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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
DOE OSTI2026

Elevating Engagement: Insights for Energy Infrastructure Siting from Oregon Literature

Our study conducts a meta-synthesis of existing Oregon-based literature on stakeholder and community engagement methods across a variety of contexts to identify best practices and lessons learned to inform future engagement processes for Oregon’s energy siting. We analyze and synthesize these strategies to understand what has worked well across engagement practices and how we can integrate and learn from a variety of methods to develop more effective practices for engagement moving forward. We look at the successes and challenges for each method, applying lessons learned to the pre-permitting phase of energy development and infrastructure planning in Oregon. Our results synthesize key recommendations for engagement in the pre-permitting phase for energy infrastructure siting in Oregon, such as consensus and relationship building, local partnerships, and background research to understand community context.

energy infrastructure↗
NASA NTRS2013

U.S. Spacesuit Legacy: Maintaining it for the Future

The history of U.S. spacesuit development and its use are rich with information on lessons learned, and constitutes a valuable legacy to those designing spacesuits for the future, as well as to educators, students, and the general public. The genesis of lessons learned is best understood by studying the evolution of past spacesuit programs - how the challenges and pressures of the times influenced the direction of the various spacesuit programs. This paper shows how the legacy of various spacesuit-related programs evolved in response to these forces. Important aspects of how this U.S. spacesuit legacy is being preserved today is described, including the archiving of spacesuit hardware, important documents, videos, oral history, and the rapidly expanding U.S. Spacesuit Knowledge Capture program.

Chullen, Cinda↗
NASA NTRS2015

CYGNSS: Lessons We are Learning from a Class D Mission

CYGNSS: Lessons Learned from NASA Class D Mission and how they selected their parts for the program to include balance between cost, risk, schedule and technology available as well as balancing cost restraints with mission risk profile.

Class D Missions↗
NASA NTRS1994

Re-Engineering the Multimission Command System at the Jet Propulsion Laboratory

This paper will discuss the design and implementation of the command software, especially trade-offs and lessons learned from practical operational use in JPL's Advanced Multimission Operations System.The command system provides an advanced multimission environment for secure, concurrent commanding of multiple spacecraft. The lessons learned have resulted in a re-engineering of the command system, especially in its user interface and new automation capabilities. This paper will also discuss new development work including a multimission command database toolkit, a universal command translator for sequencing and real-time commands, and incorporation of telecommand capabilities for new missions.

re-engineering↗
NASA NTRSDate not supplied

The Importance of Workplace Book Clubs to Start Idea Discussions and Changing Workplace Culture

Many of the ideas presented at this workshop will focus on larger initiatives for addressing IDEA; here we present a more focused effort to start discussions about IDEA, including changing workplace culture – a book club. A book club can be implemented at any size institute, department, or university with minimal resources. While this is not meant to replace any larger initiatives that are desperately needed, this is a way to start discussions within an organization to both change culture, build relationships and camaraderie among the participants, and increase management’s awareness of different direct approaches to addressing diversity and inclusion. It also has the advantage of being detached from the lived day-to-day experience at the organization and therefore provides a more neutral ground to think about and become aware of topics that might raise a plethora of uncomfortable feelings in those discussing them. There are different approaches to implementing a book club depending on the specific goals or needs of an organization – these can include who participates (such as management versus departments or sections versus colleagues outside your organization), the types of books or journal articles chosen, the schedule, and whether it is optional vs. required, among others. Here we discuss some of the approaches we have implemented at our institutions in setting up diversity-focused book clubs, including some lessons learned. We will specifically use a manager’s book club and an employee driven book club (called UnBinding Bias) as two detailed examples. Finally, we end with lessons learned from our experiences.

J Filiberto↗
NASA NTRSDate not supplied

The Collection, Usage, and Preliminary Examination of the Apollo Sample Suite: Lessons for Artemis

Apollo Sample Collection and Usage: From 1969 to 1972 there were six Apollo missions to the surface of the Moon during which the astronauts collected 382 kg of rock and regolith (~2200 samples). The samples collected fall into these general categories: rocks (~66% by mass), rake samples (~4%), bulk regolith (~24%), and specialty regolith (deep drill cores, drive tubes, sealed bulk regolith) samples (~6%). In each category there are a variety of different subtypes available for study, e.g., among the bulk regolith samples there are also skim, trench, and (partially) shaded regolith samples each sampling unique types or depths of regolith. This variety of subsamples has enabled a multitude of different studies over the past 55 years (>3400 individual requests). We are still averaging ~50 unique requests and have allocated >500 individual Apollo samples annually for the past 10 years (2020 excepted). Looking at the 4,675 non-ANGSA (Apollo Next Generation Sample Analysis) samples allocated over the past 10 years, the proportions of allocated samples do not precisely align with the abundance (by mass) of those samples withing the collection: Rock (69.4 %); Rake (10.8 %); Bulk Regolith (15.5 %); Drive Tube (3.3 %); Core/Specialty (1.0 %). Apollo Preliminary Examination (PE): The PE process differs significantly for the various sample types enumerated above; we focus on regolith and rock samples here. During the Apollo mission era, the PE process evolved over the course of the missions; below is what was done for the Apollo 17 mission. For regolith samples, the PE process was: (1) documented bags containing regolith are opened, photographed, and described; (2) large rocks are removed and treated separately; (3) 25% to 33% of the bulk soil is scooped out, weighed, and stored in reserve; (4) the remaining sample is sieved to produce the size fractions <1, 1- 2, 2-4, and 4-10 mm, all of which are weighed. For rock samples, the process is: (1) removing rocks from the container(s) it came back from the Moon in; (2) rematching any materials that spalled off the rock to their original location; (3) numbering, weighing, and basic photographic documentation; (4) dusting with a gentle N2 gas jet; (5) Orthogonal photography; (6) detailed description of the textures and features of the rock; (7) rock modelling and measurement; (8) stereophotography; (9) determination of the orientation of the rock on the lunar surface. Drive tubes and deep drill cores were not characterized during PE beyond an initial weight and a sketch of the interior tube materials derived from 2D medical X-ray images. Catalogs: The ongoing utility of the Apollo samples is enabled by the robust cataloguing process for the samples [3-5], which allows the scientific community to accurately request samples uniquely suited to their proposed studies. A common misconception, however, is the amount of detail that goes into the initial catalog (e.g., [6]) for a collection from the preliminary examination (PE) period, versus what goes into the catalogs that come later in the life cycle of the samples from that mission (e.g., [7]). The only required data for a PE catalog is a weight, a basic photograph, and a description of the nature of the sample. Artemis PE: Over the past few years, the ongoing ANGSA project studied previously unopened Apollo 17 double drive tube samples 73001/2 [1], and a PE of the drive tubes was done. The PE took the existing core dissection process (developed during PE of Apollo cores in the 1970s, 1980s), and modernized it [7]. The main lesson from the ANGSA PE relative to future missions was that the physical work done during PE of lunar samples has not changed much over the past 5 decades. The use of “modern” technology during PE (e.g., XCT; multispectral analyses) resulted in an enhanced initial understanding of the 73001 and 73002 drive tubes, but greatly increased the time required. The lessons learned from recent astromaterial PEs (e.g., ANGSA and OREx) are important to consider when planning for Artemis, but the unique nature of the Artemis Campaign means many lessons learned from these mission will not be applicable. Given the time constraints (6 months) and likely number of samples that will be returned by Artemis (>200), the Artemis PE catalog will necessarily look much more like [4] than [6].

J Gross↗
DOE OSTI2023

European Union's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement - but are differentiated from - other international power sector initiatives such as the Breakthrough Agenda - whose broad purpose is to raise collective ambition - and the Global Power System Transformation (G-PST) Consortium - whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

decarbonization↗
DOE OSTI2023

Chile's Action Plan for Power Sector Decarbonization

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from - other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

Chile↗
DOE OSTI2023

Australia's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

Australia↗
DOE OSTI2023

India's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

decarbonization↗
DOE OSTI2023

United Kingdom's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

decarbonization↗
NASA NTRS2008

Preparing Cassini Uplink Operations for Extended Mission

The Cassini-Huygens Mission to Saturn and Titan, a joint venture between the National Aeronautics and Space Administration, the European Space Agency, and the Italian Space Agency, is conducting a four-year, prime mission exploring the Saturnian system, including its atmosphere, rings, magnetosphere, moons and icy satellites. Launched in 1997, Cassini began its prime mission in 2004. Cassini is now preparing for a new era, a two-year extended mission to revisit many of the highlights and new discoveries made during the prime mission. Because of the light time delay from Earth to Saturn, and the time needed to coordinate the complicated science and engineering activities that take place on the spacecraft, commanding on Cassini is done in approximately 40-day intervals known as sequences. The Cassini Uplink Operations team is responsible for the final development and validation of the pointing profile and instrument and spacecraft commands that are contained in a sequence. During this final analysis prior to uplink to the spacecraft, thorough and exact evaluation is necessary to ensure there are no mistakes during commanding. In order to perform this evaluation, complete and refined processes and procedures are fundamental. The Uplink Operations team is also responsible for anomaly response during sequence execution, a process in which critical decisions often are made in real-time. Recent anomalies on other spacecraft missions have highlighted two major risks in the operations process: (1) personnel turnover and the retirement of critical knowledge and (2) aging, outdated operations procedures. If other missions are a good barometer, the Cassini extended mission will be presented with a high personnel turnover of the Cassini flight team, which could lead to a loss of expertise that has been essential to the success of the prime mission. In order to prepare the Cassini Uplink Operations Team for this possibility and to continue to develop and operate safe science and engineering sequences, a review and major update of the current documentation and operations procedures was needed. This paper will address the changes made to extended mission sequence generation processes primarily due to new restrictions in spacecraft operating capability and lessons learned from prime mission. In addition, it will address the state of the prime mission operations procedures, the philosophy changes and updates that were made to those procedures in response to process improvement, and the validation of those new procedures through the training of current and new personnel. And lastly, it will address the lessons learned throughout prime mission and how the Uplink Operations team chose to incorporate those lessons into the working documentation and team knowledge. This incorporation was necessary to facilitate the success of the extended mission with potentially all new personnel at some point prior to the end of the mission.

Maxwell, Jennifer L.↗
NASA NTRS1987

Shuttle orbit flight control design lessons - Direction for Space Station

The Space Shuttle orbit flight control system, which operates during all exo-atmospheric flight phases, has successfully met operational requirements. Many design integration and operational issues that required resolution during development and testing provide an experience base that will benefit the development of future space systems, particularly the Space Station. To this end, the applicable Shuttle and Space Station hardware/software is reviewed with some perspective provided on how current design groundrules were derived and how issues that affected the Shuttle orbit control system design are a pathway for the Space Station. Some of the most significant lessons learned from the Shuttle are summarized, with a discussion of the effect of performance and design of hardware, including the data processing system on software structures and usage procedures. Crew interface issues and important results from man-in-the-loop tests are summarized. Problems resulting from trying to meet difficult orbital operational objectives, including some sophisticated payload operations are characterized. Several proposed Shuttle flight control design improvements, developed in response to some of the lessons learned so far, are identified. Potential application of the Shuttle design lessons and new control technologies to the Space Station are discussed.

Cox, Kenneth J.↗
DOE OSTI2020

Workshop on Improving Holdup Monitoring in the US

The characterization and quantification of nuclear deposits, or residual nuclear material retained in process equipment, generally referred to as holdup, continues to challenge nuclear processing facilities in DOE program areas such as nuclear criticality safety, material control and accountability, environmental management. The efficiency and effectiveness of nuclear operations in these facilities depends heavily on the results from nondestructive techniques designed to measure nuclear materials in situ. The traditional methods used to measure holdup were established more than 30 years ago and assume unrealistic conditions for most measurement cases. These blind, in situ measurements present unique challenges due to the following attributes: unique, non-ideal geometries; unknown deposit thicknesses; lack of representative calibration standards; large number of holdup deposit locations; and poor accessibility for many measurement locations. These difficulties and the poor assumptions made to handle them have resulted in measurement uncertainties that are often too large for many programs to effectively utilize. In an effort to address and identify solutions to the current holdup challenges facing the US nuclear industry, Oak Ridge National Laboratory hosted the Technical Workshop on Improving Holdup Monitoring in the US. The two-day workshop held August 21–22, 2019, was attended by 35 holdup measurement practitioners, program managers, stakeholders from US Department of Energy sites, the Nuclear Regulatory Commission, and representatives from commercial industry. The primary objectives were to identify critical elements of a successful and defensible holdup measurement program; identify technical challenges, needs, and potential improvements associated with measurement of holdup; and share best practices and lessons learned from recent accumulation events. Fourteen presentations were delivered on holdup topics including necessary elements for effective program management, measurement needs, emerging technologies and other measurement solutions, and lessons learned from recent events. These presentations highlighted best practices related to accumulation monitoring, considerations and proactive steps to facilitate holdup in new facility designs, imaging solutions to improve holdup assumptions, and new software developed in support of holdup measurements. Breakout sessions were also employed to determine additional needs and identify potential solutions to common holdup challenges. The primary discussions focused on causes and prevention of material accumulations, needs for uranium and plutonium measurements, and reduction of measurement uncertainty, all of which were explicitly identified as critical needs during the 2018 Workshop on Technical and Programmatic Needs for a Sustainable NDA Program for the US DOE.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗
NASA NTRS2008

Lunar and Mars Exploration: The Autonomy Factor

Long duration space flight crews have relied heavily on almost constant communication with ground control mission support. Ground control teams provide vehicle status and system monitoring, while offering near real time support for specific tasks, emergencies, and ensuring crew health and well being. With extended exploration goals to lunar and Mars outposts, real time communication with ground control teams and the ground s ability to conduct mission monitoring will be very limited compared to the resources provided to current International Space Station (ISS) crews. An operational shift toward more autonomy and a heavier reliance on the crew to monitor their vehicle and operations will be required for these future missions. NASA s future exploration endeavors and the subsequent increased autonomy will require a shift in crew skill composition, i.e. engineer, doctor, mission specialist etc. and lead to new training challenges and mission scenarios. Specifically, operational and design changes will be necessary in many areas including: Habitat Infrastructure and Support Systems, Crew Composition, Training, Procedures and Mission Planning. This paper will specifically address how to apply ISS lessons learned to further use ISS as a test bed to address decreased amounts of ground support to achieve full autonomous operations for lunar and Mars missions. Understanding these lessons learned and applying them to current operations will help to address the future impacts of increased crew autonomy for the lunar and Mars outposts and pave the way for success in increasingly longer mission durations.

Rando, Cynthia M.↗
DOE OSTI2024

Brazil's Action Plan for Rapid Decarbonization of Power Sectors

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at the CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several jurisdictions signaled intent to develop Action Plans for power sector decarbonization. The first cohort of Action Plans was released at CEM14 in India in July 2023. The second cohort of action plans will be presented at CEM15 in Brazil. The Action Plans, supported by the 21st Century Power Partnership, and other CEM workstreams via direct technical assistance and capacity building, are intended to focus on select implementation actions, given each country's existing power sector goals and activities, and are an opportunity for countries to display leadership in power sector decarbonization. The Action Plans are organized in a framework for Planning, Building and Operating, as well as Stakeholder Engagement where appropriate based on country priorities. They complement, but are differentiated from, other international power sector initiatives such as the Breakthrough Agenda (whose broad purpose is to raise collective ambition) and the Global Power System Transformation Consortium (whose goals are to convene power system operators to accelerate research innovations and foster peer learning). These Action Plans are voluntary, developed by each country individually, not comprehensive of all activities within the jurisdiction, and are living documents that are subject to change.

21st Century Power Partnership↗
DOE OSTI2022

Demonstration and Evaluation of the Human-Technology Integration Function Allocation Methodology

There is an imminent need for the existing nuclear power plants to reduce their operating and maintenance (O&M) costs to remain economically viable. Digital technology, including automation, provides a significant opportunity for the existing nuclear power plant fleet to transform the way in which work is accomplished, reducing O&M costs, and allowing the fleet to remain economically competitive. One notable opportunity to significantly reduce O&M costs pertains to modifications to the plant equipment and main control room (MCR). Existing instrumentation and control (I&C) technologies in the MCR are highly analog, costly to operate and maintain, and demand a high cognitive and physical workload from plant staff (i.e., operators). Digitalizing the MCR has a range of broad economic benefits, including improved plant performance and reduced manual work. Further, digital I&C systems can fundamentally change the way in which plant staff operate the plant; this is the concept of operation. Human-technology integration is important to ensure that impacts to the concept of operation are done in a way that account for capabilities of people and technology. Human-technology integration employs human factors engineering (HFE) methods and principles to maximize the benefits of digital technology, reducing human error, improving overall decision-making and usability. The U.S. Department of Energy Light Water Reactor Sustainability Program is applying human-technology integration research to ensure digital technologies are safe, reliable, and efficient. This paper documents the demonstration of the human-technology guidance developed by the Light Water Reactor Sustainability Program from a first-of-a-kind digital I&C upgrade, specifically addressing function analysis and allocation for a new digital I&C system that included changes in automation levels. The program’s specific approach is included in this work, following lessons learned. This document serves as a resource for industry to follow in applying human-technology integration and HFE to digital modifications, specific to function analysis and allocation. The lessons learned should be considered in the planning and execution of HFE activities that support such digital modifications.

99 GENERAL AND MISCELLANEOUS↗
NASA NTRS2008

Seal Technology for Hypersonic Vehicle and Propulsion: An Overview

Hypersonic vehicles and propulsion systems pose an extraordinary challenge for structures and materials. Airframes and engines require lightweight, high-temperature materials and structural configurations that can withstand the extreme environment of hypersonic flight. Some of the challenges posed include very high temperatures, heating of the whole vehicle, steady-state and transient localized heating from shock waves, high aerodynamic loads, high fluctuating pressure loads, potential for severe flutter, vibration, and acoustic loads and erosion. Correspondingly high temperature seals are required to meet these aggressive requirements. This presentation reviews relevant seal technology for both heritage (e.g. Space Shuttle, X-15, and X-38) vehicles and presents several seal case studies aimed at providing lessons learned for future hypersonic vehicle seal development. This presentation also reviews seal technology developed for the National Aerospace Plane propulsion systems and presents several seal case studies aimed at providing lessons learned for future hypersonic propulsion seal development.

Steinetz, Bruce M.↗