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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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All sourcesNASA NTRSDOE OSTI
NASA NTRS1991

The business case for connectivity

Information systems that provide competitive advantages to organizations can be broadly classified into those that improve the effectiveness of a business function and those that improve the reach of information in the organization. The latter, organizational connectivity systems, can be categorized as intraorganizational and interorganizational systems. Intraorganization systems provide connectivity to function areas within the business, while interorganizational systems support the exchange of business data between independent business units. These system are not confined to a single entity but span organizational boundaries which can be national or international in scope. A series of case studies was undertaken in an effort to better understand the issues and problems associated with providing an increased flow of information within and outside of an organization. Ten issues emerged from this study. In summary, it is necessary for firms to first consider how effective their internal communications systems are before launching projects that tie the organization to external systems.

Adams, Dennis↗
NASA NTRS1995

NASA/DOD Aerospace Knowledge Diffusion Research Project. Report 35: The use of computer networks in aerospace engineering

This research used survey research to explore and describe the use of computer networks by aerospace engineers. The study population included 2000 randomly selected U.S. aerospace engineers and scientists who subscribed to Aerospace Engineering. A total of 950 usable questionnaires were received by the cutoff date of July 1994. Study results contribute to existing knowledge about both computer network use and the nature of engineering work and communication. We found that 74 percent of mail survey respondents personally used computer networks. Electronic mail, file transfer, and remote login were the most widely used applications. Networks were used less often than face-to-face interactions in performing work tasks, but about equally with reading and telephone conversations, and more often than mail or fax. Network use was associated with a range of technical, organizational, and personal factors: lack of compatibility across systems, cost, inadequate access and training, and unwillingness to embrace new technologies and modes of work appear to discourage network use. The greatest positive impacts from networking appear to be increases in the amount of accurate and timely information available, better exchange of ideas across organizational boundaries, and enhanced work flexibility, efficiency, and quality. Involvement with classified or proprietary data and type of organizational structure did not distinguish network users from nonusers. The findings can be used by people involved in the design and implementation of networks in engineering communities to inform the development of more effective networking systems, services, and policies.

Bishop, Ann P.↗
NASA NTRS2017

Digital Model-Based Engineering: Expectations, Prerequisites, and Challenges of Infusion

Digital model-based engineering (DMbE) is the use of digital artifacts, digital environments, and digital tools in the performance of engineering functions. DMbE is intended to allow an organization to progress from documentation-based engineering methods to digital methods that may provide greater flexibility, agility, and efficiency. The term 'DMbE' was developed as part of an effort by the Model-Based Systems Engineering (MBSE) Infusion Task team to identify what government organizations might expect in the course of moving to or infusing MBSE into their organizations. The Task team was established by the Interagency Working Group on Engineering Complex Systems, an informal collaboration among government systems engineering organizations. This Technical Memorandum (TM) discusses the work of the MBSE Infusion Task team to date. The Task team identified prerequisites, expectations, initial challenges, and recommendations for areas of study to pursue, as well as examples of efforts already in progress. The team identified the following five expectations associated with DMbE infusion, discussed further in this TM: (1) Informed decision making through increased transparency, and greater insight. (2) Enhanced communication. (3) Increased understanding for greater flexibility/adaptability in design. (4) Increased confidence that the capability will perform as expected. (5) Increased efficiency. The team identified the following seven challenges an organization might encounter when looking to infuse DMbE: (1) Assessing value added to the organization. Not all DMbE practices will be applicable to every situation in every organization, and not all implementations will have positive results. (2) Overcoming organizational and cultural hurdles. (3) Adopting contractual practices and technical data management. (4) Redefining configuration management. The DMbE environment changes the range of configuration information to be managed to include performance and design models, database objects, as well as more traditional book-form objects and formats. (5) Developing information technology (IT) infrastructure. Approaches to implementing critical, enabling IT infrastructure capabilities must be flexible, reconfigurable, and updatable. (6) Ensuring security of the single source of truth (7) Potential overreliance on quantitative data over qualitative data. Executable/ computational models and simulations generally incorporate and generate quantitative vice qualitative data. The Task team also developed several recommendations for government, academia, and industry, as discussed in this TM. The Task team recommends continuing beyond this initial work to further develop the means of implementing DMbE and to look for opportunities to collaborate and share best practices.

Hale, J. P.↗
NASA NTRS2011

Bootstrapping Process Improvement Metrics: CMMI Level 4 Process Improvement Metrics in a Level 3 World

The measurement techniques for organizations which have achieved the Software Engineering Institutes CMMI Maturity Levels 4 and 5 are well documented. On the other hand, how to effectively measure when an organization is Maturity Level 3 is less well understood, especially when there is no consistency in tool use and there is extensive tailoring of the organizational software processes. Most organizations fail in their attempts to generate, collect, and analyze standard process improvement metrics under these conditions. But at JPL, NASA's prime center for deep space robotic exploration, we have a long history of proving there is always a solution: It just may not be what you expected. In this paper we describe the wide variety of qualitative and quantitative techniques we have been implementing over the last few years, including the various approaches used to communicate the results to both software technical managers and senior managers.

Hihn, Jairus↗
NASA NTRS2016

Evidence Report: Risk of Performance Errors Due to Training Deficiencies

Substantial evidence supports the claim that inadequate training leads to performance errors. Barshi and Loukopoulos (2012) demonstrate that even a task as carefully developed and refined over many years as operating an aircraft can be significantly improved by a systematic analysis, followed by improved procedures and improved training (see also Loukopoulos, Dismukes, & Barshi, 2009a). Unfortunately, such a systematic analysis of training needs rarely occurs during the preliminary design phase, when modifications are most feasible. Training is often seen as a way to compensate for deficiencies in task and system design, which in turn increases the training load. As a result, task performance often suffers, and with it, the operators suffer and so does the mission. On the other hand, effective training can indeed compensate for such design deficiencies, and can even go beyond to compensate for failures of our imagination to anticipate all that might be needed when we send our crew members to go where no one else has gone before. Much of the research literature on training is motivated by current training practices aimed at current training needs. Although there is some experience with operations in extreme environments on Earth, there is no experience with long-duration space missions where crews must practice semi-autonomous operations, where ground support must accommodate significant communication delays, and where so little is known about the environment. Thus, we must develop robust methodologies and tools to prepare our crews for the unknown. The research necessary to support such an endeavor does not currently exist, but existing research does reveal general challenges that are relevant to long-duration, high-autonomy missions. The evidence presented here describes issues related to the risk of performance errors due to training deficiencies. Contributing factors regarding training deficiencies may pertain to organizational process and training programs for spaceflight, such as when training programs are inadequate or unavailable. Furthermore, failure to match between tasks on the one hand, and learning and memory abilities on the other hand is a contributing factor, especially when individuals' relative efficiency with which new information is acquired, and adjustments made in behavior or thinking, are inconsistent with mission demands. Thus, if training deficiencies are present, the likelihood of errors or of the inability to successfully complete a task increases. What's more, the overall risk to the crew, the vehicle, and the mission increases.

Barshi, Immanuel↗
NASA NTRSDate not supplied

LunaNet Governance: Organizing and Planning for LunaNet Operations

LunaNet is proposed to be the lunar internet, providing services for communications, networking, position, navigation, and timing for missions in transit to and from the moon, in orbit around the moon, in transit to and from the surface, and on the surface. It is envisioned to be an open, international architecture with contributions from multiple organizations including international civil space agencies, commercial service providers, academic institutions, and other organizations. Using a combination of conventional and emerging technologies, LunaNet will create a lunar-centric network-of-networks that inherits some features of the terrestrial internet but has unique characteristics that will drive substantially different operations. Government acquisition efforts have already begun to procure commercial lunar communications and navigation services. A multi-stakeholder approach to developing the community-wide concepts of operation has been initiated by the Interagency Operations Advisory Group (IOAG), which is formed of international government space agencies, that includes other international organizations such as the Internet Society, Internet Engineering Task Force, International Committee on Global Navigation Satellite Systems, and Space Frequency Coordination Group as well as industry and academic participants. Products of the Interim Committee on LunaNet Governance will include the recommendation and definition of an initial international organizational governance structure; associated roles, responsibilities, and processes; and recommended steps to implement the governance approach. This paper will describe the progress made in developing these concepts and coordinating them among the participating organizations.

LunaNet↗
NASA NTRS2000

Information Power Grid: Distributed High-Performance Computing and Large-Scale Data Management for Science and Engineering

We use the term "Grid" to refer to distributed, high performance computing and data handling infrastructure that incorporates geographically and organizationally dispersed, heterogeneous resources that are persistent and supported. This infrastructure includes: (1) Tools for constructing collaborative, application oriented Problem Solving Environments / Frameworks (the primary user interfaces for Grids); (2) Programming environments, tools, and services providing various approaches for building applications that use aggregated computing and storage resources, and federated data sources; (3) Comprehensive and consistent set of location independent tools and services for accessing and managing dynamic collections of widely distributed resources: heterogeneous computing systems, storage systems, real-time data sources and instruments, human collaborators, and communications systems; (4) Operational infrastructure including management tools for distributed systems and distributed resources, user services, accounting and auditing, strong and location independent user authentication and authorization, and overall system security services The vision for NASA's Information Power Grid - a computing and data Grid - is that it will provide significant new capabilities to scientists and engineers by facilitating routine construction of information based problem solving environments / frameworks. Such Grids will knit together widely distributed computing, data, instrument, and human resources into just-in-time systems that can address complex and large-scale computing and data analysis problems. Examples of these problems include: (1) Coupled, multidisciplinary simulations too large for single systems (e.g., multi-component NPSS turbomachine simulation); (2) Use of widely distributed, federated data archives (e.g., simultaneous access to metrological, topological, aircraft performance, and flight path scheduling databases supporting a National Air Space Simulation systems}; (3) Coupling large-scale computing and data systems to scientific and engineering instruments (e.g., realtime interaction with experiments through real-time data analysis and interpretation presented to the experimentalist in ways that allow direct interaction with the experiment (instead of just with instrument control); (5) Highly interactive, augmented reality and virtual reality remote collaborations (e.g., Ames / Boeing Remote Help Desk providing field maintenance use of coupled video and NDI to a remote, on-line airframe structures expert who uses this data to index into detailed design databases, and returns 3D internal aircraft geometry to the field); (5) Single computational problems too large for any single system (e.g. the rotocraft reference calculation). Grids also have the potential to provide pools of resources that could be called on in extraordinary / rapid response situations (such as disaster response) because they can provide common interfaces and access mechanisms, standardized management, and uniform user authentication and authorization, for large collections of distributed resources (whether or not they normally function in concert). IPG development and deployment is addressing requirements obtained by analyzing a number of different application areas, in particular from the NASA Aero-Space Technology Enterprise. This analysis has focussed primarily on two types of users: the scientist / design engineer whose primary interest is problem solving (e.g. determining wing aerodynamic characteristics in many different operating environments), and whose primary interface to IPG will be through various sorts of problem solving frameworks. The second type of user is the tool designer: the computational scientists who convert physics and mathematics into code that can simulate the physical world. These are the two primary users of IPG, and they have rather different requirements. The results of the analysis of the needs of these two types of users provides a broad set of requirements that gives rise to a general set of required capabilities. The IPG project is intended to address all of these requirements. In some cases the required computing technology exists, and in some cases it must be researched and developed. The project is using available technology to provide a prototype set of capabilities in a persistent distributed computing testbed. Beyond this, there are required capabilities that are not immediately available, and whose development spans the range from near-term engineering development (one to two years) to much longer term R&D (three to six years). Additional information is contained in the original.

Johnston, William E.↗
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↗
NASA NTRS1991

Direct broadcast satellite-radio market, legal, regulatory, and business considerations

A Direct Broadcast Satellite-Radio (DBS-R) System offers the prospect of delivering high quality audio broadcasts to large audiences at costs lower than or comparable to those incurred using the current means of broadcasting. The maturation of mobile communications technologies, and advances in microelectronics and digital signal processing now make it possible to bring this technology to the marketplace. Heightened consumer interest in improved audio quality coupled with the technological and economic feasibility of meeting this demand via DBS-R make it opportune to start planning for implementation of DBS-R Systems. NASA-Lewis and the Voice of America as part of their on-going efforts to improve the quality of international audio broadcasts, have undertaken a number of tasks to more clearly define the technical, marketing, organizational, legal, and regulatory issues underlying implementation of DBS-R Systems. The results and an assessment is presented of the business considerations underlying the construction, launch, and operation of DBS-R Systems.

Sood, Des R.↗
NASA NTRS2012

Space Environments and Spacecraft Effects Concept: Transitioning Research to Operations and Applications

The National Aeronautics and Space Administration (NASA) is embarking on a course to expand human presence beyond Low Earth Orbit (LEO) while expanding its mission to explore the solar system. Destinations such as Near Earth Asteroids (NEA), Mars and its moons, and the outer planets are but a few of the mission targets. NASA has established numerous organizations specializing in specific space environments disciplines that will serve to enable these missions. To complement these existing discipline organizations, a concept is presented focusing on the development of a space environment and spacecraft effects organization. This includes space climate, space weather, natural and induced space environments, and effects on spacecraft materials and systems. This space environment and spacecraft effects organization would be comprised of Technical Working Groups (TWG) focusing on, for example: a) Charged Particles (CP), b) Space Environmental Effects (SEE), and c) Interplanetary and Extraterrestrial Environments (IEE). These technical working groups will generate products and provide knowledge supporting four functional areas: design environments, environment effects, operational support, and programmatic support. The four functional areas align with phases in the program mission lifecycle and are briefly described below. Design environments are used primarily in the mission concept and design phases of a program. Environment effects focuses on the material, component, sub-system and system-level selection and the testing to verify design and operational performance. Operational support provides products based on real time or near real time space weather observations to mission operators to aid in real time and near-term decision-making. The programmatic support function maintains an interface with the numerous programs within NASA and other federal agencies to ensure that communications are well established and the needs of the programs are being met. The programmatic support function also includes working in coordination with the program in anomaly resolution and generation of lesson learned documentation. The goal of this space environment and spacecraft effects organization is to develop decision-making tools and engineering products to support the mission phases of mission concept through operations by focusing on transitioning research to application. Products generated by this space environments and spacecraft effects organization are suitable for use in anomaly investigations. This paper will describe the organizational structure for this space environments and spacecraft effects organization, and outline the scope of conceptual TWG's and their relationship to the functional areas.

Edwards, D. L.↗
DOE OSTI2023

Gridtrust: Electricity Grid Root-of-Trust Decentralized Supply Chain Cyber-Security (Final Scientific/Technical Report)

GridTrust represents a departure from reliance on a single organization or a single person to multiple organizations and therefore multiple people across organizational structures. The motivating idea behind involving multiple organizations is the increase in security due to human factors. More specifically, the requirement that distinct people in different organizations sign off on a change or an update makes a cyberattack much less likely due to the inherent requirement that both organizations be penetrated and fooled. GridTrust focuses on the software update process as the primary exemplar for the research and development work. A novel hardware-based technology referred to as a Physical Unclonable Function (PUF) provides a microchip Root-of-Trust (RoT), i.e., a starting point for verifying that the hardware being communicated with is the hardware the control center believes the hardware to be. As a result, staff at power grid control centers can ensure the accurate and reliable identification of hardware devices from the outset. The GridTrust protocol introduces two key innovations, as detailed in this report. Firstly, the utilization of a PUF as a root-of-trust in the initial phase of a software or firmware update. Secondly, the application of multiple cryptographic signatures from two or more organizations to the update binary. These signatures are verified before implementing the update on a power grid device in the field. In terms of GridTrust hardware design, this report outlines two main components. The first is the GridTrust Native Device, integrating PUF technology intrinsically into the hardware device itself. The second is the GridTrust Interfacing Device, which incorporates PUF technology and multiple cryptographic signatures. These signatures are cross-checked within a separate hardware positioned between the power grid control center and the legacy power grid device, functioning as an intermediary. While the GridTrust Interfacing Device offers the advantage of being applicable to existing power grid equipment, it may have reduced security if the intermediary component is targeted. On the other hand, the GridTrust Native Device boasts increased security due to protocol integration within a unified form factor. The effectiveness of GridTrust technology has been extensively demonstrated, with multiple external red-team attackers unable to breach GridTrust's security measures. This was observed both in controlled laboratory settings during Phase 1 of the project and in real-world conditions within a City of Marietta substation during Phase 2 of the project.

24 POWER TRANSMISSION AND DISTRIBUTION↗
NASA NTRS1999

Consortium for Materials Development in Space

During FY99 the Consortium for Materials Development in Space (CMDS) was reorganized around the following guidelines: industry driven, product focus, an industry led advisory council, focus on University of Alabama in Huntsville (UAH) core competencies, linkage to regional investment firms to assist commercialization and to take advantage of space flights. The organizational structure of the CMDS changed considerably during the year. The decision was made to reduce the organization to a Director and an Administrative Assistant. The various research projects, including the employees, were transferred to the appropriate UAH research center or college. In addition, an advisory council was established to provide direction and guidance to the CMDS to ensure a strong commercial focus. The council will (i) review CMDS commercial development plans and provide feedback, (ii) perform an annual evaluation of the Center's progress and present the results of this review to the UAH Vice President for Research, (iii) serve as an avenue of communication between the CMDS and its commercial partners, and (iv) serve as an ambassador and advocate for the CMDS.

Source record↗
NASA NTRS2012

Space Environments and Spacecraft Effects Organization Concept

The National Aeronautics and Space Administration (NASA) is embarking on a course to expand human presence beyond Low Earth Orbit (LEO) while also expanding its mission to explore the solar system. Destinations such as Near Earth Asteroids (NEA), Mars and its moons, and the outer planets are but a few of the mission targets. Each new destination presents an opportunity to increase our knowledge of the solar system and the unique environments for each mission target. NASA has multiple technical and science discipline areas specializing in specific space environments disciplines that will help serve to enable these missions. To complement these existing discipline areas, a concept is presented focusing on the development of a space environments and spacecraft effects (SENSE) organization. This SENSE organization includes disciplines such as space climate, space weather, natural and induced space environments, effects on spacecraft materials and systems and the transition of research information into application. This space environment and spacecraft effects organization will be composed of Technical Working Groups (TWG). These technical working groups will survey customers and users, generate products, and provide knowledge supporting four functional areas: design environments, engineering effects, operational support, and programmatic support. The four functional areas align with phases in the program mission lifecycle and are briefly described below. Design environments are used primarily in the mission concept and design phases of a program. Engineering effects focuses on the material, component, sub-system and system-level selection and the testing to verify design and operational performance. Operational support provides products based on real time or near real time space weather to mission operators to aid in real time and near-term decision-making. The programmatic support function maintains an interface with the numerous programs within NASA, other federal government agencies, and the commercial sector to ensure that communications are well established and the needs of the programs are being met. The programmatic support function also includes working in coordination with the program in anomaly resolution and generation of lessons learned documentation. The goal of this space environment and spacecraft effects organization is to develop decision-making tools and engineering products to support all mission phases from mission concept through operations by focusing on transitioning research to application. Products generated by this space environments and effects application are suitable for use in anomaly investigations. This paper will describe the scope of the TWGs and their relationship to the functional areas, and discuss an organizational structure for this space environments and spacecraft effects organization.

Edwards, David L.↗
NASA NTRS2001

International Space Station Radiation Shielding Model Development

The projected radiation levels within the International Space Station (ISS) have been criticized by the Aerospace Safety Advisory Panel in their report to the NASA Administrator. Methods for optimal reconfiguration and augmentation of the ISS shielding are now being developed. The initial steps are to develop reconfigurable and realistic radiation shield models of the ISS modules, develop computational procedures for the highly anisotropic radiation environment, and implement parametric and organizational optimization procedures. The targets of the redesign process are the crew quarters where the astronauts sleep and determining the effects of ISS shadow shielding of an astronaut in a spacesuit. The ISS model as developed will be reconfigurable to follow the ISS. Swapping internal equipment rack assemblies via location mapping tables will be one option for shield optimization. Lightweight shield augmentation materials will be optimally fit to crew quarter areas using parametric optimization procedures to minimize the augmentation shield mass. The optimization process is being integrated into the Intelligence Synthesis Environment s (ISE s) immersive simulation facility at the Langley Research Center and will rely on High Performance Computing and Communication (HPCC) for rapid evaluation of shield parameter gradients.

Qualls, G. D.↗
NASA NTRS2002

Check Out These Books

The book entitled "Fusion Leadership: Unlocking the Subtle Forces that Change People and Organizations Richard L. Daft and Robert H. Lengel (1998) Berett-Koehler Publishers, Inc." was Reviewed by Dr. Michelle Collins, NASA Headquarters. If you've already read books on leadership and organizational change by authors such as Moshe Rubinstein and Iris Firstenberg, Peter Senge, Tom Peters, and Steven Covey, and you were thinking of rereading them, you don't have to do that now. Just read this book instead. It's a fusion of many of their same concepts presented from a different view. The book does not explore any particular subject in depth. Rather the authors "skim" many subjects and concepts, interlacing them to develop the concept of "Fusion Leadership". The fundamental concept of treating people as people rather than machines is the main theme. "Fusion Leadership" is the process of fusing people together by nurturing six "subtle" forces: mindfulness, courage, vision, heart, communication, and integrity. To do so, hierarchy is diminished and responsibility both for oneself as well as for the team is emphasized. There are a number of organizations and managers that will find such a change threatening. The concepts behind such a management style are straightforward and the benefits are intuitive once you've reflected on them; however, the obvious benefits of the behavioral change proposed in Fusion Leadership can be completely lost in a fear-based system. The concept of caring about people in one's organization was the common thread in Chris Turner's book All Hat, No Cattle (see book review, ASK 5). Much is being written about the re-humanizing of the workplace, but the basis of it is so common sense that one wonders what's taking so long for the workplace to change? Whether you're in a position to change your organization or simply your project team, you'll find the concepts in fusion leadership equally applicable.

Collins, Michelle↗
NASA NTRS2021

A Geodetic and Positioning Thematic Layer - Identifying tools to connect the GGRF and IGIF

Effective and sustainable modernization of a nation’s geodetic framework relies on the ability of the relevant organizations and other stakeholders to communicate, integrate, and align both their strategic objectives and operational planning with the United Nations Committee of Experts on Global Geospatial Information Management (UN GGIM) Sub-Committee on Geodesy’s (SCoG) roadmap for a Global Geodetic Reference Frame (GGRF) for Sustainable Development. In addition, to implement geodetic modernization initiatives through multiple government agencies, a holistic country action plan (CAP) for geospatial information management must incorporate pertinent geodetic outcomes and outputs. Presently, the CAP framework and principles used by nations is the UN GGIM Integrated Geospatial Information Framework (IGIF). From engagement with geospatial and survey communities across emerging nations in the Asia Pacific region, it is evident more assistance and coordination is necessary to articulate, integrate and connect geodetic organizational strategies with the requirements of the GGRF roadmap; the strategic pathways of the IGIF; and resourcing for a meaningful and relevant multi-faceted CAP. One of the supporting mechanisms for such planning or preparation, which representatives of the International Federation of Surveyors (FIG) Asia Pacific Capacity Development Network (AP CDN) and the UN SCoG Education, Training and Capacity Building (ETCB) working group are considering, is a policy framework and guide for a “Geodetic and Positioning Thematic Layer” (GPTL). Essentially, this “thematic layer”, in terms of the GGRF and IGIF, aims to provide a comprehensive understanding of, and a toolbox for, the “why, what, how, and who” of geodesy and positioning. This discussion paper will provide background and insights for a GPTL dedicated to recognizing, and aligning the geodetic capacity development needs with broader geospatial information management issues and applications. The paper will also outline a rigorous, participatory, and inclusive consultation process for the design and development of a thematic layer. Furthermore, as the intention of the authors is to prepare a forthcoming “white paper” that will concisely describe the issues of a GPTL and initiatives for an appropriate guide and/or policy framework, this paper will seek feedback on: the potential scientific, social, environmental and political benefits of modernizing geodetic infrastructure and systems; the challenges associated with the GGRF roadmap; leveraging the geodesy-relevant elements of each IGIF strategic pathway; the importance of collaborative efforts; and the capacity development needs and resources in relation to governance, technology and people.

SARIB, Rob↗
DOE OSTI2021

Resilience Metrics and Framework for Distributed Wind Presentation

This presentation communicates information about the MIRACL project Resilience Metrics report and Resilience Framework report. It was created for the 2021 MIRACL advisory board meeting. We propose a three-tiered approach for the resilience framework. At the top level, we consider the time horizons on which resilience will be evaluated and executed. At the middle level, we consider the core functions of resilience, which span across the time horizons. At the lower level, we consider the process steps that correspond to implementing practices for resilience in each of the core functions. The framework considers three time horizons in order to enable organizations to assess and improve their system’s resilience throughout its lifecycle. We call these time horizons the planning, operational, and future stages. The planning stage uses organizational needs and current system evaluation to prepare for potential hazards. The operational stage seeks to execute responses to hazards as prudently and efficiently as possible to maintain system resilience. The future stage seeks to improve on current system resilience and feeds back into the planning stage to promote continuous improvement. While all three time horizons are important when considering a specific topic, the planning and evaluation phase (i.e., what is done in advance of the event) is critical in defining a system’s resilience characteristics and in outlining how a system responds to an event. This framework intentionally emphasizes the planning stage to highlight the overarching emphasis of this effort, not to imply that the other two time-related horizons (i.e., operational and change the future) are less important. The core functions in the framework are identify, prepare, detect, adapt, and recover. These five functions stem from a rigorous analysis of definitions used across the industry, and they represent the core capabilities that an organization must have to enable lifecycle resilience. Within each core function, process steps are described that help walk an organization through the information gathering, evaluation, decision-making, and implementation processes they will need to ensure their resilience goals are maintained throughout the system and the system lifecycle. Also highlighted in the figure is the concept that a resilience framework should be cyclical in nature. Because a system’s resilience is based on finite resources and time, it must continually evolve through this framework’s risk management and capital investment steps at an appropriate level of scope and pace.

17 WIND ENERGY↗
NASA NTRS2010

COTS/CRS: KSC Evolving Host Initiatives with Commercial Space Partners

NASA's Commercial Crew and Cargo Program Office (C3PO) leads the agency's commercial efforts to stimulate United States private companies as the shuttle program comes to a close. Through the Commercial Orbital Transportation Services (COTS) program, two companies, SpaceX and Orbital, were selected to demonstrate their ability to perform flights to the International Space Station. The Commercial Resupply Services (CRS) Project leverages off the COTS experience, and awarded these two private companies contracts to resupply the International Space Station after shuttle fly out. As a 2010 summer intern, I supported the COTS/CRS team in their team meetings, attended and contributed to project discussions and planning, and assisted in developing visual representations for the variety of processes and organizational endeavors required for the program to run smoothly. One aspect of the COTS/CRS program gives the involved private companies the opportunity to request available services from Kennedy Space Center (KSC); one of my projects included assisting in the development of a related Task Order Request (TOR) process. In addition, an integral part of the project was to maintain and enhance the team database for processing the variety of TORS. My experience in the project gave me great insight into the growing field of commercial space activities. The development of the TOR process involved coordinating representatives from a variety of backgrounds at KSC. A clear and concise visual representation of the TOR process in the form of a flow chart was necessary to successfully implement a task order request from one of NASA's commercial partners. The goals of the process charts were to communicate the team's ideas and foster a common thought process while at the same time allow the process to grow and evolve. It was critical that the requests from the private companies were addressed quickly and thoroughly as the process developed this summer is expected to have extensive future use.

Yohpe, Megan↗