of data while the 3 km run will span one year and generate 4 BP of data. The downscaled reanalysis (MERRA-II Modern-Era Reanalysis for Research and Applications) will cover 15 years and generate 1 PB of data. Our efforts to address the big data challenges of climate science, we are moving toward a notion of Climate Analytics-as-a-Service (CAaaS), a specialization of the concept of business process-as-a-service that is an evolving extension of IaaS, PaaS, and SaaS enabled by cloud computing. In this presentation, we will describe two projects that demonstrate this shift. MERRA Analytic Services (MERRA/AS) is an example of cloud-enabled CAaaS. MERRA/AS enables MapReduce analytics over MERRA reanalysis data collection by bringing together the high-performance computing, scalable data management, and a domain-specific climate data services API. NASA's High-Performance Science Cloud (HPSC) is an example of the type of compute-storage fabric required to support CAaaS. The HPSC comprises a high speed Infinib and network, high performance file systems and object storage, and a virtual system environments specific for data intensive, science applications. These technologies are providing a new tier in the data and analytic services stack that helps connect earthbound, enterprise-level data and computational resources to new customers and new mobility-driven applications and modes of work. In our experience, CAaaS lowers the barriers and risk to organizational change, fosters innovation and experimentation, and provides the agility required to meet our customers' increasing and changing needs

big data analysis↗
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 NTRS2008

Review of NASA's Exploration Technology Development Program: An Interim Report

NASA requested that a committee under the auspices of the National Research Council's Aeronautics and Space Engineering Board carry out an assessment of NASA's Exploration Technology Development Program (ETDP). Organizationally, this program functions under the direction of NASA's Exploration Systems Mission Directorate and is charged with developing new technologies that will enable NASA to conduct future human and robotic exploration missions, while reducing mission risk and cost. The Committee to Review NASA's Exploration Technology Development Program has been tasked to examine how well the program is aligned with the stated objectives of the President's Vision for Space Exploration (VSE), to identify gaps in the program, and to assess the quality of the research. The full statement of task is given in Appendix A. The committee consists of 25 members and includes a cross section of senior executives, engineers, researchers, and other aerospace professionals drawn from industry, universities, and government agencies with expertise in virtually all the technical fields represented within the program.

Source record↗
NASA NTRS1985

Spacelab Hitchhiker, a quick reaction carrier

It is pointed out that NASA is developing a new way to get payloads into orbit in a short time and at a low cost. The 'Spacelab Hitchhiker' is the carrier program which will accomplish this objective. The Spacelab Hitchhiker carrier is a Shuttle payload. The primary application of the considered program will be related to science and technology payloads. Attention is given to the Hitchhiker concept, details regarding the Hitchhiker-G and Hitchhiker-M, aspects of integration and operations, Orbiter resources and STS interfaces, the conduction of Hitchhiker flights as 'flights of opportunity', questions of payload selection, and organizational interfaces.

James, E. F.↗
DOE OSTI2025

Hungary 908 Event - Risk Based Graded Approach to ITM

This presentation, Risk-Based, Graded Approach to Insider Threat Mitigation: Human Measures, introduces a structured framework for managing insider threat risk using internationally recognized guidance from the International Atomic Energy Agency (IAEA) Nuclear Security Series No. 8-G (Rev. 1) and the Joint Statement on Mitigating Insider Threats (INFCIRC/908). The presentation emphasizes that effective insider threat mitigation (ITM) depends on both positional controls, which manage inherent risk based on access, authority, and knowledge, and human measures, which address residual risk reflected in behavior, motivation, and reliability. Using a risk-informed and graded approach, the presentation outlines methods for identifying and prioritizing high-risk positions, applying layered organizational controls, and integrating human reliability mechanisms such as the Behavior Observation Program (BOP), Fitness-for-Duty (FFD) evaluations, Employee Assistance Programs (EAP), and Nuclear Security Culture (NSC). The human-focused portion examines behavioral and organizational indicators of opportunity, vulnerability, motivation, and crisis, demonstrating how early detection, deterrence, and response can prevent insider events. The session concludes with a case review of the Millstone Nuclear Power Station incident involving engineer George Galatis. The case illustrates how weak leadership and a poor safety culture can create conditions for failure and how a comprehensive ITM framework could have altered the outcome. The objective of this presentation is to help practitioners apply a risk-based, graded philosophy to human factors and promote a culture of accountability, communication, and resilience within nuclear organizations.

99 - GENERAL AND MISCELLANEOUS↗