Search NASA⌕ Search

SEARCH · Search NASA

Results for “contingency management”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 163 records · Page 9
All sourcesNASA NTRSDOE OSTI
NASA NTRS2013

Wind Turbine Contingency Control Through Generator De-Rating

Maximizing turbine up-time and reducing maintenance costs are key technology drivers for wind turbine operators. Components within wind turbines are subject to considerable stresses due to unpredictable environmental conditions resulting from rapidly changing local dynamics. In that context, systems health management has the aim to assess the state-of-health of components within a wind turbine, to estimate remaining life, and to aid in autonomous decision-making to minimize damage to the turbine. Advanced contingency control is one way to enable autonomous decision-making by providing the mechanism to enable safe and efficient turbine operation. The work reported herein explores the integration of condition monitoring of wind turbines with contingency control to balance the trade-offs between maintaining system health and energy capture. The contingency control involves de-rating the generator operating point to achieve reduced loads on the wind turbine. Results are demonstrated using a high fidelity simulator of a utility-scale wind turbine.

condition monitoring↗
DOE OSTI2024

Dynamic modeling studies of basin-scale pressure interference and CO 2 plume evolution in multi-well geologic CO 2 storage

This research employs numerical modeling to analyze how CO 2 plumes and pressure fronts evolve when CO 2 is injected into a single storage formation from multiple projects located in proximity. Here, this analysis also evaluates the extent to which injection well spacing alleviates pressure buildup in the absence of active pressure management tactics. The simulation approach was based on a single, homogenous saline aquifer in which CO 2 injection occurs under a one-injector baseline case and several multi-well cases where well spacing varies. Analysis results show that the extent of pressure buildup is in the range of tens or a few hundreds of kilometers and contingent upon the defining pressure buildup demarcating the front edge. For the geological setting evaluated in this paper, our analysis suggests that without active basin pressure management strategies, commercial-scale projects would likely need to be sited far apart to avoid pressure interference from one another. Analysis results show the radius of CO 2 plume varies approximately from 2 to 3 km from injection wells (each injecting 1 Mt/year for 30 years) depending on cases and modeling parameters assumed. Given the pressure interference, this paper thus draws attention to the importance of greater coordination among storage operators and regulatory stakeholders. Because this analysis assumes a very specific geologic setting, this exploratory analysis bears further investigations across other geologic scenarios.

42 ENGINEERING↗
DOE OSTI2025

Scalable Unit Commitment with Security Constrained AC Power Flow via ADMM and Hybrid Modeling Strategies

This research introduces a more efficient way to optimize power grid operations, breaking the problem into manageable steps and using advanced mathematical techniques to speed up calculations. By incorporating smart heuristics, improved preprocessing, and contingency analysis, the approach allows operators to make better decisions faster. These innovations enhance our understanding of how to optimize energy generation, making it possible to anticipate failures before they happen, reduce system costs, and improve overall grid performance. Ultimately, this research helps bridge the gap between theoretical models and real-world applications, paving the way for a smarter, more resilient power grid. This research directly benefits the public by making electricity more affordable, reliable, and sustainable. By improving how power grids schedule and distribute electricity, the project helps energy providers reduce operational costs, which can lead to lower electricity prices for consumers. Additionally, the ability to predict and prevent power system failures enhances grid reliability, reducing the likelihood of blackouts that can disrupt homes, businesses, and critical infrastructure such as hospitals. From an environmental perspective, optimizing power generation reduces energy waste and lowers carbon emissions, contributing to cleaner air and a more sustainable energy system. Furthermore, with extreme weather events becoming more frequent, these advancements make the power grid more resilient, ensuring communities are better prepared for emergencies and natural disasters. By strengthening the nation's energy infrastructure, this research plays a crucial role in improving economic stability, public safety, and environmental sustainability.

24 POWER TRANSMISSION AND DISTRIBUTION↗
NASA NTRS1991

Demonstration of automated proximity and docking technologies

An autodock was demonstrated using straightforward techniques and real sensor hardware. A simulation testbed was established and validated. The sensor design was refined with improved optical performance and image processing noise mitigation techniques, and the sensor is ready for production from off-the-shelf components. The autonomous spacecraft architecture is defined. The areas of sensors, docking hardware, propulsion, and avionics are included in the design. The Guidance Navigation and Control architecture and requirements are developed. Modular structures suitable for automated control are used. The spacecraft system manager functions including configuration, resource, and redundancy management are defined. The requirements for autonomous spacecraft executive are defined. High level decisionmaking, mission planning, and mission contingency recovery are a part of this. The next step is to do flight demonstrations. After the presentation the following question was asked. How do you define validation? There are two components to validation definition: software simulation with formal and vigorous validation, and hardware and facility performance validated with respect to software already validated against analytical profile.

Anderson, Robert L.↗
NASA NTRS2000

Aerospace Safety Advisory Panel Annual Report for 1999

This report covers the activities of the Aerospace Safety Advisory Panel (ASAP) for the calendar year 1999.This was a year of notable achievements and significant frustrations. Both the Space Shuttle and International Space Station (ISS) programs were delayed.The Space Shuttle prudently postponed launches after the occurrence of a wiring short during ascent of the STS-93 mission. The ISS construction schedule slipped as a result of the Space Shuttle delays and problems the Russians experienced in readying the Service Module and its launch vehicle. Each of these setbacks was dealt with in a constructive way. The STS-93 short circuit led to detailed wiring inspections and repairs on all four orbiters as well as analysis of other key subsystems for similar types of hidden damage. The ISS launch delays afforded time for further testing, training, development, and contingency planning. The safety consciousness of the NASA and contractor workforces, from hands-on labor to top management, continues high. Nevertheless, workforce issues remain among the most serious safety concerns of the Panel. Cutbacks and reorganizations over the past several years have resulted in problems related to workforce size, critical skills, and the extent of on-the-job experience. These problems have the potential to impact safety as the Space Shuttle launch rate increases to meet the demands of the ISS and its other customers. As with last year's report, these work- force-related issues were considered of sufficient import to place them first in the material that follows. Some of the same issues of concern for the Space Shuttle and ISS arose in a review of the launch vehicle for the Terra mission that the Panel was asked by NASA to undertake. Other areas the Panel was requested to assess included the readiness of the Inertial Upper Stage for the deployment of the Chandra X-ray Observatory and the possible safety impact of electromagnetic effects on the Space Shuttle. The findings and recommendations in this report do not highlight any major, immediate issues that might compromise the safe pursuit of the various NASA programs. They do, however, cover concerns that the Panel believes should be addressed in the interest of maintaining NASA's excellent safety record.The Panel is pleased to note that remedial efforts for some of the findings raised are underway. Given appropriate funding and cooperative efforts among the Administration, the Congress and the various contractors, the Panel is convinced that safety problems can be avoided or solved resulting in lower risk for NASA's human space and aeronautics programs. Section II of this report contains specific findings and recommendations generated by Panel activities during the calendar year 1999. Section III presents more detailed information in support of these findings and recommendations. A current roster of Panel members, consultants, and staff is included as Appendix A. Appendix B contains NASA's response to the findings and recommendations from the 1998 annual report. It has been augmented this year to include brief explanations of why the Panel classified the NASA response as " open,""continuing," or "closed." Appendix C lists the fact-finding activities of the Panel in 1999.

Blomberg, Richard D.↗
NASA NTRS2016

Exploration Mission Benefits From Logistics Reduction Technologies

Technologies that reduce logistical mass, volume, and the crew time dedicated to logistics management become more important as exploration missions extend further from the Earth. Even modest reductions in logical mass can have a significant impact because it also reduces the packing burden. NASA's Advanced Exploration Systems' Logistics Reduction Project is developing technologies that can directly reduce the mass and volume of crew clothing and metabolic waste collection. Also, cargo bags have been developed that can be reconfigured for crew outfitting and trash processing technologies to increase habitable volume and improve protection against solar storm events are under development. Additionally, Mars class missions are sufficiently distant that even logistics management without resupply can be problematic due to the communication time delay with Earth. Although exploration vehicles are launched with all consumables and logistics in a defined configuration, the configuration continually changes as the mission progresses. Traditionally significant ground and crew time has been required to understand the evolving configuration and locate misplaced items. For key mission events and unplanned contingencies, the crew will not be able to rely on the ground for logistics localization assistance. NASA has been developing a radio frequency identification autonomous logistics management system to reduce crew time for general inventory and enable greater crew self-response to unplanned events when a wide range of items may need to be located in a very short time period. This paper provides a status of the technologies being developed and there mission benefits for exploration missions.

Broyan, James Lee, Jr.↗
NASA NTRS2016

Exploration Mission Benefits From Logistics Reduction Technologies

Technologies that reduce logistical mass, volume, and the crew time dedicated to logistics management become more important as exploration missions extend further from the Earth. Even modest reductions in logistical mass can have a significant impact because it also reduces the packaging burden. NASA's Advanced Exploration Systems' Logistics Reduction Project is developing technologies that can directly reduce the mass and volume of crew clothing and metabolic waste collection. Also, cargo bags have been developed that can be reconfigured for crew outfitting, and trash processing technologies are under development to increase habitable volume and improve protection against solar storm events. Additionally, Mars class missions are sufficiently distant that even logistics management without resupply can be problematic due to the communication time delay with Earth. Although exploration vehicles are launched with all consumables and logistics in a defined configuration, the configuration continually changes as the mission progresses. Traditionally significant ground and crew time has been required to understand the evolving configuration and to help locate misplaced items. For key mission events and unplanned contingencies, the crew will not be able to rely on the ground for logistics localization assistance. NASA has been developing a radio-frequency-identification autonomous logistics management system to reduce crew time for general inventory and enable greater crew self-response to unplanned events when a wide range of items may need to be located in a very short time period. This paper provides a status of the technologies being developed and their mission benefits for exploration missions.

Broyan, James Lee, Jr.↗
DOE OSTI2025

Toward Drilling the Perfect Geothermal Well: An International Research Coordination Network for Geothermal Drilling Optimization Supported by Deep Machine Learning and Cloud Based Data Aggregation

The EDGE project, supported by the U.S. Department of Energy Geothermal Technologies Office under award DE-EE0008793, established a data-driven framework for improving the efficiency, cost-effectiveness, and reliability of geothermal well drilling. The project focused on developing scalable data infrastructure, advanced machine learning and probabilistic models, and integrated analytics tools to support continuous drilling optimization. A central objective was to reduce geothermal drilling costs by up to seventy percent while minimizing the risk of well failure through predictive diagnostics and adaptive planning. Over the project period, a comprehensive data repository was designed and deployed, incorporating records from over one hundred geothermal wells across varied geological settings. This repository supported both structured and unstructured data and adhered to FAIR data principles, enabling provenance tracking, quality control, and standardized metadata. The project introduced automated ingestion pipelines and a cloud-hosted platform that facilitated access to raw, processed, and derived datasets. This infrastructure served as the foundation for model development and analysis. Machine learning workflows were developed to predict key drilling metrics including rate of penetration, non-productive time, and total drilling costs. Self-organizing maps and dimensionality reduction methods were used to uncover operational patterns and outliers, while supervised learning algorithms such as random forests and deep neural networks were applied to forecast performance outcomes. The models were validated on heterogeneous datasets from both U.S. and Icelandic fields, demonstrating variable but significant predictive accuracy. The results indicated that finer temporal resolution, inclusion of lithological data, and consistency in operational annotations could substantially improve model performance. The project also implemented process mining techniques to reconstruct state-transition models from drilling event logs. These models enabled the identification of deviations from optimal workflows and provided insights into recurring failure modes. Analysis of non-productive time highlighted the impact of equipment failures, geological challenges, and human factors, offering opportunities for targeted mitigation strategies. The EDGE Dashboard was developed as a web-based expert system integrating data visualization, model outputs, and user-driven queries. It provided an accessible interface for operators to explore historical data, evaluate predicted outcomes, and compare drilling scenarios. Initial feedback from project partners suggested that the dashboard could serve as a foundation for more advanced advisory and optimization tools. Overall, the EDGE project demonstrated the feasibility and value of applying modern data science techniques to geothermal drilling. It delivered a set of interoperable tools and models that can support more efficient, lower-risk well development. The findings point toward a viable path for transitioning from advisory analytics to semi-autonomous drilling systems, contingent on continued collaboration, expanded datasets, and field validation. The project results have immediate relevance for drilling operations, data management practices, and future geothermal R&D efforts aimed at achieving reliable, cost-competitive geothermal energy at scale.

15 GEOTHERMAL ENERGY↗
NASA NTRS2003

Columbia Accident Investigation Board Report. Volume Five

Volume V of the Report contains appendices that were not cited in VolumeI. These consist of documents produced by NASA and other organizations, which were provided to the Columbia Accident Investigation Board in support of its inquiry into the February 1, 2003 destruction of the Space Shuttle Columbia The contents include:. Appendix G.1 Requirements and Procedures for Certification of Flight Readiness; Appendix G.2 Appendix R, Space Shuttle Program Contingency Action Plan; Appendix G.3 CAIB Charter, with Revisions; Appendix G.4 Group 1 Matrix Brief on Maintenance, Material, and Management; Appendix G.5 Vehicle Data Mapping(VDM) Team Final Report, Jun 13, 2003; Appendix G.6 SRB Working Group Presentation to CAIB; Appendix G. 7 Starfire Team Final Report, Jun 3, 2003; Appendix G.8 Using the Data and Observations from Flight STS-107, Executive Summary; Appendix G.9 Contracts, Incentives, and Safety/Technical Excellence; Appendix G.10 Detailed Summaries: Rogers Commission Report, ASAP Report, SIAT Report; Appendix G.11 Foam Application and Production Chart; Appendix G.12 Crew Survivability Report; and Appendix G.12 Aero/Aerothermal/ Thermal/Structures Team FinalReport, August 6, 2003.

CAIB (COLUMBIA ACCIDENT INVESTIGATION BOARD)↗
NASA NTRS2010

Collective Intelligence and Three Aspects of Planning in Organizations: A NASA Example

For many complex sociotechnical systems, planning seems to require explicit coordination; certainly, in executing a plan the activities of different actors must be tightly coupled. However, distributing the needed planning information can be very burdensome and error prone, because different groups need different collections of information, updated or kept current on different time cycles. Further, the information needed to form successful plans is often highly distributed, and while feedback about the success of prior plans may exist, it may not be available to those in a position of using this to improve plans or to detect and resolve other problems in the system (Weick, 1995). Tools to support various aspects of planning have been developed, and can provide a huge benefit to the individuals working on that aspect. To be tractable, most solutions address a quite bounded slice of work, isolating it from the larger context. Prospective planning takes place over multiple, nested cycles of decision making. This builds a plan that specifies activities of different granularity. "Subplans" may specify multiple parallel activities by different groups and individuals, as well as sequential, nested actions by a single actor. Planning produces valuable, sharable, external, representations: in addition to prospective use, plans support retrospective assessment and also action in the present. Viewing planning in a larger context - both temporal and organizational -- enables noticing what one does not know and generating more systemic and effective solutions. Viewing a problem as one of collective intelligence invites thinking about the larger organizational context. Many approaches to supporting collective intelligence do not support execution of highly contingent actions, distributed across many players, and hence provide incomplete support for planning. However, CI technology maybe helpful in managing the processes of gathering information for decision making in planning and of distributing plan information to various actors, needed on various time cycles.

Billman, Dorrit↗
NASA NTRS1997

Coping with Irregular Operations: Implications for a Free Flight Environment

Irregular operations involve disruption of scheduled airline operations. They ate of concern to the carriers because they cost money, require personnel effort, and may harm customer good will. Irregular operations may result from aircraft system malfunctions that take planes out of service or result in cancellations, Might system problems or passenger medical emergencies that require diversions, local airport problems that may close down a runway, or weather systems that restrict flow into airports or regions. At the heart of responding to irregular operations is distributed decision making by members of airline operations centers, pilots, and the air traffic control system. Six U.S. carriers participated in a study in which we observed strategies used by operations center personnel to handle various classes of irregular operations. We focused on situations that are most disruptive to regular operations and are most difficult to cope with. We also sought to identify classes of events that would be most affected by changes in the air traffic management system. How a carrier deals with disruptions to its schedule reflects its philosophy and primary goals, as well as its resources. Size and type of operations (short or long-haul) determine which problems have priority. Each airline has different technological support tools to aid in flight planning and replanning, and some carriers have established contingency procedures for coping with various situations. We also examined differences in extent and type of interaction between ABC personnel and various elements of the air traffic system as they managed various problems: who interacts with AM what situations prompt interaction, how often these occur, and the outcomes and Perceived benefits. Use of the expanded NRP program was also studied, along with its advantages to the individual companies. We also examined the implications of the proposed change to a free flight environment on airline strategies for coping with irregular operations.

Orasanu, Judith↗
NASA NTRS2014

The ISS 2B PVTCS Ammonia Leak: An Operational History

In 2006, the Photovoltaic Thermal Control System (PVTCS) for the International Space Station's 2B power channel began leaking ammonia at a rate of approximately 1.5lbm/year (out of a starting approximately 53lbm system ammonia mass). Initially, the operations strategy was "feed the leak," a strategy successfully put into action via Extra Vehicular Activity during the STS‐134 mission. During this mission the system was topped off with ammonia piped over from a separate thermal control system. This recharge was to have allowed for continued power channel operation into 2014 or 2015, at which point another EVA would have been required. Without these periodic EVAs to refill the 2B coolant system, the channel would eventually leak enough fluid as to risk pump cavitation and system failure, resulting in the loss of the 2B power channel - the most critical of the Space Station's 8 power channels. In mid‐2012, the leak rate increased to approximately 5lbm/year. Once discovered, an EVA was planned and executed within a 5 week timeframe to drastically alter the architecture of the PVTCS via connection to a dormant thermal control system not intended to be utilized as anything other than spare components. The purpose of this rerouting of the TCS was to increase system volume and to isolate the photovoltaic radiator, thought to be the likely leak source. This EVA was successfully executed on November 1st, 2012 and left the 2B PVTCS in a configuration where the system was now being adequately cooled via a totally different radiator than what the system was designed to utilize. Unfortunately, data monitoring over the next several months showed that the isolated radiator was not leaking, and the system itself continued to leak steadily until May 9th, 2013. It was on this day that the ISS crew noticed the visible presence of ammonia crystals escaping from the 2B channel's truss segment, signifying a rapid acceleration of the leak from 5lbm/year to 5lbm/day. Within 48 hours of the crew noticing the leak, an EVA was in progress to replace the coolant pump - the only other replaceable leak source. This paper will explore the management of the 2B PVTCS leak from the operations perspective. It will discuss the methodology of performing the STS‐134 refill, the considerations and contingency plans which went into the architectural overhaul of the system in 2012, and the unprecedented effort which went into the EVA response to the visible leak of May 2013. In particular the paper will focus on the techniques utilized by flight controllers to monitor the system health and to respond to such instances as the rapid May 2013 leak by putting the electrical system in a safe configuration for loss of cooling, and will use recorded telemetry of these events to describe system response to EVA crew and ground actions. It will discuss the innovative design for redundancy of the integrated truss structure's cooling systems which allowed for this leak to be managed with minimal impact to other ISS operations and electrical services, contrasted against the real unintended operations consequences of utilizing the flexibility of the spacecraft's design in this manner. The paper will discuss how the training of the crew and flight controller personnel has adapted to the changing architecture of the power system and the unpredictable nature of the 2B leak.

Vareha, Anthony↗
NASA NTRS1995

Re-scheduling as a tool for the power management on board a spacecraft

The scheduling of events on board a spacecraft is based on forecast energy levels. The real time values of energy may not coincide with the forecast values; consequently, a dynamic revising to the allocation of power is needed. The re-scheduling is also needed for other reasons on board a spacecraft like the addition of new event which must be scheduled, or a failure of an event due to many different contingencies. This need of rescheduling is very important to the survivability of the spacecraft. In this presentation, a re-scheduling tool will be presented as a part of an overall scheme for the power management on board a spacecraft from the allocation of energy point of view. The overall scheme is based on the optimal use of energy available on board a spacecraft using expert systems combined with linear optimization techniques. The system will be able to schedule maximum number of events utilizing most energy available. The outcome is more events scheduled to share the operation cost of that spacecraft. The system will also be able to re-schedule in case of a contingency with minimal time and minimal disturbance of the original schedule. The end product is a fully integrated planning system capable of producing the right decisions in short time with less human error. The overall system will be presented with the re-scheduling algorithm discussed in detail, then the tests and results will be presented for validations.

Albasheer, Omar↗
NASA NTRS1991

Managing temporal relations in the MAESTRO scheduling system

A set of viewgraphs on managing temporal relations in the MAESTRO scheduling system are given. The viewgraphs present information on such topics as why scheduling is hard, managing temporal relations, constraints on the placement of a single activity, constraints between activities, soft constraints (such as preferences), and contingency handling.

Britt, Daniel L.↗
NASA NTRS1996

STS-77 Space Shuttle Mission Report

The STS-77 Space Shuttle Program Mission Report summarizes the Payload activities as well as the: Orbiter, External Tank (ET), Solid Rocket Booster (SRB), Reusable Solid Rocket Motor (RSRM), and the Space Shuttle Main Engine (SSME) systems performance during the seventy-seventh flight of the Space Shuttle Program, the fifty-second flight since the return-to-flight, and the eleventh flight of the Orbiter Endeavour (OV-105). STS-77 was also the last flight of OV-105 prior to the vehicle being placed in the Orbiter Maintenance Down Period (OMDP). In addition to the Orbiter, the flight vehicle consisted of an ET that was designated ET-78; three SSME's that were designated as serial numbers 2037, 2040, and 2038 in positions 1, 2, and 3, respectively; and two SRB's that were designated BI-080. The RSRM's, designated RSRM-47, were installed in each SRB and the individual RSRM's were designated as 360TO47A for the left SRB, and 360TO47B for the right SRB. The STS-77 Space Shuttle Program Mission Report fulfills the Space Shuttle Program requirement as documented in NSTS 07700, Volume VII, Appendix E. The requirement stated in that document is that each organizational element supporting the Program will report the results of their hardware (and software) evaluation and mission performance plus identify all related in-flight anomalies. The primary objectives of this flight were to successfully perform the operations necessary to fulfill the requirements of Spacehab-4, the SPARTAN 207/inflatable Antenna Experiment (IAE), and the Technology Experiments Advancing Missions in Space (TEAMS) payload. Secondary objectives of this flight were to perform the experiments of the Aquatic Research Facility (ARF), Brilliant Eyes Ten-Kelvin Sorption Cryocooler Experiment (BETSCE), Biological Research in Canisters (BRIC), Get-Away-Special (GAS), and GAS Bridge Assembly (GBA). The STS-77 mission was planned as a 9-day flight plus 1 day, plus 2 contingency days, which were available for weather avoidance or Orbiter contingency operations. The sequence of events for the STS-77 mission is shown in Table 1, and the Space Shuttle Vehicle Management Office Problem Tracking List is shown in Table 11. The Government Fumished Equipment/Flight Crew Equipment (GFE/FCE) Problem Tracking List is shown in Table II. Appendix A lists the sources of data, both formal and informal, that were used to prepare this report. Appendix B provides the definition of acronyms and abbreviations used throughout the report. All times during the flight are given in Greenwich mean time (G.m.t.) and mission elapsed time (MET). The six-person crew for STS-77 consisted of John H. Casper, Col., U. S. Air Force, Commander; Curtis L. Brown, Jr., Lt. Col., U. S. Air Force, Pilot; Andrew S. W. Thomas, Civilian, Ph.D., Mission Specialist 1; Daniel W. Bursch, CDR., U. S. Navy, Mission Specialist 2; Mario Runco, Jr., Civilian, Mission Specialist 3; and Marc Gameau, Civilian, PhD, Mission Specialist 4.

Fricke, Robert W., Jr.↗
NASA NTRS1996

STS-78 Space Shuttle Mission Report

The STS-78 Space Shuttle Program Mission Report summarizes the Payload activities as well as the Orbiter, External Tank (ET), Solid Rocket Booster (SRB), Reusable Solid Rocket Motor (RSRM), and the Space Shuttle main engine (SSME) systems performance during the seventy-eighth flight of the Space Shuttle Program, the fifty-third flight since the return-to-flight, and the twentieth flight of the Orbiter Columbia (OV-102). In addition to the Orbiter, the flight vehicle consisted of an ET that was designated ET-79; three SSME's that were designated as serial numbers 2041, 2039, and 2036 in positions 1, 2, and 3, respectively; and two SRB's that were designated BI-081. The RSRM's, designated RSRM-55, were installed in each SRB and the individual RSRM's were designated as 360L055A for the left SRB, and 360L055B for the right SRB. The STS-78 Space Shuttle Program Mission Report fulfills the Space Shuttle Program requirement as documented in NSTS 07700, Volume 7, Appendix E. The requirement stated in that document is that each organizational element supporting the Program will report the results of their hardware (and software) evaluation and mission performance plus identify all related in-flight anomalies. The primary objective of this flight was to successfully perform the planned operations of the Life and Microgravity Spacelab experiments. The secondary objectives of this flight were to complete the operations of the Orbital Acceleration Research Experiment (OARE), Biological Research in Canister Unit-Block II (BRIC), and the Shuttle Amateur Radio Experiment II-Configuration C (SAREX-II). The STS-78 mission was planned as a 16-day, plus one day flight plus two contingency days, which were available for weather avoidance or Orbiter contingency operations. The sequence of events for the STS-78 mission is shown in Table 1, and the Space Shuttle Vehicle Management Office Problem Tracking List is shown in Table 2. The Government Furnished Equipment/Flight Crew Equipment (GFE/FCE) Problem Tracking List is shown in Table 3. The Marshall Space Flight Center (MSFC) Problem Tracking List is shown in Table 4. Appendix A lists the sources of data, both formal and informal, that were used to prepare this report. Appendix B provides the definition of acronyms and abbreviations used throughout the report. All times during the flight are given in Greenwich mean time (G.m.t.) and mission elapsed time (MET).

Fricke, Robert W., Jr.↗
NASA NTRS2005

Risk Management for Human Support Technology Development

NASA requires continuous risk management for all programs and projects. The risk management process identifies risks, analyzes their impact, prioritizes them, develops and carries out plans to mitigate or accept them, tracks risks and mitigation plans, and communicates and documents risk information. Project risk management is driven by the project goal and is performed by the entire team. Risk management begins early in the formulation phase with initial risk identification and development of a risk management plan and continues throughout the project life cycle. This paper describes the risk management approach that is suggested for use in NASA's Human Support Technology Development. The first step in risk management is to identify the detailed technical and programmatic risks specific to a project. Each individual risk should be described in detail. The identified risks are summarized in a complete risk list. Risk analysis provides estimates of the likelihood and the qualitative impact of a risk. The likelihood and impact of the risk are used to define its priority location in the risk matrix. The approaches for responding to risk are either to mitigate it by eliminating or reducing the effect or likelihood of a risk, to accept it with a documented rationale and contingency plan, or to research or monitor the risk, The Human Support Technology Development program includes many projects with independently achievable goals. Each project must do independent risk management, considering all its risks together and trading them against performance, budget, and schedule. Since the program can succeed even if some projects fail, the program risk has a complex dependence on the individual project risks.

jones, Harry↗
DOE OSTI2026

Generative AI for Grid Operations [Slides]

In the last few years, the development and use of generative artificial intelligence (AI) and large-language models (LLMs) have changed the landscape of how AI and machine learning (ML) are being used in power systems. LLMs are built on foundational models based on large data sets that can be trained to provide information rapidly and through simple natural language prompts. Generative AI can then perform human-like tasks using ML models to identify and mimic pattens in the data sets. This presentation explores how generative AI can enhance grid operations by improving forecasts, enabling rapid contingency analyses, and offering real-time operational suggestions. By providing grid operators with valuable insights, generative AI will empower them to manage power systems more effectively.

24 POWER TRANSMISSION AND DISTRIBUTION↗