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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 145 records · Page 8

NASA Perspective and Modeling of Thermal Runaway Propagation Mitigation in Aerospace Batteries

NASA has traditionally sought to reduce the likelihood of a single cell thermal runaway (TR) in their aerospace batteries to an absolute minimum by employing rigorous screening program of the cells. There was generally a belief that TR propagation resulting in catastrophic failure of the battery was a forgone conclusion for densely packed aerospace lithium-ion batteries. As it turns out, this may not be the case. An increasing number of purportedly TR propagation-resistant batteries are appearing among NASA partners in the commercial sector and the Department of Defense. In the recent update of the battery safety standard (JSC 20793) to address this paradigm shift, the NASA community included requirements for assessing TR severity and identifying simple, low-cost severity reduction measures. Unfortunately, there are no best-practice guidelines for this work in the Agency, so the first project team attempting to meet these requirements would have an undue burden placed upon them. A NASA engineering Safety Center (NESC) team set out to perform pathfinding activities for meeting those requirements. This presentation will provide contextual background to this effort, as well as initial results in attempting to model and simulate TR heat transfer and propagation within battery designs.

safety↗

Zero to Integration in Eight Months, the Dawn Ground Data System Engineering Challenge

The Dawn Project has presented the Ground Data System (GDS) with technical challenges driven by cost and schedule constraints commonly associated with National Aeronautics and Space Administration (NASA) Discovery Projects. The Dawn mission consists of a new and exciting Deep Space partnership among: the Jet Propulsion Laboratory (JPL), manages the project and is responsible for flight operation; Orbital Sciences Corporation (OSC), is the spacecraft builder and is responsible for flight system test and integration; and the University of California, at Los Angeles (UCLA), is responsible for science planning and operations. As a cost-capped mission, one of Dawn's implementation strategies is to leverage from both flight and ground heritage. OSC's ground data system is used for flight system test and integration as part of the flight heritage strategy. Mission operations, however, are to be conducted with JPL's ground system. The system engineering challenge of dealing with two heterogeneous ground systems emerged immediately. During the first technical interchange meeting between the JPL's GDS Team and OSC's Flight Software Team, August 2003, the need to integrate the ground system with the flight software was brought to the table. This need was driven by the project's commitment to enable instrument engineering model integration in a spacecraft simulator environment, for both demonstration and risk mitigation purposes, by April 2004. This paper will describe the system engineering approach that was undertaken by JPL's GDS Team in order to meet the technical challenge within a non-negotiable eight-month schedule. Key to the success was adherence to fundamental systems engineering practices: decomposition of the project request into manageable requirements; integration of multiple ground disciplines and experts into a focused team effort; definition of a structured yet flexible development process; definition of an in-process risk reduction plan; and aggregation of the intermediate products to an integrated final product. In addition, this paper will highlight the role of lessons learned from the integration experience. The lessons learned from an early GDS deployment have served as the foundation for the design and implementation of the Dawn Ground Data System.

Ground Data System (GDS)↗

Zero to Integration in Eight Months, the Dawn Ground Data System Engineering Challange

The Dawn Project has presented the Ground Data System (GDS) with technical challenges driven by cost and schedule constraints commonly associated with National Aeronautics and Space Administration (NASA) Discovery Projects. The Dawn mission consists of a new and exciting Deep Space partnership among: the Jet Propulsion Laboratory (JPL), responsible for project management and flight operations; Orbital Sciences Corporation (OSC), spacecraft builder and responsible for flight system test and integration; and the University of California, at Los Angeles (UCLA), responsible for science planning and operations. As a cost-capped mission, one of Dawn s implementation strategies is to leverage from both flight and ground heritage. OSC's ground data system is used for flight system test and integration as part of the flight heritage strategy. Mission operations, however, are to be conducted with JPL s ground system. The system engineering challenge of dealing with two heterogeneous ground systems emerged immediately. During the first technical interchange meeting between the JPL s GDS Team and OSC's Flight Software Team, August 2003, the need to integrate the ground system with the flight software was brought to the table. This need was driven by the project s commitment to enable instrument engineering model integration in a spacecraft simulator environment, for both demonstration and risk mitigation purposes, by April 2004. This paper will describe the system engineering approach that was undertaken by JPL's GDS Team in order to meet the technical challenge within a non-negotiable eight-month schedule. Key to the success was adherence to an overall systems engineering process and fundamental systems engineering practices: decomposition of the project request into manageable requirements; definition of a structured yet flexible development process; integration of multiple ground disciplines and experts into a focused team effort; in-process risk management; and aggregation of the intermediate products to an integrated final product. In addition, this paper will highlight the role of lessons learned from the integration experience. The lessons learned from an early GDS deployment have served as the foundation for the design and implementation of the Dawn Ground Data System.

systems engineering↗

Requirements, Resource Planning and Management for Decrewing/Recrewing Scenarios of the International Space Station

Following the failure of 44P on launch in August 2011, and the subsequent grounding of all Russian Soyuz rocket based launches, the ISS ground teams engaged in an effort to determine how long the ISS could remain crewed, what would be required to safely configure the ISS for decrewing, and what would be required to recrew the ISS upon resumption of Soyuz rocket launches if decrewing became necessary. This White Paper was written to capture the processes and lessons learned from real-time time events and to provide a reference and training document for ISS Program teams in the event decrewing of the ISS is needed. Through coordination meetings and assessments, teams identified six decrewing priorities for ground and crew operations. These priorities were integrated along with preflight priorities through the Increment replanning process. Additionally, the teams reviewed, updated, and implemented changes to the governing documentation for the configuration of the ISS for a contingency decrewing event. Steps were taken to identify critical items for disposal prior to decrewing, as well as identifying the required items to be strategically staged or flown with the astronauts and cosmonauts who would eventually recrew the ISS. After the successful launches and dockings of both 45P and 28S, the decrewing team transitioned to finalizing and publishing the documentation for standardizing the decrewing flight rules. With the continued launching of crews and cargo to the ISS, utilization and science is again a high priority, with the Increment pairs 29 and 30, and 31 and 32 reaching the milestone of at least 35 hours per week average utilization.

Bach, David A.↗

Requirements, Resource Planning, and Management for Decrewing/Recrewing Scenarios of the International Space Station

Following the failure of 44 Progress (44P) on launch in August 2011, and the subsequent grounding of all Russian Soyuz rocket based launches, the International Space Station (ISS) ground teams engaged in an effort to determine how long the ISS could remain crewed, what would be required to safely configure the ISS for decrewing, and what would be required to recrew the ISS upon resumption of Soyuz rocket launches if decrewing became necessary. This White Paper was written to capture the processes and lessons learned from real-time time events and to provide a reference and training document for ISS Program teams in the event decrewing of the ISS is needed. Through coordination meetings and assessments, teams identified six decrewing priorities for ground and crew operations. These priorities were integrated along with preflight priorities through the Increment re-planning process. Additionally, the teams reviewed, updated, and implemented changes to the governing documentation for the configuration of the ISS for a contingency decrewing event. Steps were taken to identify critical items for disposal prior to decrewing, as well as identifying the required items to be strategically staged or flown with the astronauts and cosmonauts who would eventually recrew the ISS. After the successful launches and dockings of both 45P and 28 Soyuz (28S), the decrewing team transitioned to finalizing and publishing the documentation for standardizing the decrewing flight rules. With the continued launching of crews and cargo to the ISS, utilization and science is again a high priority; both Increment pairs 29 and 30, and Increment 31 and 32 reaching the milestone of at least 35 hours per week average utilization.

Bach, David A.↗

Analysis of data from the energetic gamma-ray experiment of the Gamma Ray Observatory

The work under the Grant has involved continued participation with the Compton Gamma Ray Observatory Energetic Gamma-Ray Experiment Telescope (EGRET) Team in the analysis of data obtained during instrument operations and the preparation of scientific papers and proposals for future observations. The EGRET team continues to submit IAU Astronomical telegrams and present many papers at scientific meetings. The EGRET Team was also successful on many proposals for the Cycle 4 portion of the mission, including long high galactic latitude studies of the diffuse extragalactic radiation in both the Northern and Southern Galactic Sky. These studies will be used in an effort to establish whether this radiation is truly diffuse or the sum of radiation from unresolved discrete sources such as radio-loud quasars. Data analysis is complete for papers on behalf of the EGRET Team by the author on general sources in the anticenter region of the galaxy, with galactic latitudes from 125 to 220 deg. A paper on this subject is in preparation for publication in the Astrophysical Journal. Another is being prepared on EGRET observations of the COS-B source 2CG135. Work is in progress for a third on the contribution of unresolved pulsars to the galactic diffuse radiations; two other papers are in analysis phase. A number of papers have been published in the last reporting period, and several others are in press currently. A summary of the publications is described.

Kniffen, Donald A.↗

Willpower

I am struck by how often failure is blamed on a lack of discipline. You often hear losing coaches cite this as the reason for a big loss. I don't recall the last time I heard one say that his team lost a game because of his players' lack of skill. I think a breakdown in discipline is also one of the key reasons why program and project management teams fail to meet expectations. The first program I ever managed had a clear set of priorities. I understood the mandate, and so did everyone else on the team. We set an ambitious schedule and started to work fervently. Not too long into the program the customer wanted to know what performance he was going to get. I replied by categorizing the performance parameters into three bins: 1. Performance you will get. 2. Performance you may get. 3. Performance that there's no way you will get. Did that cause an uproar. The customer demanded everything in the second bin be moved to the first, and most everything in the third bin moved to the second. My immediate impulse was to agree, but I managed to overcome that. In my heart, I knew that we would never meet the already ambitious schedule if we had to deliver more performance. No was my answer. The program turned out to be a huge success, but the result would have been largely different had senior management or I failed to maintain discipline.

Little, Terry↗

Results from NASA Agile Teams Study

In order to meet the demands of the current global economy, a study of agile teams at NASA was conducted by the NASA Engineering and Safety Center (NESC) to explore how the Agency can become more adaptable and flexible due to several influences, including the maturity and availability of digital tools and NASA’s increased reliance on commercial providers. NESC Technical Discipline Teams (TDTs) perform annual studies to understand the needs of their stakeholders, establish a state of the discipline, and inform strategic planning efforts. As part of the 2022 interview series, the Systems Engineering TDT utilized the dissertation work of Dr. Jackelynne Silva-Martinez that focused on NASA agile teams. The Systems Engineering TDT partnered with the Software and Human Factors TDTs on the formulation of interview questions and subsequent solicitation of customer inputs, which helped attract diverse agile teams across the Agency. 34 participants were interviewed, including civil servants and contractors, with open-ended questions related to their teams’ adoption and transition to agile. Participants were also questioned about their perceptions of the implementation of agile approaches across the Agency. Results showed a consistent framing of agile as incremental knowledge growth, a way of showing progress, and as the incorporation of frequent customer feedback. However, participants emphasized a lack of a common understanding of agile across the Agency, which sometimes caused managers and engineers to be reluctant to accept and support them. Results also showed the most successful agile teams had formal training with over five years of agile experience, used retrospectives, and tailored their agile processes for their specific situation and needs. This paper provides details of the interview responses gathered in the study and suggests actions for NASA to become more agile.

NASA↗

Cooperative Research and Development Agreement (CRADA) between National Energy Technology Laboratory and Susteon, Inc. (Final Report)

NETL developed a nanostructured Fe catalyst capable of converting syngas to olefins. Initial laboratory testing demonstrated this technology possessed high reactivity (~70% conversion), good olefin selectivity (~40 weight %), and a long-performance lifetime (greater than 500 h on stream with no degradation). Under CRADA Agreement 0988, NETL and Susteon collaborated to evaluate the commercial potential of this catalyst technology by scaling up the catalyst synthesis and collecting reactivity data to characterize the mass and energy balance associated with utilizing this catalyst in a Fischer Tropsch to Olefins (FTO) reactor. Research under CRADA Agreement 0988 illustrated there are technical barriers associated with synthesizing the catalyst that the team was not able to overcome. Reactivity testing with this material illustrated that the catalyst deactivated in less than 50 hours of time on stream. Due to this technical barrier, the team did not meet its Go/No-Go decision target of creating a FTO process that produces at least a 25% reduction in olefin production cost compared to the current state-of the-art technologies. As a result, the team has stopped all work on CRADA Agreement 0988.

37 INORGANIC, ORGANIC, PHYSICAL, AND ANALYTICAL CH↗

Development of dispensing hardware for safe fueling of heavy duty vehicles

The development of safe dispensing equipment for the fueling of heavy duty (HD) vehicles is critical to the expansion of this newly and quickly expanding market. This paper discusses the development of a HD dispenser and nozzles assembly (nozzle, hose, breakaway) for these new, larger vehicles where flow rates are more than double compared to light duty (LD) vehicles. This equipment must operate at nominal pressures of 700 bar, -40o C gas temperature, and average flow rate of 5-10 kg/min at a high throughput commercial hydrogen fueling station without leaking hydrogen. The project surveyed HD vehicle manufacturers, station developers, and component suppliers to determine the basic specifications of the dispensing equipment and nozzle assembly. The team also examined existing codes and standards to determine necessary changes to accommodate HD components. From this information, the team developed a set of specifications which will be used to design the dispensing equipment. In order to meet these goals, the team performed computational fluid dynamic, pressure modelling, and temperature analysis in order to determine the necessary parameters to meet existing safety standards modified for HD fueling. The team also considered user, operational, and maintenance requirements, such as freeze lock which has been an issue which prevents the removal of the nozzle from LD vehicles. The team also performed a failure mode and effects analysis (FMEA) to identify the possible failures in the design. The dispenser and nozzle assembly will be tested separately, and then installed on an innovative, HD fueling station which will use a HD vehicle simulator to test the entire system.

08 HYDROGEN↗

A709 Procurement and ASTM Specification Status

This is a presentation regarding A709 Procurement and ASTM Specification Status for the Joint ART Materials/AMMT Program Review meeting. The A709 team consists of Argonne National Laboratory, Idaho National Laboratory, Oak Ridge National Laboratory, and Subject matter expert John Grubb and Richard Wright. Discussion topics will discuss incorporation of 709 into ASTM Standard A 240 for plate material in the solution annealed condition with a precipitation treatment as a supplemental requirement is underway, Incorporation of Alloy 709 into ASME, Section II, Specification SA 240 will be made upon the completion of the ASTM task, The required commercial scale heats of Alloy 709 for property characterization to provide the technical basis for Code qualification have been procured, and Laboratory testing of properties from these three heats is underway as will be discussed separately at this review meeting.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

Recent Highlights in Ring Structure, Dynamics, and Composition

While the Cassini orbiter has been in a near-equatorial orbit for most of the time since the last DPS meeting, the science teams have turned to preliminary analysis of many aspects of data taken over the first year of the mission. New understanding has been gained of several different aspects of ring structure and dynamics - especially the small-scale ring vertical structure related to marginal gravitational instabilities, and the diverse roles played by small moonlets sprinkled around and within the rings. In addition, a closer look is being taken at how ring composition varies locally and regionally and how this variation compares with models of ring compositional evolution. Cassini will re-emerge from the equator plane in late July, and new ring observations will again be available. In this talk we will review progress over the last year, highlight key outstanding issues and problems, and provide a context for the new observations reported at this meeting.

Cuzzi, Jeffrey N.↗

Phase I Final Technical Report _ RDUSA

During Phase I of this proposal our team focused on meeting the goals proposed in the Phase I project which included identifying the integration approaches and fundamental materials properties (composition, bonding, defects, structure, doping, etc.) defining response to X-ray energies between 10-100KeV and sensitivity >100 μC Gyair-1 cm-2 in perovskite systems with formula CsPbX3 and CsPb2X5 [where X = chlorine (Cl), bromine (Br), iodine (I), or a combination of any of these elements] to enable high-efficiency, low-cost, X-ray detection systems. In the sections below, we summarize the research results that confirm the feasibility of our technical approach. In summary, we have demonstrated X-ray sensitivity >500 μC Gyair-1 cm-2 in the energy range of 10-100 keV using CsPbBr3 films of thicknesses ranging from 8 μm to 500 μm, which is above the technical requirements outlined in the call for proposal.

36 MATERIALS SCIENCE↗

Dawn: Cooperation, not Control

On September 27, 2007, a Delta II rocket carrying the Dawn spacecraft lifted off from Kennedy Space Center. Part of NASAs Discovery program, the $370 million Dawn mission began its three-billion-mile voyage to the asteroid belt to study the asteroid Vesta and Ceres, a dwarf planet. The spacecraft is scheduled to reach Vesta in 2011. After spending nine months measuring the composition, shape, and topography of that body, it will travel a billion miles to carry out a similar analysis of Ceres in 2015. The Important Lessons: The demands of Dawn and other challenging missions have taught some important lessons for successful program and project management. These are the main ones: a) Program management, particularly of uncoupled and loosely coupled projects, should be more about enabling than controlling. You're working with motivated, high-performing teams and institutions with a track record of quality and success. Emphasize commander's intent over rudder control; let them know where you want to go and when you want to be there, then let them figure out how to get there. b) Open and honest discussion of issues is essential. People fill the void of the unknown with their worst fears. Get folks around the table and have open, honest, and frank dialogue. I've seldom seen this fail to get to the root of issues. c) You have to earn your seat at the table, proving that you are competent, trustworthy, and dedicated to the success of the mission. d) Know when to fold 'em. Your pride can get rolled up in making a milestone or launch date, but you have to make a judgment based on the realities of the situation and not wear down the team trying to meet an increasingly impossible deadline. e) The NASA governance model that gives a voice to the concerns of engineers and safety experts works-trust it and use it.

May, Todd↗

Understanding Climate Policy Data Needs. NASA Carbon Monitoring System Briefing: Characterizing Flux Uncertainty, Washington D.C., 11 January 2012

Climate policy in the United States is currently guided by public-private partnerships and actions at the local and state levels. This mitigation strategy is made up of programs that focus on energy efficiency, renewable energy, agricultural practices and implementation of technologies to reduce greenhouse gases. How will policy makers know if these strategies are working, particularly at the scales at which they are being implemented? The NASA Carbon Monitoring System (CMS) will provide information on carbon dioxide fluxes derived from observations of earth's land, ocean and atmosphere used in state of the art models describing their interactions. This new modeling system could be used to assess the impact of specific policy interventions on CO2 reductions, enabling an iterative, results-oriented policy process. In January of 2012, the CMS team held a meeting with carbon policy and decision makers in Washington DC to describe the developing modeling system to policy makers. The NASA CMS will develop pilot studies to provide information across a range of spatial scales, consider carbon storage in biomass, and improve measures of the atmospheric distribution of carbon dioxide. The pilot involves multiple institutions (four NASA centers as well as several universities) and over 20 scientists in its work. This pilot study will generate CO2 flux maps for two years using observational constraints in NASA's state-of -the-art models. Bottom-up surface flux estimates will be computed using data-constrained land and ocean models; comparison of the different techniques will provide some knowledge of uncertainty in these estimates. Ensembles of atmospheric carbon distributions will be computed using an atmospheric general circulation model (GEOS-5), with perturbations to the surface fluxes and to transport. Top-down flux estimates will be computed from observed atmospheric CO2 distributions (ACOS/GOSAT retrievals) alongside the forward-model fields, in conjunction with an inverse approach based on the CO2 model of GEOS ]Chem. The forward model ensembles will be used to build understanding of relationships among surface flux perturbations, transport uncertainty and atmospheric carbon concentration. This will help construct uncertainty estimates and information on the true spatial resolution of the top-down flux calculations. The relationship between the top-down and bottom-up flux distributions will be documented. Because the goal of NASA CMS is to be policy relevant, the scientists involved in the flux modeling pilot need to understand and be focused on the needs of the climate policy and decision making community. If policy makers are to use CMS products, they must be aware of the modeling effort and begin to design policies that can be evaluated with information. Improving estimates of carbon sequestered in forests, for example, will require information on the spatial variability of forest biomass that is far more explicit than is presently possible using only ground observations. Carbon mitigation policies being implemented by cities around the United States could be designed with the CMS data in mind, enabling sequential evaluation and subsequent improvements in incentives, structures and programs. The success of climate mitigation programs being implemented in the United States today will hang on the depth of the relationship between scientists and their policy and decision making counterparts. Ensuring that there is two-way communication between data providers and users is important for the success both of the policies and the scientific products meant to support them..

Brown, Molly E.↗

ExoMars/TGO Science Orbit Design

This paper describes the development of the science orbit for the 2016 ESA/NASA collaborative ExoMars/Trace Gas Orbiter (TGO) mission. The initial requirements for the ExoMars/TGO mission simply described the science orbit as circular with a 400 km altitude and a 74 deg inclination. Over the past year, the JPL mission design team worked with the TGO science teams to refine the science orbit requirements and recommend an orbit that would be operationally feasible, easy to maintain, and most important allow the science teams to best meet their objectives.

science orbit↗

Space Launch System Development Status

Development of NASA's Space Launch System (SLS) heavy lift rocket is shifting from the formulation phase into the implementation phase in 2014, a little more than three years after formal program approval. Current development is focused on delivering a vehicle capable of launching 70 metric tons (t) into low Earth orbit. This "Block 1" configuration will launch the Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back in December 2017, followed by its first crewed flight in 2021. SLS can evolve to a130-t lift capability and serve as a baseline for numerous robotic and human missions ranging from a Mars sample return to delivering the first astronauts to explore another planet. Benefits associated with its unprecedented mass and volume include reduced trip times and simplified payload design. Every SLS element achieved significant, tangible progress over the past year. Among the Program's many accomplishments are: manufacture of Core Stage test panels; testing of Solid Rocket Booster development hardware including thrust vector controls and avionics; planning for testing the RS-25 Core Stage engine; and more than 4,000 wind tunnel runs to refine vehicle configuration, trajectory, and guidance. The Program shipped its first flight hardware - the Multi-Purpose Crew Vehicle Stage Adapter (MSA) - to the United Launch Alliance for integration with the Delta IV heavy rocket that will launch an Orion test article in 2014 from NASA's Kennedy Space Center. Objectives of this Earth-orbit flight include validating the performance of Orion's heat shield and the MSA design, which will be manufactured again for SLS missions to deep space. The Program successfully completed Preliminary Design Review in 2013 and Key Decision Point C in early 2014. NASA has authorized the Program to move forward to Critical Design Review, scheduled for 2015 and a December 2017 first launch. The Program's success to date is due to prudent use of proven technology, infrastructure, and workforce from the Saturn and Space Shuttle programs, a streamlined management approach, and judicious use of new technologies. The result is a safe, affordable, sustainable, and evolutionary path to development of an unprecedented capability for future missions across the solar system. In an environment of economic challenges, the nationwide SLS team continues to meet ambitious budget and schedule targets. This paper will discuss SLS program and technical accomplishments over the past year and provide a look at the milestones and challenges ahead.

Lyles, Garry↗