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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 19 records
All sourcesNASA NTRSDOE OSTI
DOE OSTI2018

Preliminary Project Execution Plan for the TREAT LEU Fuel Conversion Project

This project execution plan for the Transient Reactor Test (TREAT) facility Low Enriched Uranium (LEU) Fuel Conversion Project informs the reader of a high-level path forward for conversion of TREAT facilities at Idaho National Laboratory and provides guidance for INL personnel regarding the TREAT LEU Fuel Conversion Project. This project is part of the National Nuclear Security Administration’s Global Threat Reduction Initiative Reactor Conversion Program.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2021

G3P3 Phase 3 Project Execution Plan. Issue 1

The National Solar Thermal Test Facility (NSTTF) at Sandia National Laboratories New Mexico (SNL/NM) developed this Project Execution Plan (PEP) to document its process for executing, monitoring, controlling and closing-out Phase 3 of the Gen 3 Particle Pilot Plant G3P3. This plan serves as a resource for stakeholders who wish to be knowledgeable of project objectives and how they will be accomplished. The plan is intended to be used by the development partners, principal investigator, and the federal project director. Project objectives are derived from the mission needs statement, and an integrated project team assists in development of the PEP. This plan is a living document and will be updated throughout the project to describe current and future processes and procedures. The scope of the PEP covers: Cost, schedule, and scope Project reporting Staffing plan Quality assurance plan Environment, safety, security, and health This document is a tailored approach for the Facilities Management and Operations Center (FMOC) to meet the project management principles of DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets , and DOE G 413.3-15, DOE Guide for Project Execution Plans. This document will elaborate on content as knowledge of the project is gained or refined.

14 SOLAR ENERGY↗
DOE OSTI2017

The Port Hope Area Initiative's Port Granby Project: From Planning to Execution - 17451

The Port Hope Area Initiative's Port Granby Project involves the construction of a new, secure long-term waste management facility (LTWMF) and supporting infrastructure, and the excavation and relocation of some 450,000 m{sup 3} of LLRW and marginally contaminated soil from the former Port Granby Waste Management Facility (PGWMF) to the newly constructed LTWMF. Presented is an overview of the Port Granby Project and a description of the planning needed to execute the project successfully. A comprehensive suite of approximately 40 pre-construction submittals were developed and submitted for review and approval by Canadian Nuclear Laboratories (CNL), the project authority. Importantly, comprehensive training programs were developed and implemented to ensure all project staff fully understood the scope of the planning documents (covering such things as Quality Control, Environmental Monitoring, Radiation Protection, Dust Management, Noise, Radiation Protection etc.) and possess the appropriate competencies for completing the work to which they have been assigned. The effective planning that has been invested in the Port Granby project, from initial design to project planning and implementation, has allowed this complex project to proceed with minimal difficulty. (authors)

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DOE OSTI2017

Further Development of an Execution Strategy Analysis (ESA) Capability and Tool for the Management of Spent Nuclear Fuel (SNF) - 17146

An Execution Strategy Analysis (ESA) capability and tool are being developed to evaluate alternative execution strategies for the potential future deployment of a consolidated Interim Storage Facility as part of an integrated waste management system. Application of the ESA approach not only leverages but also goes beyond traditional project analysis tools. The ESA tool allows for ongoing performance assessment of the evolving project execution plans that take into account significant assumptions, risks, and uncertainties throughout the project lifecycle. Development and application of the ESA capability and tool continued in 2016, primarily focusing on enhancing its flexibility to model a range of scenarios regarding how an integrated system for managing spent nuclear fuel and high-level radioactive waste could be deployed. (authors)

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DOE OSTI2016

Development of an Execution Strategy Analysis (ESA) Capability and Tool for the Management of Spent Nuclear Fuel (SNF) - 16575

An Execution Strategy Analysis (ESA) capability and tool are being developed to evaluate alternative execution strategies for future deployment of a consolidated Interim Storage Facility using a consent-based siting process per the Administration's Strategy for the Management and Disposal of Used Nuclear Fuel and High-Level Radioactive Waste (Strategy). Application of an ESA approach not only leverages but also goes beyond traditional project analysis tools. The ESA tool allows for ongoing performance assessment of the evolving project execution plan that takes into account significant assumptions, risks, and uncertainties throughout the project lifecycle. The ESA process and tool will be used to support the development of plans, budgets, and alternative execution/implementation strategies for meeting the goals of the Strategy. This paper describes the development of the ESA capability and tool and identifies the value of applying such a capability in implementing a long-term strategy for managing spent nuclear fuel and high-level radioactive waste. (authors)

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NASA NTRS1979

Distribution automation and control support; Analysis and interpretation of DAC working group results for use in project planning

The Executive Summary and Proceedings of the Working Group Meeting was analyzed to identify specific projects appropriate for Distribution Automation and Control DAC RD&D. Specific projects that should be undertaken in the DAC RD&D program were recommended. The projects are presented under broad categories of work selected based on ESC's interpretation of the results of the Working Group Meeting. Some of the projects are noted as utility industry projects. The ESC recommendations regarding program management are presented. Utility versus Government management responsibilities are noted.

Klock, P.↗
NASA NTRS2019

Overview of the PLEXIL Plan Execution Technology and its Applications in Autonomous Piloting Projects at NASA

Automated planning is a key Artificial Intelligence technology enabling Unmanned Aerial Systems (UAS) and the eminent reality of Urban Air Mobility (UAM). It produces plans, which formalize procedures often performed by humans. Plans differ from other kinds of computer programs in their ability to react and interact with a dynamically changing environment. Aviation plans must encode the procedural knowledge, reasoning capability, and capacity for multi-tasking held by competent human pilots. Correct execution of these plans (performed by software called an executive) in the dynamic airspace environment is vital to the success of each automated flight, and the safety of the vehicle and all things in its path. In the early 2000s NASA developed a plan representation language and executive called PLEXIL (Plan Execution Interchange Language) that has successfully been applied in several NASA aviation and UAS projects. Autonomy Operating System (AOS), Cockpit Hierarchical Automated Planning and Execution (CHAP-E), and ICAROUS are all projects that have used PLEXIL to help encode and automatically execute flight procedures, some normally performed by human pilots. AOS also automates a subset of pilot/Air Traffic Control communication towards enabling UAS entry into the National Airspace. PLEXIL has been open-source software since 2008 and has seen usage in a wide range of prototypical autonomy applications in academia, government, and industry. In this presentation, we describe PLEXIL and highlight its significant accomplishments in the aviation domain.

Dalal, Michael↗
NASA NTRS2012

Real-Time Projection to Verify Plan Success During Execution

The Mission Data System provides a framework for modeling complex systems in terms of system behaviors and goals that express intent. Complex activity plans can be represented as goal networks that express the coordination of goals on different state variables of the system. Real-time projection extends the ability of this system to verify plan achievability (all goals can be satisfied over the entire plan) into the execution domain so that the system is able to continuously re-verify a plan as it is executed, and as the states of the system change in response to goals and the environment. Previous versions were able to detect and respond to goal violations when they actually occur during execution. This new capability enables the prediction of future goal failures; specifically, goals that were previously found to be achievable but are no longer achievable due to unanticipated faults or environmental conditions. Early detection of such situations enables operators or an autonomous fault response capability to deal with the problem at a point that maximizes the available options. For example, this system has been applied to the problem of managing battery energy on a lunar rover as it is used to explore the Moon. Astronauts drive the rover to waypoints and conduct science observations according to a plan that is scheduled and verified to be achievable with the energy resources available. As the astronauts execute this plan, the system uses this new capability to continuously re-verify the plan as energy is consumed to ensure that the battery will never be depleted below safe levels across the entire plan.

Wagner, David A.↗
DOE OSTI2018

Making Progress toward Net Zero Sites in the Army Reserve through Analysis of Multiple Scenarios

The U.S. Army Reserve (USAR) prioritized achieving net zero as part of its Sustainability Program in 2013, and developed a pilot that investigated net zero energy, water, and waste at 10 sites. Pilot sites were selected based on mission requirements for energy and water resilience and the likelihood of achieving the technical and economic thresholds for net zero. USAR owns and operates hundreds of sites that typically consist of between 2 and 10 buildings. The pilot sites were intentionally dispersed across the U.S. and its territories to provide a range of geographic characteristics where the net zero potential could be analyzed and solutions could be developed. For the Army, changes to operations must support the mission and enhance readiness, which includes increasing efficiency and resiliency. To facilitate alignment of project prioritization with different goals and site-specific needs, a net zero roadmap outlined three scenarios for project implementation: (1) cost-effective measures, (2) net zero measures, and (3) recommended measures. Each scenario included the same measures for some sites, while others had three different outcomes. USAR has used these roadmaps to plan and execute projects and move toward net zero at multiple sites since 2014, with the primary focus on the cost-effective and recommended scenarios. As conditions and costs change, additional measures required to achieve net zero are considered. This paper describes the methodology deployed for analyzing net zero for the USAR and discusses the benefits of working toward net zero under three distinct scenarios.

Net Zero↗
DOE OSTI2024

Risk-based System Upgrade Planning for AOT-IC Presentation [Slides]

The number of deployed systems and different HW/SW form factors makes it difficult to maintain a complete understanding of their health which leads to a reduced level of certainty when assessing risk and trying to prioritize system upgrade efforts. AOT-IC must constantly plan and execute system upgrade and replacement projects to ensure the longevity of the control system. There are many more projects needed than the group can realistically accomplish given schedule and resource constraints. The group must prioritize their upgrade projects to choose only the highest priority projects to execute each year. Currently plans upgrade and replacement projects based on alignment with mission needs, group vision, resource availability, and qualitative risk assessments based on SME estimates. The group maintains a risk register. This is useful as a tool for shaping strategic planning but currently lacks the quantitative data and process needed to generate accurate risk assessments.

43 PARTICLE ACCELERATORS↗
DOE OSTI2019

Advanced Reactor Technologies Advanced Reactor Technologies Program Management Plan

The Advanced Reactor Technologies (ART) program grew out of earlier Department of Energy efforts to promote next-generation, small modular, and other advanced reactor concepts. It is now sponsored by Office of Advanced Reactor Deployment, NE-52. Because of its peculiar genesis, the program resides at multiple national laboratories and brings in researchers from subcontracting entities and universities. This creates a need for Idaho National Laboratory’s (INL’s) ART to authorize and define work through memorandum purchase orders, inter-entity work orders, and subcontracts. ART manages research and development (R&D) for the Gas-Cooled Reactors (GCRs) Campaign and other advanced-reactor technologies and ensures that Nuclear Regulatory Commission (requirements and stakeholder needs are factored into the R&D activities. The GCR Campaign supports the Next Generation Nuclear Plant High Temperature Reactor as outlined in the Energy Policy Act of 20051 by

42 ENGINEERING↗
DOE OSTI2020

Latest Developments in PM Systems and Methods and their Application to WM Projects - 20364

How do you improve on an industry that is well established yet often misses the mark on key metrics demonstrating effective planning and execution of project scope, schedule and budget? With the increased complexity of DOE projects relative to either poorly kept records of what wastes are stored or the lack of specific knowledge relative to the waste concentrations/quantities, this is a question continually asked and investigated by many. In fact, in 2017, the GAO's report to Congress indicated that although the DOE has made some progress on its monitoring effectiveness and demonstrating progress criteria, these goals were not met and there needs to be more improvement and monitoring. This paper will offer some insights into the latest developments in project management methodologies and the possible application of these to waste management projects. Traditional data generated via a project schedule that utilizes critical path methodology (CPM) and additional earned value management (EVM) data needs to be accurate and enable the project manager to better understand the probability of project success. Although this data has readily been available on most large-scale projects, success as measured by various stakeholder groups including the client, project team, regulators, etc. is less than optimal. Therefore, an urgent need exists to explore how traditional project data (CPM and EVM) coupled with new methodologies allows for better planning and execution by the project team. Many new approaches/methodologies can even be used to predict the success of options prior to full implementation on the actual project. Three approaches/methodologies will be discussed: - Artificial Intelligence; - Change Management; - Blend of Traditional Management (Gantt chart) and Agile Methodologies. As market forces change, so will the direction of project management. The days of 'one size fits all' are no longer valid. A combination of predictive and adaptive approaches in the management of projects is essential to enable execution of project deliverables on time, under budget, and within the contractual scope. This paper is intended to provide the reader with insight to the close relationship of project management trends and business management trends, and to provoke critical thinking about what it means to align project management strategy with an environment of non-stop innovation. (authors)

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DOE OSTI2022

Plan for Scaling Up Hydrogen Production with Nuclear Power Plants

The United States (U.S.) Department of Energy’s (DOE’s) Light Water Reactor Sustainability (LWRS) Program Flexible Plant Operations and Generation (FPOG) Pathway is developing options to help U.S. nuclear power plants (NPPs) better integrate with intermittent wind and solar capacity and the recent surge of natural gas power generation. Research is focusing on improving NPP flexibility through hybrid production of electricity and other products, such as hydrogen (H 2 ) and energy storage for the purpose of shifting power production to a later time. In the case of H 2 production, the clean electrical and thermal power from an NPP can be used to split water using electrolysis. This report outlines the opportunity for NPPs to participate in a first-of-akind (FOAK) commercial nuclear H 2 project intended to bring industry partners together to create regional clean H 2 hubs. The Bipartisan Infrastructure Law (BIL) will fund at least one hub up to $1.25 billion as federal cost share totally no less than 50% to execute a nuclear H 2 project. The report discusses the set of activities that are now underway or that are planned for completion by the FPOG Pathway to reduce the economic, technical, regulatory, and safety risks of these projects. DOE cross-program activities are being coordinated to ensure success in the timeframe allowed by the BIL. Figure ES-1 shows the approximate schedule of coordinated research and development (R&D) and pilot demonstration projects leading up to the first commercial nuclear H 2 production project. Execution of this plan requires DOE and industry collaboration. DOE research accomplishments are being provided to the electric utilities or industries looking to participate in the H 2 hub proposal and project execution process.

08 HYDROGEN↗
DOE OSTI2022

Site 300 Small Firearms Training Facility Project Soil Sampling and Analysis Plan

Lawrence Livermore National Laboratory's (LLNL) Project Management Office (PMO) is planning to execute a construction project at the Small Firearms Training Facility within LLNL's Experimental Test Site, Site 300 (S300). The proposed project will include extensive dirt work from a removal of a berm, the installation of a cinder block wall, and the replacement of a canopy and a fence with an access gate. This Sampling and Analysis Plan (SAP) outlines the procedures to collect environmental samples for the management and/or disposition of excess soil generated from the project site and geotechnical samples for building pad and pavement designs. This SAP has been prepared and is organized to be consistent with LLNL's Soil Screening and Management Plan (SSMP) (LLNL, 2021), as well as the U.S. Environmental Protection Agency's (EPA) Data Quality Objectives (DQO) programs (EPA, 2006).

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2019

Cameco Corporation's Approach to Legacy and Ongoing Waste Management Within the Fuel Services Division - 19124

Since 2011, a Fuel Services Division (FSD) employee has been dedicated to oversee divisional waste management with the goal of accelerating the recycle/disposal of accumulated legacy radioactive wastes stored at its Ontario operations in Blind River and Port Hope. The Blind River Refinery (BRR) and Port Hope Conversion Facility (PHCF) were previously owned by the federal Crown Corporation, Eldorado Nuclear, becoming part of Cameco in 1988 and Cameco Fuel Manufacturing (CFM), previously known as Zircatec Precision Industries, becoming part of Cameco in 2006. Accumulated legacy radioactive waste is stored at each of the facilities. This radioactive waste has accumulated from operations beginning in the 1930's in Port Hope and the 1980's in Blind River. Due to minimal commercially available outlets for the disposal and/or treatment of these wastes, the waste was managed onsite by storage in underutilized space in buildings, trailers and/or in the secured yard. This relatively low-cost practice meant that over decades, the inventory increased at an unsustainable rate until available space became a limiting factor. During this time, the labelling, inventory records, characterization details and other history of many of the waste materials was not maintained adequately. Due to the volume of waste that had accumulated, campaigns to address these deficiencies in information were not considered feasible, sustaining the issue of accumulation of low-level radioactive waste. Since 2011, FSD has completed annual campaigns to address the accumulated legacy waste, which has included processing of material for decontamination to meet the unrestricted release criteria under the Canadian Nuclear Substance and Radiation Devices Regulations (NSRDR), disposal of marginally contaminated wastes (<500 ppm uranium) at a permitted landfill in the United States, processing of contaminated materials to reduce the volume of low-level radioactive waste and disposal at a designated facility in Port Hope. In addition FSD has undertaken significant changes to radioactive waste management practices at each of the facilities. Multiple characterization techniques, including visual observation, review of process and other historical records, laboratory analysis and radiation scanning have been utilized in campaign planning to identify the scope and appropriate waste management technique(s) to reduce the inventory of stored material. This divisional waste management program has resulted in a significant change to how radioactive waste is generated, inventoried, characterized and managed within FSD and has increased the visibility within the leadership team of the opportunities and challenges of waste management, such as alignment with decommissioning planning, project planning and budgeting. The heightened awareness has led to better financial and physical resource planning to execute waste projects with a current projected elimination of the legacy waste within FSD by 2025. (authors)

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DOE OSTI2020

Lessons Learned from Demolition of Hanford's Plutonium Finishing Plant - 20507

U.S. Department of Energy (DOE) contractor CH2M Hill Plateau Remediation Company (CHPRC), a Jacobs owned company, is making significant progress demolishing the Plutonium Finishing Plant (PFP), which has long been known as one of the most hazardous buildings in the DOE Environmental Management Complex (DOE Complex). The facility is located on the Hanford Site and produced plutonium metal during the Cold War. Production was stopped in 1989, the facility was formally shut down in 1996, and material processing was completed in 2004. After approximately 25 years of demolition preparations, open-air demolition of the main portions of the Hazard Category II nuclear facility began in November 2016. To prepare the PFP for demolition, CHPRC employees performed some of the most hazardous work across the DOE Complex. In addition to extensive demolition preparations, including a wide-reaching communication strategy across the Hanford Site, CHPRC implemented robust controls and monitoring during demolition, and when necessary, adjusted demolition practices and sequence to maintain employee safety and project efficiency. Demolition of the main PFP building began in November 2016. The technical complexity, high hazards and radiological concerns have all led to a difficult demolition environment. Following a spread of contamination at the project site beyond the radiological boundaries in December 2017, work was halted and a recovery plan was generated to allow the demolition work to continue. After the implementation of additional controls and concurrence from regulatory agencies and DOE, the demolition was ready to resume work and reinitiated in August 2018. There are a number of lessons learned from the demolition activities and recovery plan process. This paper allows CHPRC and DoE's Richland Operations Office (RL) to share lessons learned and progress to date with other challenging and hazardous projects across the DOE Complex. Understanding the risk acceptance level is critical to execution of any open-air demolition project and is unique to each facility. Four key lessons learned from this project include: 1) plan execution issues, 2) stakeholder communication issues, 3) watching for summit fever and 4) minimizing exposed contaminated surfaces during demolition. (authors)

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