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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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The Federal Energy Management Program (FEMP) promotes best practices for impactful utilization of Energy Management Information Systems (EMIS) at federal facilities. This fact sheet highlights best practices from the FEMP technical report, Enhancing Performance Contracts Using Monitoring-based Commissioning (MBCx).
Cost incentive contract effects on research and development
Under a Phase II SBIR contract, Kennedy and Lumina Decision Systems, Inc., jointly developed the Schedule and Cost Risk Analysis Modeling (SCRAM) system, based on a version of Lumina's flagship software product, Analytica(R). Acclaimed as "the best single decision-analysis program yet produced" by MacWorld magazine, Analytica is a "visual" tool used in decision-making environments worldwide to build, revise, and present business models, minus the time-consuming difficulty commonly associated with spreadsheets. With Analytica as their platform, Kennedy and Lumina created the SCRAM system in response to NASA's need to identify the importance of major delays in Shuttle ground processing, a critical function in project management and process improvement. As part of the SCRAM development project, Lumina designed a version of Analytica called the Analytica Design Engine (ADE) that can be easily incorporated into larger software systems. ADE was commercialized and utilized in many other developments, including web-based decision support.
The purpose of this Earned Value Management (EVM) System Description is to provide guidance in NASA’s Earned Value Management Capability for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts. EVM is a project management process that effectively integrates a project’s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions. This system description contains detailed information on implementation of EVM processes, procedures, roles and responsibilities.
Traditionally, air traffic management services have been provided by air traffic controllers and managers stationed in ground facilities, employed or contracted by the public sector, and supported by automation. These centralized, human-centric air traffic management services do not scale to accommodate increasing demands from conventional and new entrant operations for access to the national airspace system. One transformation that provides much needed scalability is increasing the level of autonomy of air traffic management by enabling edge agents of the system, including vehicles, operators, and third-party service suppliers, to collectively self-manage independently from the centralized service providers and enabling the automation to also take on more independent traffic management responsibility from the human agents. This paper identifies challenges to increasing the level of autonomy of air traffic management services. It describes a framework to enable a systematic identification of these challenges. The framework consists of a functional breakdown of air traffic management services and several dimensions characterizing different autonomy scales. The autonomy dimensions include the automation level between human and machine agents, the locus of control between centralized and distributed edge agents, cognitive activities for autonomous situation awareness and decision making, intelligence levels ranging from skill-based to expertise-based autonomous behavior, and uncertainty levels of the dynamics and environment in which autonomous agents operate. Several challenges are identified and categorized using the different dimensions of the autonomy framework.
The purpose of this Earned Value Management (EVM) System Description is to provide guidance in NASA’s Earned Value Management Capability for the effective application, implementation, and utilization of EVM on NASA programs, projects, major contracts and subcontracts. EVM is a project management process that effectively integrates a project’s scope of work with schedule and cost elements for optimum project planning and control. The goal is to achieve timely and accurate quantification of progress that will facilitate management by exception and enable early visibility into the nature and the magnitude of technical problems as well as the intended course and success of corrective actions. This system description contains detailed information on implementation of EVM processes, procedures, roles and responsibilities.
This fact sheet describes the benefits of using ESPCs and outlines ESPC resources available from the Federal Energy Management Program.
Through Small Business Innovation Research (SBIR) contracts with Ames Research Center, Intelligent Automation Inc., based in Rockville, Maryland, advanced specialized software the company had begun developing with U.S. Department of Defense funding. The agent-based infrastructure now allows NASA's Airspace Concept Evaluation System to explore ways of improving the utilization of the National Airspace System (NAS), providing flexible modeling of every part of the NAS down to individual planes, airports, control centers, and even weather. The software has been licensed to a number of aerospace and robotics customers, and has even been used to model the behavior of crowds.
This guide serves as a key resource for acquisition teams developing utility energy service contracts (UESC) with an emphasis on using a task order to acquire energy management services under a General Services Administration areawide contract. The guide features a compilation of templates to assist your efforts from acquisition planning through awarding a task order for design and installation.
In 2004, NASA awarded the Research, Operations, Maintenance, and Engineering (ROME) contract at NASA Langley Research Center to a team led by Jacobs Technology, Inc. A key component of the contract was the transitioning of the five large wind tunnel facilities from NASA managed and NASA or NASA/contractor workforces to fully contractor operated. The contractor would manage daily operations while NASA would continue to develop long-term strategies, make decisions regarding commitment of funds and commitment of facilities, and provide oversight of the contractor's performance. A major challenge would be the transition of knowledge of facility operations and maintenance from the incumbent civil servant workforce to the contractor workforce. While the contract has since been modified multiple times, resulting in a blended NASA/ROME workforce across the facilities, the processes developed and implemented to capture and document facility knowledge from the incumbent subject matter experts, build training and certification programs, and grow individual skills across subject areas and across facilities, are worthy of documentation. This is the purpose of this paper.
The construction industry can be fraught with cost, schedule, and scope overruns. Los Alamos National Laboratory (LANL), a Department of Energy (DOE) / National Nuclear Security Administration (NNSA) facility located in Northern New Mexico, seems to be particularly vulnerable to cost and schedule overruns. Since Triad National Security, LLC acquired the management and operating (M&O) contract for LANL in 2018, the group has been striving to reduce the cost of construction across the forty square-mile campus.
Los Alamos National Laboratory (LANL or the Laboratory) is managed under a management and operations (M&O) contract by Triad National Security, LLC (Triad), a nonprofit, public-focused consortium that includes Battelle Memorial Institute, the Texas A&M University System, and the University of California. The Internal Audit Group (IA) at LANL creates a formal strategic plan every five years in order to establish longer-range goals and initiatives to ensure the group fulfills its purpose as established in the Audit Charter, conforms with relevant standards, and is focused on continuous improvement. This document establishes the five-year strategic plan for fiscal year’s (FY) 2024 - 2028.
The Strategic Technologies in Automation and Robotics (STEAR) program is managing a number of development contracts to improve the protection of spacecraft materials from the Low Earth Orbit (LEO) space environment. The project is structured in two phases over a 3 to 4 year period with a budget of 3 to 4 million dollars. Phase 1 is designed to demonstrate the technical feasibility and commercial potential of a coating/substrate system and its associated application process. The objective is to demonstrate a prototype fabrication capability using a full scale component of a commercially viable process for the protection of materials and surface finishes from the LEO space environment, and to demonstrate compliance with a set of performance requirements. Only phase 1 will be discussed in this paper.
Work to define and develop a full scale Space Station Freedom (SSF) mockup with the flexibility to evolve into future designs, to validate techniques for maintenance and logistics and verify human task allocations and support trade studies is described. This work began in early 1985 and ended in August, 1991. The mockups are presently being used at MSFC in Building 4755 as a technology and design testbed, as well as for public display. Micro Craft also began work on the Process Material Management System (PMMS) under this contract. The PMMS simulator was a sealed enclosure for testing to identify liquids, gaseous, particulate samples, and specimen including, urine, waste water, condensate, hazardous gases, surrogate gasses, liquids, and solids. The SSF would require many trade studies to validate techniques for maintenance and logistics and verify system task allocations; it was necessary to develop a full scale mockup which would be representative of current SSF design with the ease of changing those designs as the SSF design evolved and changed. The tasks defined for Micro Craft were to provide the personnel, services, tools, and materials for the SSF mockup which would consist of four modules, nodes, interior components, and part task mockups of MSFC responsible engineering systems. This included the Engineering Control and Life Support Systems (ECLSS) testbed. For the initial study, the mockups were low fidelity, soft mockups of graphics art bottle, and other low cost materials, which evolved into higher fidelity mockups as the R&D design evolved, by modifying or rebuilding, an important cost saving factor in the design process. We designed, fabricated, and maintained the full size mockup shells and support stands. The shells consisted of cylinders, end cones, rings, longerons, docking ports, crew airlocks, and windows. The ECLSS required a heavier cylinder to support the ECLSS systems test program. Details of this activity will be covered. Support stands were designed and built for each module to sufficiently move and rotate each module. Secondary structures such as floors, ceilings, bulkheads, standoffs, racks, etc. were developed and built.
The NASA Glenn Office of Equal Opportunity Programs works to provide quality service for all programs and/or to assist the Center in becoming a model workplace. During the summer of 2004, I worked with Deborah Cotleur along with other staff members to create and modify customer satisfaction surveys. This office aims to assist in developing a model workplace by providing functions as a change agent to the center by serving as an advisor to management to ensure equity throughout the Center. In addition, the office serves as a mediator for the Center in addressing issues and concerns. Lastly, the office provides assistance to employees to enable attainment of personal and organizational goals. The Office of Equal Opportunities is a staff office which reports and provides advice to the Center Director and Executive Leadership, implements laws, regulations, and presidential executive orders, and provides center wide leadership and assistance to NASA GRC employees. Some of the major responsibilities of the office include working with the discrimination complaints program, special emphasis programs (advisory groups), management support, monitoring and evaluation, contract compliance, and community outreach. During my internship in this office, my main objective was to create four customer satisfaction surveys based on EO retreats, EO observances, EO advisory boards, and EO mediation/counseling. I created these surveys after conducting research on past events and surveys as well as similar survey research created and conducted by other NASA centers, program for EO Advisory group members, leadership training sessions for supervisors, preventing sexual harassment training sessions, and observance events. I also conducted research on the style and format from feedback surveys from the Marshall Equal Opportunity website, the Goddard website, and the main NASA website. Using the material from the Office of Equal Opportunity Programs at Glenn Research Center along with my previous research, I created four customer satisfaction surveys. Additional information is included in the original extended abstract.
The Applied Meteorology Unit (AMU) is a unique joint venture of NASA, the Air Force and the National Weather Service (NWS) and has been supporting the Space Program for nearly two decades. The AMU acts as a bridge between the meteorological research community and operational forecasters by developing, evaluating and transitioning new technology and techniques to improve weather support to spaceport operations at the Eastern Range (ER) and Kennedy Space Center. Its primary customers are the 45th Weather Squadron at Cape Canaveral Air Force Station (CCAFS), the Spaceflight Meteorology Group at Johnson Space Center and the National Weather Service Office in Melbourne, FL. Its products are used to support NASA's Shuttle and ELV programs as well as Department of Defense and commercial launches from the ER. Shuttle support includes landing sites beyond the ER. The AMU is co-located with the Air Force operational forecasters at CCAFS to facilitate continuous two-way interaction between the AMU and its operational customers. It is operated under a NASA, Air Force, and NWS Memorandum of Understanding (MOU) by a competitively-selected contractor. The contract, which is funded and managed by NASA, provides five full time professionals with degrees in meteorology or related fields, some of whom also have operational experience. NASA provides a Ph.D.- level NASA civil service scientist as Chief of the AMU. The AMU is tasked by its customers through a unique, nationally recognized process. The tasks are limited to development, evaluation and operational transition of technology to improve weather support to spaceport operations and providing expert advice to the customers. The MOU expressly forbids using the AMU resources to conduct operations or do basic research. The presentation will provide a brief overview of the AMU and how it is tasked by its customers to provide high priority products and services. The balance of the presentation will cover a sampling of products delivered over the last 18 years that are currently in operational use. Each example will describe the problem to be solved, the solution provided, and the operational benefits of implementing that solution.
Objectives include: Promote the use of standards ]based, objective, and quantitative systems for managing projects and programs in the federal government. Understand how civilian agencies in general, manage their projects and programs. Project management survey expected to go out soon to civilian agencies. Describe how EVM and other best practices can be applied by the government to better manage its project and programs irrespective of whether work is contracted out or the types of contracts employed. Develop model policies aimed at project and program managers that are transportable across the government.
This analysis is the deliverable for the Airspace Systems Program, Systems Analysis Integration and Evaluation Project Milestone for the Systems and Portfolio Analysis (SPA) focus area SPA.4.06 Identification and Analysis of National Airspace System (NAS) Resource Constraints and Mitigation Strategies. "Identify choke points in the current and future NAS. Choke points refer to any areas in the en route, terminal, oceanic, airport, and surface operations that constrain actual demand in current and projected future operations. Use the Common Scenarios based on Transportation Systems Analysis Model (TSAM) projections of future demand developed under SPA.4.04 Tools, Methods and Scenarios Development. Analyze causes, including operational and physical constraints." The NASA analysis is complementary to a NASA Research Announcement (NRA) "Development of Tools and Analysis to Evaluate Choke Points in the National Airspace System" Contract # NNA3AB95C awarded to Logistics Management Institute, Sept 2013.