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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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NASA NTRS1992

Wrap-up session

Listening to the case studies that were presented it became quite evident that the best data management systems were the ones where data managers and research scientists worked as a team developed in the early stages of project planning. Examples that were given included WOCE Data Assembly Centres e.g., Drifters, the Global Temperature Salinity Pilot Project (GTSPP) collaboration with Joint Analyses Centres in the U.S. and Australia, and JGOFS/BOFS development of Topical Centres. While each of these has some elements unique to the project, each had brought together 'teams' of Principal Investigators (PI's) and data management experts at an early stage of project development. Conversely, projects which had considered data management as a totally separate activity with lower priority often failed to provide the service required to meet scientific objectives. Therefore, the following actions should be brought to the attention of relevant groups within the IOC and other international organizations: (1) Publicize, at the national and international level, underway data/scientist collaborations that may be used as models in planning for the future. (2) Reduce adversarial situations where data managers and scientists appear to be in competition. (3) Colocation and other forms of collaboration often results in very high quality data sets and more timely data submission. Improved timeliness of data submissions was a common theme throughout the workshop and must be considered an important element in all future plans. Improvements in timely submission of data were noted. In order to continue this trend the advantages of timely submission of data must be stressed to those planning new ocean science projects.

Holland, Geoffrey↗

DOE OSTI2021

Pala Energy Options Analysis (Final Report)

The Pala Energy Options Project scope focused on assessing electric and thermal energy related options for the Pala Band of Mission Indians. Although the assessment also considered options for transportation fuels – including potential for electrification – and other energy uses, initial reviews with PED staff indicated that the most practical and substantial options likely would involve serving current building electric and thermal energy resources and uses. Assessment scope varies by specific options considered; some merited in-depth assessment for immediate action to initiate or advance implementation, while higher level assessments were more appropriate for options that would take longer to implement and would require updated in-depth assessments during project planning and design phases. The primary objectives of the Project were to 1) identify energy resources/loads, 2) assess energy needs and exports, 3) investigate and evaluate supply-side and demand side energy options, and 4) select and prioritize options in an implementation plan.

14 SOLAR ENERGY↗

NASA NTRS1973

Logistics planning for phased programs.

It is pointed out that the proper and early integration of logistics planning into the phased program planning process will drastically reduce these logistics costs. Phased project planning is a phased approach to the planning, approval, and conduct of major research and development activity. A progressive build-up of knowledge of all aspects of the program is provided. Elements of logistics are discussed together with aspects of integrated logistics support, logistics program planning, and logistics activities for phased programs. Continuing logistics support can only be assured if there is a comprehensive sequential listing of all logistics activities tied to the program schedule and a real-time inventory of assets.

Cook, W. H.↗

NASA NTRS1991

Customer requirements process

Customer requirements are presented through three viewgraphs. One graph presents the range of services, which include requirements management, network engineering, operations, and applications support. Another viewgraph presents the project planning process. The third viewgraph presents the programs and/or projects actively supported including life sciences, earth science and applications, solar system exploration, shuttle flight engineering, microgravity science, space physics, and astrophysics.

Russell, Yvonne↗

NASA NTRS1987

United States Space Station technical and programmatic interfaces

This paper describes the design of the U.S. Space Station and explains the control factors used for internal and external interfaces among the various government and contractor participants. It discusses the documentation of the U.S. Space Station Program including the Program Approval Document (PAD), the Program Plans (PPs), the Program Requirements Document (PRD), the Program Definition and Requirements Document (PDRD), the Level III project plans, and the Level III project design requirements documents. It discusses the relationship of Space Station documentation to the international Memoranda of Understanding (MOUs) and the Joint PP, PRD, and PDRD, the interrelationship of the Architectural Control Documents (ACDs), the Baseline Control Document (BCD), and the Interface Requirement Documents (IRDs) and Interface Control Documents (ICDs). Also included are the controlling functions of the various NASA and contractor participants and the international partners.

Carlisle, Richard F.↗

DOE OSTI2020

Sludge Removal: Success and Partnership with T Plant - 20510

U.S. DOE contractor CH2M Hill Plateau Remediation Company (CHPRC) has safely and efficiently managed the removal of highly radioactive sludge from the 105-K West Reactor fuel storage basin (105- KW Basin) near the Columbia River. In mid-September 2019, sludge retrieval was completed after 21 storage containers were safely loaded with highly radioactive sludge and transported approximately 13 miles from the 105-KW Basin to T Plant, located in the 200 West Area on the Central Plateau of the Hanford Site. Sludge removal represents the last major source term reduction necessary before the K West Reactor and fuel storage basin can transition to closure activities in preparation for final deactivation and demolition. The technical complexity of the sludge retrieval process, coupled with the challenging physical and radiological characteristics of the waste, necessitated a methodical and deliberate approach using unique design and operational solutions to safely conduct the work. This challenge was further complicated by the need to plan and conduct the work in two separate facilities, each subject to the controls and requirements of its own nuclear facility safety basis. The project overcame these challenges through creating an integrated team that actively engaged, communicated and coordinated each phase of the project to ensure successful completion. This paper will cover how these key elements of the Sludge Removal Project led to its success: - Integrating project planning and management; - Lessons learned from design and construction; - Preparing for a successful campaign (lessons learned from testing and start-up); - Lessons learned from operating in two separate facilities, transporting sludge containers on the Hanford Site and ensuring compliance with a range of regulatory and safety basis requirements. The establishment of an integrated group spanning two facilities and multiple organizations created a team capable of overcoming the challenges necessary to successfully plan and execute the sludge retrieval mission. Sharing lessons learned from this successful project can enhance the ability of teams across the DOE complex to successfully plan and execute complex projects. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2026

Strategies for Successful Energy Project Financing [Slides]

The Energy to Communities (E2C) peer-learning cohort program provides technical assistance to groups of 15 community entities around a common energy topic over the course of 6 months. Every month, participants join a virtual meeting where they hear from experts and exchange strategies and best practices with their peers.This cohort, "Successful Energy Project Implementation" will explore common challenges in implementing energy projects and learn strategies to turn project plans into reality. Each participant will focus on a local energy project or priority as a cornerstone for their learning throughout the series. This presentation focuses on strategies for successful project financing. This workshop is on April 29, 2026.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2026

Energy Project Siting, Permitting, and Community Impacts [Slides]

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2026

E2C Successful Project Implementation Cohort: Overview of Solar, Microgrid and Resilience Project Development [Slides]

The Energy to Communities (E2C) peer-learning cohort program provides technical assistance to groups of 15 community entities around a common energy topic over the course of 6 months. Every month, participants join a virtual meeting where they hear from experts and exchange strategies and best practices with their peers. This cohort, "Successful Energy Project Implementation" will explore common challenges in implementing energy projects and learn strategies to turn project plans into reality. Each participant will focus on a local energy project or priority as a cornerstone for their learning throughout the series. This presentation overviews the basics of developing solar, microgrid and resilience projects with emphasis on understanding the project development process.

14 SOLAR ENERGY↗

DOE OSTI2026

E2C Cohorts: Overview of Project Procurement, Performance Monitoring, and O&M [Slides]

The Energy to Communities (E2C) peer-learning cohort program provides technical assistance to groups of 15 community entities around a common energy topic over the course of 6 months. Every month, participants join a virtual meeting where they hear from experts and exchange strategies and best practices with their peers. This cohort, "Successful Energy Project Implementation" will explore common challenges in implementing energy projects and learn strategies to turn project plans into reality. Each participant will focus on a local energy project or priority as a cornerstone for their learning throughout the series. This presentation is focused on project performance, monitoring, and O&M. This workshop is on May 27.

14 SOLAR ENERGY↗

DOE OSTI2026

Overview of Community Solar Project Development [Slides]

The Energy to Communities (E2C) peer-learning cohort program provides technical assistance to groups of 15 community entities around a common energy topic over the course of 6 months. Every month, participants join a virtual meeting where they hear from experts and exchange strategies and best practices with their peers. This cohort, "Successful Energy Project Implementation" will explore common challenges in implementing energy projects and learn strategies to turn project plans into reality. Each participant will focus on a local energy project or priority as a cornerstone for their learning throughout the series. This presentation overviews the basics of developing community solar projects with emphasis on technical scope and ownership structures.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2026

Resources for E-Mobility Program Implementation [Slides]

The Energy to Communities (E2C) peer-learning cohort program provides technical assistance to groups of 15 community entities around a common energy topic over the course of 6 months. Every month, participants join a virtual meeting where they hear from experts and exchange strategies and best practices with their peers. This cohort, "Successful Energy Project Implementation" will explore common challenges in implementing energy projects and learn strategies to turn project plans into reality. Each participant will focus on a local energy project or priority as a cornerstone for their learning throughout the series.This presentation overviews the basics of developing electric mobility projects with emphasis on leveraging the right tools to advance technical scoping and program design.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2026

Engaging with Utilities and Key Stakeholders [Slides]

The Energy to Communities (E2C) peer-learning cohort program provides technical assistance to groups of 15 community entities around a common energy topic over the course of 6 months. Every month, participants join a virtual meeting where they hear from experts and exchange strategies and best practices with their peers. This cohort, "Successful Energy Project Implementation" will explore common challenges in implementing energy projects and learn strategies to turn project plans into reality. Each participant will focus on a local energy project or priority as a cornerstone for their learning throughout the series. This presentation overviews the interconnection process for distributed energy resources and how to engage well with utilities. The workshop will be held on March 25, 2026.

24 POWER TRANSMISSION AND DISTRIBUTION↗

DOE OSTI2020

Community Engagement - A Citizen-Centric Approach to Seeking a Social License - 20017

The long regulatory road has finally been completed-after years of effort a Record of Decision has been signed and a Permit to Construct has been granted or a Permit to Operate has been obtained. But what about the other road that should be taken in parallel-community engagement? Working with the public is not a sequential activity, rather it is a consequential one and needs to be integrated with overall project planning. Unless you have effectively, meaningfully, and patiently engaged with the project's communities of impact, you may find your project trying to obtain a social license or a social license to operate (SLO). The SLO has its origins in the mining industry and its roots in the business model of corporate social responsibility and sustainability. These latter practices are well known to the US DOE and its contractor community. Aspects of the SLO are emerging as individuals and communities are becoming more informed and have increased expectations for being able to influence and shape decisions. When local community issues are not sought out, listened to, or addressed early, and questions are left unanswered, they can become agenda items for larger unaffiliated groups, and project loss (through delays and/or cancellation) can occur. Issues can transition from resolvable to intractable, a type of SLO face-off. Social media campaigns, serial negative media coverage, and protest signs at project sites opposing regulatory decisions already made are no longer anomalies. These types of incidents demonstrate the increasingly delicate relationship between approved regulatory/technical decisions and public acceptance of those decisions. A SLO is not a requirement. However, the building-blocks of a SLO - working with members of affected communities to build understanding, potentially to obtain and maintain community acceptance or even gain approval or support - are evidence of leadership by project sponsors. Actions taken, or not taken, by project sponsors truly have the ability to influence an outcome. While projects are not assured of success or failure, engaging the community in an empowered process is an investment of time and resources toward success for the project and thus for the communities of impact. Authors Note: Extensive literature searches were performed in developing this paper. The majority of the published literature on SLO as a 'movement' was found from sources in Canada, the European Union (Germany and France in particular), South Asia, South Korea, and many Latin American countries. The literature addressed resource development (mining), infrastructure, and energy projects. Articles written by US sources often spoke to origins and structural theory, specific project issues such as Not in My Back Yard (NIMBY) and to protests/demonstrations related to those projects, rather than systemic opposition/conflict phenomena. For these reasons many international SLO experiences and sources are cited in the discussion. The authors recognize these non-US experiences with SLO as having a 'forecast' value to US projects, especially those related to nuclear projects of any type, waste treatment and disposal, energy development (especially fossil fuels as well as alternative sources), mining, and infrastructure. The body of future SLO experiences in the US will shape the future responses to it. (authors)

99 GENERAL AND MISCELLANEOUS↗

NASA NTRSDate not supplied

An Assessment of Irrigated Agriculture and Drought-related Hazard Risks for the Aral Sea Region

This was part of a larger UNDP/Uzbekistan project on the Aral Sea Region, which is a prominent ecological disaster caused by water diversion and unsustainable land use management. Columbia University CCSR and the Climate Impacts Group are working with the UNDP to explore climate change impacts on irrigated agriculture in the region, particularly with regards to yield changes and drought risk for wheat and cotton systems in the Amu Darya River Basin. My talk described our project plan and described the types of data that we would need from project partners in the country in order to connect our global satellites and models to local conditions.

Irrigated agriculture↗

DOE OSTI2024

Hydrodynamic Test Requirements Process Improvements

Hydrodynamic testing at Los Alamos National Laboratory would benefit from a process improvement for the requirements process. Cameo was used as a digital solution for requirements management to allow Lead Engineers to track requirements more effectively. This was identified as a process improvement throughout this Capstone project. This report includes a project proposal, business case, literature review, methodology, project plan, data analysis, decision-making report, financial analysis report, discussion, and conclusion. Initially, this project focused on figuring out a solution for the hydrotest requirement process improvements. The scope narrowed to focus on the use of Cameo for requirement capture and management. During this Capstone, four tests had digital models produced for requirements management in Cameo. The initial model was the baseline, with core requirements used across the tests. Commonalities in tests were used and the core requirements allowed for process efficiencies. In the data analysis, it was seen that overall, the implementation of using Cameo for requirements resulted in a decreasing trend for both schedule and normalized cost. Tests have different complexity levels which is also a factor in how long the requirements process will take. Additional data is needed to continue analyzing process improvements. Through decisionmaking and financial analysis, the recommendation was to use Cameo for requirements process improvement. Multiple experts provided feedback for requirements that were then captured within models. Numerous tangible and intangible benefits were identified with this process improvement. For return on investment, the metric of success was schedule reduction, which was overall seen. Four tests were analyzed, so future analysis will be needed. There is also not a great financial risk because the main cost would be purchasing more licenses. Individuals must generate requirements whether using this software or not. Overall, training is needed to help improve the skillsets of Lead Engineers but is already being supported on a regular frequency. A desktop guide was started associated with explaining the process, however, it is a work in progress. The team plans on adding additional information in the digital models to help status when requirements are met using verification methods and artifacts. From working on this project an improved understanding of Cameo and requirements was the result. There are future opportunities to extend the usage for requirements management and progress will continue after this project.

99 GENERAL AND MISCELLANEOUS↗

NASA NTRS2003

Using Technology Readiness Level (TRL), Life Cycle Cost (LCC), and Other Metrics to Supplement Equivalent System Mass (ESM) in Advanced Life Support (ALS)

The ALS project plan goals are reducing cost, improving performance, and achieving flight readiness. ALS selects projects to advance the mission readiness of low cost, high performance technologies. The role of metrics is to help select good projects and report progress. The Equivalent Mass (EM) of a system is the sum of the estimated mass of the hardware, of its required materials and spares, and of the pressurized volume, power supply, and cooling system needed to support the hardware in space. EM is the total payload launch mass needed to provide and support a system. EM is directly proportional to the launch cost.

Jones, Harry↗

DOE OSTI2023

SHASTA-HELP: Hydrogen Estimator for Logistical Planning Tool

Underground reservoirs offer a promising option for medium- and long-term hydrogen storage that could potentially be safer and more cost-effective than surface alternatives. Currently, there are three underground hydrogen storage (UHS) facilities in the United States, which operate solely in salt caverns and store hydrogen primarily for industrial purposes. Salt formations favorable for geologic storage are geographically limited in the U.S. If a hydrogen economy is to develop, expansion of UHS to other geologic formations such as depleted gas fields and saline aquifers will be necessary to increase the availability of hydrogen storage. While research into the feasibility of storing hydrogen in these formations is ongoing, tools and methodologies are needed for characterizing the hydrogen storage potential in these reservoirs. We introduce the Hydrogen Estimator for Logistical Planning (HELP) tool from the Subsurface Hydrogen Assessment, Storage, and Technology Acceleration (SHASTA) project (https://edx.netl.doe.gov/shasta). SHASTA-HELP is a suite of web-based tools that have numerous capabilities for UHS project planning.

Haeri, Foad↗