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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 127 records · Page 7
All sourcesNASA NTRSDOE OSTI
NASA NTRS2006

RS-25 for the NASA Cargo Launch Vehicle: The Evolution of SSME for Space Exploration

A key element of the National Vision for Space Exploration is the development of a heavy-lift Cargo Launch Vehicle (CaLV). Missions to the Moon, Mars, and beyond are only possible with the logistical capacity of putting large payloads in low-earth orbit. However, beyond simple logistics, there exists the need for this capability to be as cost effective as possible to ensure mission sustainability. An element of the CaLV project is, therefore, the development of the RS-25, which represents the evolution of the proven Space Shuttle Main Engine (SSME) into a high-performance, cost-effective expendable rocket engine. The development of the RS-25 will be built upon the foundation of over one million seconds of accumulated hot-fire time on the SSME. Yet in order to transform the reusable SSME into the more cost-effective, expendable RS-25 changes will have to be made. Thus the project will inevitably strive to maintain a balance between demonstrated heritage products and processes and the utilization of newer technology developments. Towards that end, the Core Stage Engine Office has been established at the NASA Marshall Space Flight Center to initiate the design and development of the RS-25 engine. This paper is being written very early in the formulation phase of the RS-25 project. Therefore the focus of this paper will be to present the scope, challenges, and opportunities for the RS-25 project. Early schedules and development decisions and plans will be explained. For not only must the RS-25 project achieve cost effectiveness through the development of new, evolved components such as a channel-wall nozzle, a new HIP-bonded main combustion chamber, and several others, it must simultaneously develop the means whereby this engine can be manufactured on a scale never envisioned for the SSME. Thus, while the overall project will span the next eight to ten years, there is little doubt that even this schedule is aggressive with a great deal of work to accomplish.

Kynard, Michael H.↗
DOE OSTI2025

INTEGRATION OF DATA ANALYTICS WITH SYSTEM HEALTH PROGRAMS

Industry equipment reliability and asset management programs are essential elements that help ensure the safe and economical operation of nuclear power plants. The effectiveness of these programs is addressed in several industry developed and regulatory programs. However, these programs have proven to be labor intensive and expensive. There is an opportunity to significantly enhance the collection, analysis, and use of this information to provide more cost-effective plant operation. Additionally, there is an acute industry need to leverage advanced technology to reduce costs and improve operational effectiveness. The goal of this paper is to provide effective and efficient analytical methods and tools to support risk-informed decisions for the equipment reliability and asset management programs at nuclear power plants. This is accomplished by creating a direct bridge between component health/lifecycle data and decision making (e.g., maintenance scheduling and project prioritization). Here we are supporting typical system engineer decisions regarding maintenance activity scheduling and component ageing management. This is performed in a risk-informed context where herein the term “risk” is broadly constructed to include both plant reliability and economics. This framework combines data analytics tools to analyze equipment reliability data with risk-informed methods designed to support system engineer decisions (e.g., maintenance and replacement schedules, optimal maintenance posture) in a customizable workflow. A challenge is that the structure of this workflow strongly depends on the decision that needs to be made, the type of data available, and the constraints that need to be considered. Current methods are designed to provide specific answers to specific problems; however, these methods might prove to be inadequate even when problem settings slightly change (e.g., different types of requirements, additional dependencies between system reliability and economics). We tackled this challenge by designing framework in a flexible and modular fashion such that the user can assemble and customize his/her own workflow that integrates SSC economic lifecycle models (e.g., maintenance and replacement costs), system reliability models, and optimization methods.

97 - MATHEMATICS AND COMPUTING↗
NASA NTRS2021

Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P-CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P-CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects. Because NASA implements a diverse and unique portfolio of projects, those projects have traditionally created project-specific systems to manage planning and performance analysis. However, establishment and implementation of a project management system that is common across all centers and mission directorates will facilitate the adoption of best business practices. In addition, the application of timely and predictive analysis, as well as, providing all stakeholders with greater insight into project performance will enhance opportunities for project success. For more detailed information, refer to the NASA EVM System Description; Integrated Baseline Review (IBR) Handbook; EVM Implementation Handbook; Schedule Management Handbook; Work Breakdown Structure (WBS) Handbook; and other agency/industry documentation. In addition, you may contact your local center’s EVM Focal Points. All this information and more can be found at and/or the NASA Engineering Network located at https://nen.nasa.gov/web/pm.

Christopher Lewis Sadler↗
NASA NTRS1974

Zero-gravity atmospheric Cloud Physics Experiment Laboratory; Programmatics report

The programmatics effort included comprehensive analyses in four major areas: (1) work breakdown structure, (2) schedules, (3) costs, and (4) supporting research and technology. These analyses are discussed in detail in the following sections which identify and define the laboratory project development schedule, cost estimates, funding distributions and supporting research and technology requirements. All programmatics analyses are correlated among themselves and with the technical analyses by means of the work breakdown structure which serves as a common framework for program definition. In addition, the programmatic analyses reflect the results of analyses and plans for reliability, safety, test, and maintenance and refurbishment.

Source record↗
NASA NTRS2009

How Configuration Management (CM) Can Help Project Teams To Innovate and Communicate

Traditionally, CM is relegated to a support role in project management activities. CM s traditional functions of identification, change control, status accounting, and audits/verification are still necessary and play a vital role. However, this presentation proposes CM s role in a new and innovative manner that will significantly improve communication throughout the organization and, in turn, augment the project s success. CM s new role is elevated to the project management level, above the engineering or sub-project level in the Work Breakdown Structure (WBS), where it can more effectively accommodate changes, reduce corrective actions, and ensure that requirements are clear, concise, and valid, and that results conform to the requirements. By elevating CM s role in project management and orchestrating new measures, a new communication will emerge that will improve information integrity, structured baselines, interchangeability/traceability, metrics, conformance to standards, and standardize the best practices in the organization. Overall project performance (schedule, quality, and cost) can be no better than the ability to communicate requirements which, in turn, is no better than the CM process to communicate project decisions and the correct requirements.

Cioletti, Louis↗
NASA NTRS1992

A practical approach to astronomy mission replanning

The schedule editing concept called EDTRON is presented and its features and functions in the overall mission planning scheme and the experience obtained from its first use during the Astro-1 mission are presented. This EDTRON program was designed specifically to edit the astronomy schedules generated by the ASTAR project, but any schedule with the same on/off format can be successfully changed. Though designed for the real-time environment concept, it can also be employed premission for schedule modification in situations where elements of the baseline schedule need to be preserved or when new requirements emerge that cannot be defined in existing scheduling algorithms.

Guffin, O. T.↗
NASA NTRS2009

Lunar Reconnaissance Orbiter (LRO) Rapid Thermal Design Development

The Lunar Reconnaissance Orbiter (LRO) project had a rapid development schedule starting with project conception in spring of 2004, instrument and launch vehicle selection late in 2005 and then launch in early 2009. The lunar thermal environment is one of the harshest in our solar system with the heavy infrared loading of the moon due to low albedo, lack of lunar atmosphere, and low effective regolith conduction. This set of constraints required a thermal design which maximized performance (minimized radiator area and cold control heater power) and minimized thermal hardware build at the orbiter level (blanketing, and heater service). The orbiter design located most of the avionics on an isothermalized heat pipe panel called the IsoThermal Panel (ITP). The ITP was coupled by dual bore heat pipes to an Optical Solar Reflector (OSR) covered heat pipe radiator. By coupling all of the avionics to one system, the hardware was simplified. The seven instruments were mainly heritage instruments which resulted in their desired radiators being located by their heritage design. This minimized instrument redesigns and therefore allowed them to be delivered earlier, though it resulted in a more complex orbiter level blanket and heater service design. Three of the instruments were mounted on a tight pointing M55J optical bench that needed to be covered in heaters to maintain pointing. Two were mounted to spacecraft controlled radiators. One was mounted to the ITP Dual Bores. The last was mounted directly to the bus structure on the moon facing panel. The propulsion system utilized four-20 pound insertion thrusters and eight-5 pound attitude control thrusters (ACS) in addition to 1000 kg of fuel in two large tanks. The propulsion system had a heater cylinder and a heated mounting deck for the insertion thrusters which coupled most of the propulsion design together simplifying the heater design. The High Gain Antenna System (HGAS) and Solar Array System (SAS) used dual axis actuator gimbal systems. HGAS required additional boom heaters to cool the approximately 10 W of RF losses thru the rotary joints and wave guides from the 40 W Ka system. By design this module needed a fair amount of heater, blanketing, and radiator complexity. The SAS system required a separate cable wrap radiator to help cool the Solar Array harness which dissipated 30 W thru the actuators and cable wraps. This module also was complex.

Baker, Charles↗
DOE OSTI2025

Bridging Equipment Reliability Data and Risk Informed Decisions in a Plant Operation Context

Industry equipment reliability and asset management programs are essential elements that help ensure the safe and economical operation of nuclear power plants. The effectiveness of these programs is addressed in several industry-developed and regulatory programs. The Risk-Informed Asset Management (RIAM) project is tasked to develop tools in support of the equipment reliability and asset management programs at nuclear power plants. These tools are designed to create a direct bridge between component health/lifecycle data and decision making (e.g., maintenance scheduling and project prioritization). The goal of this article is to provide a guide for specific use cases that the RIAM project is targeting. We have grouped uses cases into three main areas. The first area focuses on the analysis of equipment reliability data with a particular emphasis on condition-based data, such as test/surveillance reports and component monitoring data. The second area focuses on the integration of equipment reliability into system/plant reliability models to determine system/plant health and identify the components that are critical to maintain an operational system. Lastly, the third area manages plant resources, such as maintenance activities and replacement scheduling using optimization methods. Here the primary focus is on supporting typical system engineer decisions regarding maintenance activity scheduling and component aging management. This is performed in a risk-informed context where the term “risk” is broadly constructed to include both plant reliability and economics. This framework combines data analytics tools to analyze equipment reliability data with risk-informed methods designed to support system engineer decisions (e.g., maintenance and replacement schedules, optimal maintenance posture) in a customizable workflow.

97 - MATHEMATICS AND COMPUTING↗
NASA NTRS2013

TPSAS-NF1676L-17243-DND

This presentation captures ERA Project's effort in using integrated cost-schedule-risk analysis tool, identifying and capturing explicit relationships between program funds, schedule, and discrete risks. The project team merged a myriad of cost and schedule data for timely, objective, uncertainty analysis of the ITD's budget and schedule. The project team conducted detailed schedule uncertainty analysis showing schedule activities and how their interrelationships were impacted, representing an impressive advance beyond routine Gantt charts. Furthermore, the ERA Project collected discrete risk events including their impacts to costs and/or schedule and interwove these risks into cost and schedule logic networks, providing the foundation to conduct cost and schedule analyses. The team integrated this data into the analysis model, providing probabilistic results that were then used by the ERA Project's senior management for decision-making purposes. The ERA Project management team, through technical and pathfinder expertise in integrating cost, schedule, risk, and technical content, consistently provided risk-informed recommendations to Implementing Centers and ISRP senior management which ultimately ensured the successful ARMD Key Decision Point (KDP) review of the ERA Phase 2 ITD Portfolio and increased the likelihood of achieving technical objectives within cost and schedule constraints.

Gaudy M Bezos-O'Connor↗
NASA NTRS1993

Particle Engulfment and Pushing by Solidifying Interfaces (PEPSI)

The preliminary definition phase included the following actions: producing a science requiring document (draft), producing a science requirements document (preliminary), updating the flight program proposal, project review at NASA Marshall Space Flight Center, and research work as defined in the statement of work. The first three items of this plan have been delivered by the University of Alabama to NASA according to schedule. A project review meeting was held at MSFC on June 29, 1993. Consequently, this part of the report will address the results of the research work performed in the Solidification Laboratory at the University of Alabama during the first six months of the project.

Stefanescu, Doru Michael↗
NASA NTRS2010

Project Interface Requirements Process Including Shuttle Lessons Learned

Most failures occur at interfaces between organizations and hardware. Processing interface requirements at the start of a project life cycle will reduce the likelihood of costly interface changes/failures later. This can be done by adding Interface Control Documents (ICDs) to the Project top level drawing tree, providing technical direction to the Projects for interface requirements, and by funding the interface requirements function directly from the Project Manager's office. The interface requirements function within the Project Systems Engineering and Integration (SE&I) Office would work in-line with the project element design engineers early in the life cycle to enhance communications and negotiate technical issues between the elements. This function would work as the technical arm of the Project Manager to help ensure that the Project cost, schedule, and risk objectives can be met during the Life Cycle. Some ICD Lessons Learned during the Space Shuttle Program (SSP) Life Cycle will include the use of hardware interface photos in the ICD, progressive life cycle design certification by analysis, test, & operations experience, assigning interface design engineers to Element Interface (EI) and Project technical panels, and linking interface design drawings with project build drawings

Bauch, Garland T.↗
DOE OSTI2024

LCLS-II Helium Refrigeration System : A comprehensive overview of the project

SLAC National Accelerator Laboratory has upgraded to LCLS-II, featuring a 4 GeV superconducting accelerator composed of 37 cryomodules and two large helium refrigeration systems with a total cooling capacity of 8 kW at 2.0 K. The cryogenic system at SLAC is the successful outcome of a nine-year partnership between SLAC, Fermilab, and Jefferson Lab. This paper highlights the joint efforts between Jefferson Lab and SLAC in the development and implementation of the LCLS-II Cryogenic Plants. It details the project organization, schedule, budget, staffing profile and procurement strategy.

42 ENGINEERING↗
NASA NTRS1973

Summary of spacecraft technology, systems reliability, and tracking data acquisition

Goddard activities are reported for 1973. An eight-year flight schedule for projected space missions is presented. Data acquired by spacecraft in the following disciplines are described: stellar ultraviolet, stellar X-rays, stellar gamma rays, solar radiation, radio astronomy, particles/fields, magnetosphere, aurora, and the upper atmosphere.

Source record↗
NASA NTRS1974

Evaluation of routing and scheduling considerations for possible future commercial hypersonic transport aircraft

Travel markets which would be served by high speed commercial transport aircraft and the ability of the airlines to schedule and route the aircraft in a way that would achieve good daily utilization and productivity are examined. The following areas are considered: (1) identification of the major long-haul city pairs that would most likely demand nonstop service; (2) selection of flight tracks observing alternative sonic boom restrictions; (3) estimation of flight times for all city pairs for the various sonic boom constraints; (4) impact of airport curfews on possible departure and arrival schedules; (5) projection of passenger traffic volumes on the selected city pairs; and (6) potential daily utilization and aircraft productivity.

Feir, J. B.↗
NASA NTRS1976

Final definition and preliminary design study for the initial atmospheric cloud physics laboratory, a Spacelab mission payload

The following areas related to the final definition and preliminary design study of the initial atmospheric cloud physics laboratory (ACPL) were covered: (1) proposal organization, personnel, schedule, and project management, (2) proposed configurations, (3) study objectives, (4) ACPL experiment program listing and description, (5) mission/flight flexibility and modularity/commonality, (6) study plan, and (7) description of following tasks: requirement analysis and definition task flow, systems analysis and trade studies, subsystem analysis and trade studies, specifications and interface control documents, preliminary design task flow, work breakdown structure, programmatic analysis and planning, and project costs. Finally, an overview of the scientific requirements was presented.

Source record↗
NASA NTRS1979

Composites for Advanced Space Transportation Systems (CASTS)

A summary is given of the in-house and contract work accomplished under the CASTS Project. In July 1975 the CASTS Project was initiated to develop graphite fiber/polyimide matrix (GR/PI) composite structures with 589K (600 F) operational capability for application to aerospace vehicles. Major tasks include: (1) screening composites and adhesives, (2) developing fabrication procedures and specifications, (3) developing design allowables test methods and data, and (4) design and test of structural elements and construction of an aft body flap for the Space Shuttle Orbiter Vehicle which will be ground tested. Portions of the information are from ongoing research and must be considered preliminary. The CASTS Project is scheduled to be completed in September 1983.

Davis, J. G., Jr.↗