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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 1,477 records · Page 82
All sourcesNASA NTRSDOE OSTI
DOE OSTI2014

NS&T Management Observations - 3rd Quarter

The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2014

NS&T Management Observations

The INL Management Observation Program (MOP) is designed to improve managers and supervisors understanding of work being performed by employees and the barriers impacting their success. The MOP also increases workers understanding of managements’ expectations as they relate to safety, security, quality, and work performance. Management observations (observations) are designed to improve the relationship and trust between employees and managers through increased engagement and interactions between managers and researchers in the field. As part of continuous improvement, NS&T management took initiative to focus on the participation and quality of observations in FY 14. This quarterly report is intended to (a) summarize the participation and quality of management’s observations, (b) assess observations for commonalities or trends related to facility or process barriers impacting research, and (c) provide feedback and make recommendations for improvements NS&T’s MOP.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2025

An Integrated Paradigm for the Management of Delivery Risk in Electricity Markets: From Batteries to Insurance and Beyond

If power systems transition to integrate higher amounts of variable renewable energy sources, storage technologies, and distributed energy resources (DERs), new risk management frameworks are necessary to ensure cost-effective and reliable power system operations. Projects funded by the Advanced Research Projects Agency-Energy (ARPA-E) Performance-based Energy Resource Feedback, Optimization, and Risk Management (PERFORM) program aim to contribute new risk management frameworks by developing methods to quantify and manage risk at grid asset and system levels. The National Renewable Energy Laboratory (NREL) led a PERFORM project in collaboration with the Johns Hopkins University, the Electric Power Research Institute (EPRI), kWh Analytics, Packetized Energy, and Imperial Consultants (ICON). The project addressed two challenges related to risk management in electricity markets: managing net load imbalances and flexibility from DERs. This final technical report presents a list of project accomplishments, activities, and outputs.

24 POWER TRANSMISSION AND DISTRIBUTION↗
NASA NTRS1993

Software Formal Inspections Guidebook

The Software Formal Inspections Guidebook is designed to support the inspection process of software developed by and for NASA. This document provides information on how to implement a recommended and proven method for conducting formal inspections of NASA software. This Guidebook is a companion document to NASA Standard 2202-93, Software Formal Inspections Standard, approved April 1993, which provides the rules, procedures, and specific requirements for conducting software formal inspections. Application of the Formal Inspections Standard is optional to NASA program or project management. In cases where program or project management decide to use the formal inspections method, this Guidebook provides additional information on how to establish and implement the process. The goal of the formal inspections process as documented in the above-mentioned Standard and this Guidebook is to provide a framework and model for an inspection process that will enable the detection and elimination of defects as early as possible in the software life cycle. An ancillary aspect of the formal inspection process incorporates the collection and analysis of inspection data to effect continual improvement in the inspection process and the quality of the software subjected to the process.

Source record↗
NASA NTRS2003

Reducing software security risk through an integrated approach research initiative model based verification of the Secure Socket Layer (SSL) Protocol

This document discusses the verification of the Secure Socket Layer (SSL) communication protocol as a demonstration of the Model Based Verification (MBV) portion of the verification instrument set being developed under the Reducing Software Security Risk (RSSR) Trough an Integrated Approach research initiative. Code Q of the National Aeronautics and Space Administration (NASA) funds this project. The NASA Goddard Independent Verification and Validation (IV&V) facility manages this research program at the NASA agency level and the Assurance Technology Program Office (ATPO) manages the research locally at the Jet Propulsion Laboratory (California institute of Technology) where the research is being carried out.

software security↗
NASA NTRS2011

Commercial Crew Development Environmental Control and Life Support System Status: 2011-2012

The National Aeronautics and Space Administration (NASA) Commercial Crew Development (CCDev) - 2 Program is managed within the new Commercial Crew Program Office (CCPO) to help develop a commercial crew transportation system to low earth orbit (LEO). It is intended to foster entrepreneurial activities with a few selected companies. The entrepreneurial activities were encouraged with these few selected companies by NASA providing only part of the total funding to complete specific tasks that were jointly agreed to by NASA and the company. These joint agreements were documented in a Space Act Agreement (SAA) that was signed jointly by NASA and the selected company. This paper will provide an overview of the CCDev - 2 Program and also it will discuss in a high level the Active Thermal Control System (ATCS) / Environmental Control and Life Support (ECLS) System tasks that were performed under CCDev - 2 from the start of CCDev - 2 to March 2012. It will also discuss the extension of the CCDev - 2 Program being proposed for the near future. 1

Williams, David E.↗
NASA NTRS2014

Managing Research in a Risk World

The Office of Chief Medical Officer (OCHMO) owns all human health and performance risks managed by the Human System Risk Board (HSRB). While the HSRB manages the risks, the Human Research Program (HRP) manages the research portion of the overall risk mitigation strategy for these risks. The HSRB manages risks according to a process that identifies and analyzes risks, plans risk mitigation and tracks and reviews the implementation of these strategies according to its decisions pertaining to the OCHMO risk posture. HRP manages risk research work using an architecture that describes evidence-based risks, gaps in our knowledge about characterizing or mitigating the risk, and the tasks needed to produce deliverables to fill the gaps and reduce the risk. A planning schedule reflecting expected research milestones is developed, and as deliverables and new evidence are generated, research progress is tracked via the Path to Risk Reduction (PRR) that reflects a risk's research plan for a design reference mission. HRP's risk research process closely interfaces with the HSRB risk management process. As research progresses, new deliverables and evidence are used by the HSRB in conjunction with other operational and non-research evidence to inform decisions pertaining to the likelihood and consequence of the risk and risk posture. Those decisions in turn guide forward work for research as it contributes to overall risk mitigation strategies. As HRP tracks its research work, it aligns its priorities by assessing the effectiveness of its contributions and maintaining specific core competencies that would be invaluable for future work for exploration missions.

Anton, W.↗
DOE OSTI2018

International Governmental Collaboration on Best Practice in Aging Infrastructure Management - 18027

Legacy nuclear sites in the US, UK and Canada are all facing a similar challenge of completing their operational and cleanup missions in parallel in a safe, efficient and cost-effective manner. Compounding the challenge is the fact that many important facilities are old with a significant level of deferred maintenance/capital needs, resulting in the need for a strategic approach to infrastructure management to ensure that maintenance and capital funding is directed at the highest priority items and that neither operations nor ongoing Decontamination and Decommissioning (D and D) activities are compromised. To help address this challenge, a Technical Information Exchange meeting was held in Ottawa, Canada in early June 2017 which brought together responsible parties from; - Government agencies including the UK Nuclear Decommissioning Authority (NDA), US Department of Energy Environmental Management (DOE EM), US National Nuclear Security Administration (NNSA), Atomic Energy of Canada Ltd (AECL) and Canadian Department of Defense - Implementers and other Government entities including Savannah River National Laboratory, Idaho National Laboratory and Canadian Nuclear Laboratories (CNL) - Associations including representation on behalf of the Institute of Asset Management and; - Contractors including Mission Support Alliance, Mott McDonald, and Longenecker and Associates The objective of this meeting was to share information about respective 'best practices' and to begin to develop common approaches to the prioritization and management of aging infrastructure investment across the organizations. The exchange focused on identifying common critical issues which were discussed through a series of presentations and small group discussions. The outcome from the meeting was an improved understanding by all participants of the latest approaches being applied to Infrastructure Asset Management and the formation of four International Working Groups which now meet on a regular (4-6 week) basis to share lessons learned and to develop international best practice in their area of interest. This paper details; - the issues and challenges that were identified during the meeting - how these were assimilated and distilled into discrete areas to enable formation of specific Working Groups - progress made by the Working Groups to date. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2023

Monitoring and Documentation of Forest Management Activities at Los Alamos National Laboratory

Forest management treatments at Los Alamos National Laboratory (LANL) are administered by the Emergency Management Division (EMD-DO) Wildland Fire Program within the Wildland Fire and Forest Management Program (WFFM Program or the Program). Open space forest inventory monitoring is conducted by Forest Health Program staff and students within the Environmental Stewardship Group (EPC-ES). The goals of the integrated Wildland Fire and Forest Management Program are to reduce impacts to Laboratory operations from climate driven events by implementing forest management and healthy forest initiatives such as forest thinning and erosion control. The LANL Wildland Fire Mitigation and Forest Health Plan (EMD PLAN-200, LA-UR-19-25122; LANL 2019) presents treatment standards for LANL property to meet the following goals: 1) Restore and maintain landscapes: LANL landscapes are resilient to disturbances; 2) Develop a fire-adapted community: LANL workforce, neighbors, and infrastructure can withstand a wildland fire without loss of life and property; 3) Ensure wildland fire mitigation implementation: All wildland fire mitigation working group organizations participate in making and implementing safe, effective, efficient risk-based wildland fire management decisions.

54 ENVIRONMENTAL SCIENCES↗
NASA NTRS1983

A project management system for the X-29A flight test program

The project-management system developed for NASA's participation in the X-29A aircraft development program is characterized from a theoretical perspective, as an example of a system appropriate to advanced, highly integrated technology projects. System-control theory is applied to the analysis of classical project-management techniques and structures, which are found to be of closed-loop multivariable type; and the effects of increasing project complexity and integration are evaluated. The importance of information flow, sampling frequency, information holding, and delays is stressed. The X-29A system is developed in four stages: establishment of overall objectives and requirements, determination of information processes (block diagrams) definition of personnel functional roles and relationships, and development of a detailed work-breakdown structure. The resulting system is shown to require a greater information flow to management than conventional methods. Sample block diagrams are provided.

Stewart, J. F.↗
DOE OSTI2018

Nevada National Security Site Environmental Report 2017

The National Nuclear Security Administration Nevada Fields Office (NNSA/NFO) directs the facility management and program operations at the Nevada National Security Site (NNSS) North Las Vegas Facility (NLVF), and Remote Sensing Laboratory–Nellis (RSL-Nellis) in Nevada and directs selected operations at four sites outside of Nevada that include RSL-Andrews in Maryland, Livermore Operations in California, Los Alamos Operations in New Mexico, and the Special Technologies Laboratory in California. This report summarizes data and the compliance status of the NNSA/NFO environmental protection and monitoring programs for calendar year 2017 at the NNSS and at its two support facilities, the NLVF and RSL-Nellis. This report also addresses environmental restoration (ER) projects conducted by the Environmental Management Nevada Program Office at the Tonopah Test Range (TTR).

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2016

Direct Feed Low Activity Waste (DFLAW) Program: Development, Progression and Risk Management - 16476

This Direct Feed Low-Activity Waste (DFLAW) Program paper describes the key programmatic elements to enable the startup of treatment and disposal of Hanford tank waste through a phased startup of the Hanford Tank Waste Treatment and Immobilization Plant (WTP). Specifically the DFLAW Program consists of the Low- Activity Waste (LAW) vitrification facility, and the direct feed to LAW of treated tank farm supernatant from the Low-Activity Waste Pretreatment System (LAWPS). This document identifies the overall strategy, objectives, and processes of the U.S. Department of Energy (DOE), Office of River Protection (ORP) and all supporting DOE subcontractors, and describes the scope of the program elements. In addition gaps, risks, and opportunities to successful integration for commissioning of all needed systems and facilities to produce immobilized LAW product (ILAW) are described. The scope of the DFLAW Program extends up to the point that LAW Facility hot commissioning is complete and all DFLAW systems are fully operational. The DFLAW Program coordinates, integrates, and monitors all the activities necessary to successfully commission and start up the WTP LAW facility. This involves integrating the readiness of all the plant, personnel and program/procedures that support startup of hot commissioning of tank farms systems, WTP systems, waste treatment and disposal systems, and site utility, infrastructure and services. Multiple Hanford contractors have responsibilities to execute and perform scope under the umbrella of the DFLAW Program. The primary focus of the One System organization, comprised of WTP Project and Tank Operations Contract (TOC) personnel, is to manage the coordination and integration across the interfaces of the work scope described above. (authors)

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NASA NTRSDate not supplied

Cryogenic Fluid Management for the Artemis Program and Beyond

NASA is endeavoring on an ambitious return to the Moon and eventually on to Mars through the Artemis Program leveraging innovative technologies to establish sustainable exploration architectures collaborating with US commercial and international partners [1]. Future NASA architectures have baselined cryogenic propulsion systems to support lunar missions and ultimately future missions to Mars. NASA has been investing in maturing CFM active and passive storage, transfer, and gauging technologies over the last decade plus primarily focused on ground development with a few small-scale microgravity fluid experiments. Recently, NASA created a Cryogenic Fluid Management (CFM) Technology Roadmap identifying the critical gaps requiring further development to reach a technology readiness level (TRL) of 6 prior to infusion to flight applications. To address the technology gaps the Space Technology Mission Directorate (STMD) strategically plans to invest in a diversified CFM portfolio approach through ground and flight demonstrations, collaborating with international partners, and leveraging Public Private Partnerships (PPPs) opportunities with US industry through the Tipping Point and Announcement of Collaborative Opportunities (ACO) solicitations. Once proven, these system capabilities will enable the high performing cryogenic propellant systems needed for the Artemis Program and beyond.

Cryogenic Fluid Management↗
NASA NTRS1964

The apollo program.

Organization and management, test and development aspects of Apollo project

APOLLO PROJECT↗
DOE OSTI2013

Environmental Performance Report 2012: Annual Site Environmental Report per the U.S. Department of Energy Order 231.1-1B (Management Report)

This report presents a summary of NREL's environmental protection programs and activities for CY 2012. It is organized according to the different environmental media (e.g., air, waste, ground water, etc.), and includes a brief summary of how the program is managed in that area, any permitting or notification efforts that have been completed during the reporting period or are ongoing, and activities that have occurred during the reporting period in that environmental area. A description of the environmental condition and features of NREL's sites is also included to provide a basis for the program overview.

2012↗
DOE OSTI2019

Future Transition of WIPP from EM to Another DOE Office - 19256

The U. S. Department of Energy (DOE) Carlsbad Field Office (CBFO) has a primary mission to assist federal government entities disposition transuranic (TRU) radioactive waste. The main resource for disposition is the deep geologic repository known as the Waste Isolation Pilot Plant (WIPP). Other resources include a complete transportation system and a program that assists in the certification and shipment of TRU waste to WIPP known as the National TRU Program (NTP). All of these resources are managed by CBFO, which currently is part of the DOE Environmental Management (EM) program. EM's primary mission for DOE is to clean up the legacy remaining from many years of nuclear weapons research and production. But, CBFO estimates the need for WIPP and NTP will continue beyond the mission of EM and will assist other entities such as the National Nuclear Security Administration (NNSA), the Office of Science (OS) and the Navy. As the inventory of legacy TRU waste is reduced, the inventory of new TRU waste will continue from ongoing missions. So, over the life span of WIPP the primary customers of CBFO will shift from legacy EM sites to newly-generated TRU waste sites. And, somewhere along the way CBFO estimates that it will transition, primarily from an EM support (legacy waste) entity to a primarily a NNSA support (newly-generated waste) entity to facilitate ongoing DOE missions. This paper will address the need for that change at a programmatic level and will include some ideas for conceptual planning for such a transition. (author)

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