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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
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.↗
NASA NTRS2013

Explanation of Change (EoC) Study: Considerations and Implementation Challenges

This paper discusses the implementation of considerations resulting from a study investigating the cost change experienced by historical NASA science missions. The study investigated historical milestone and monthly status report documentation followed by interviews with key project personnel. The reasons for cost change were binned as being external to NASA, external to the project and internal to the project relative to the project's planning and execution. Based on the results of the binning process and the synthesis of project meetings and interviews, ten considerations were made with the objective to decrease the potential for cost change in future missions. Although no one magic bullet consideration was discovered, the considerations taken as a whole should help reduce cost and schedule change in future NASA missions.

Bitten, Robert E.↗
NASA NTRS1971

System Definition Phase and Acquisition Phase Project Plan for Small Astronomy Satellite SAS-D

This Project Plan for the Small Astronomy Satellite (SAS-D) is Goddard Space Flight Center's plan for accomplishing the project. It is issued in compliance with NASA Handbook NHB 7121.2 and NMI 7120.1, dated May 4, 1970, Subject: Approval and Implementation of Office of Space Science and Applications (OSSA) Research and Development (R&D) Projects. The Project Plan, as approved by GSFC executive management and NASA Headquarters, is the project manager's charter and defines his specific plan of action. System definition phase activities of the SAS-D Project will be a continuation of the analytical work that established the overall feasibility of the project. The system concept derived from that analytical work is defined in the Phase A (Mission Definition Phase) technical report. System definition phase activities will include detailed engineering analysis and preliminary breadboarding necessary to establish a single project approach from the feasible approaches. This document will be revised at the end of the system definition phase to provide greater detail on acquisition phase planning and to specify a specific system design.

Donald A Krueger↗
NASA NTRS2012

Changing the Project Execution Culture at NASA Dryden

Dryden has embarked on implementing Critical Chain Project Management (CCPM) philosophies and tools to reduce workforce stress and increase the centers work throughput. This effort has been under way for over one year and represents a fundamental state change in how various projects are planned and executed at the center. The implementation of CCPM philosophies and the required cultural changes represent the most difficult aspects of the implementation.

Horn, Thomas J.↗
NASA NTRS2010

Getting to First Flight: Equipping Space Engineers to Break the Start-Stop-Restart Cycle

The National Aeronautics and Space Administration s (NASA s) history is built on a foundation of can-do strength, while pointing to the Saturn/Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential that lies ahead. The chronicle of America s civil space agenda is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered engineering feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth s orbit. Two pressing issues - workforce transition and mission success - are intertwined. As this paper will address, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This paper also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗
NASA NTRS2011

Breaking the Vicious Start-Stop-Restart Cycle

NASA's history is built on a foundation of can-do strength, while pointing to the Apollo Moon missions in the 1960s and 1970s as its apex a sentiment that often overshadows the potential in store. The chronicle of America s civil space adventure is scattered with programs that got off to good starts with adequate resources and vocal political support but that never made it past a certain milestone review, General Accountability Office report, or Congressional budget appropriation. Over the decades since the fielding of the Space Shuttle in the early 1980s, a start-stop-restart cycle has intervened due to many forces. Despite this impediment, the workforce has delivered feats such as the International Space Station and numerous Shuttle and science missions, which reflect a trend in the early days of the Exploration Age that called for massive infrastructure and matching capital allocations. In the new millennium, the aerospace industry must respond to transforming economic climates, the public will, national agendas, and international possibilities relative to scientific exploration beyond Earth's orbit. Two pressing issues workforce transition and mission success are intertwined. As this briefing will show, U.S. aerospace must confront related workforce development and industrial base issues head on to take space exploration to the next level. This briefing also will formulate specific strategies to equip space engineers to move beyond the seemingly constant start-stop-restart mentality to plan and execute flight projects that actually fly.

Singer, Christopher E.↗
NASA NTRS2013

Explanation of Change (EoC) Study: Approach and Findings

This study investigated thirty historical NASA science missions to explain the cost change experienced. The study included investigation of historical milestone and monthly status report documentation followed by interviews with key project personnel. Based on the information collected, the reasons for cost change were binned, at the highest level, into four separate categories: NASA External, Project External, Internal Planning, and Internal Execution. The results identified that roughly a third of the change is outside of the project's control, a third is due to assumptions made in project planning, and a third is due to the inherent difficulty of building highly complex, one-of-a-kind, cutting edge, Earth and space science missions.

Bitten, Robert E.↗
NASA NTRS2011

Project Management Meets Change Management - A Success Story. Focus Area: Tech Perspectives TI012SN

Utilizing the concepts and terminology from Project Management, the process of planning and executing a Change Management (CM) Infrastructure improvement project is described. The primary audience for this presentation includes both experienced and relatively new CM administrators and their managers. It also includes anyone with an interest in the application of project management knowledge to CM administration. There are several benefits: the complexity of the CM tool technology is more manageable, CM administrators get to use project management knowledge to complete a project (not "firefighting"), improve relations with your customers (that means developers and managers), and get the opportunity to do it again.

Hall, Wayne↗
NASA NTRS2008

The Project Manager Who Saved His Country

George Meade defeated Robert E. Lee, one of the greatest military leaders of all time. How did he do it? By using the skills he had learned as a project manager and outperforming Lee in all aspects of project management. Most project managers are familiar with the Project Management Institute's "Guide to the Project Management Body of Knowledge" (PMBOK), which identifies the skills and knowledge crucial to successful project management. Project managers need to make sure that all the elements of a project work together. They must develop and execute plans and coordinate changes to those plans. A project manager must define the scope of the work, break it into manageable pieces, verify and control what work is being done, and make sure that the work being done is essential to the project. Every project manager knows the challenges of schedule and the value of schedule slack. Project managers must get the resources they need and use them effectively. Project managers get the people they need and use their talents to achieve mission success. Projects generate huge amounts of information. A key to project success is getting sufficient and accurate information to the people who need it when they need it. Project managers must identify and quantify the risks that jeopardize project success and make plans for dealing with them. Studying Meade and Lee's performances at Gettysburg can help modern project managers appreciate, develop, and use the skills they need to be good project managers. The circumstances may be different, but the basic principles are the same. This dramatic event in American history shows how the skills of project management can be used in almost any situation. Former project manager George Meade used those skills to change the tide of the Civil War.

Baniszewski, John↗
NASA NTRS1990

Hubble Space Telescope: Goddard high resolution spectrograph instrument handbook. Version 2.1

The Goddard High Resolution Spectrograph (GHRS) is an ultraviolet spectrometer which has been designed to exploit the imaging and pointing capabilities of the Hubble Space Telescope. It will obtain observations of astronomical sources with greater spectral, spatial and temporal resolution than has been possible with previous space-based instruments. Data from the GHRS will be applicable to many types of scientific investigations, including studies of the interstellar medium, stellar winds, chromospheres and coronae, the byproducts and endproducts of stellar evolution, planetary atmospheres, comets, and many kinds of extragalactic sources. This handbook is intended to introduce the GHRS to potential users. The main purpose is to provide enough information to explore the feasibility of possible research projects and to plan, propose and execute a set of observations. An overview of the instrument performance, which should allow one to evaluate the suitability of the GHRS to specific projects, and a somewhat more detailed description of the GHRS hardware are given. How observing programs will be carried out, the various operating modes of the instrument, and the specific information about the performance of the instrument needed to plan an observation are discussed.

Duncan, Douglas K.↗
NASA NTRS2015

Underestimation of Project Costs

Large projects almost always exceed their budgets. Estimating cost is difficult and estimated costs are usually too low. Three different reasons are suggested: bad luck, overoptimism, and deliberate underestimation. Project management can usually point to project difficulty and complexity, technical uncertainty, stakeholder conflicts, scope changes, unforeseen events, and other not really unpredictable bad luck. Project planning is usually over-optimistic, so the likelihood and impact of bad luck is systematically underestimated. Project plans reflect optimism and hope for success in a supposedly unique new effort rather than rational expectations based on historical data. Past project problems are claimed to be irrelevant because "This time it's different." Some bad luck is inevitable and reasonable optimism is understandable, but deliberate deception must be condemned. In a competitive environment, project planners and advocates often deliberately underestimate costs to help gain project approval and funding. Project benefits, cost savings, and probability of success are exaggerated and key risks ignored. Project advocates have incentives to distort information and conceal difficulties from project approvers. One naively suggested cure is more openness, honesty, and group adherence to shared overall goals. A more realistic alternative is threatening overrun projects with cancellation. Neither approach seems to solve the problem. A better method to avoid the delusions of over-optimism and the deceptions of biased advocacy is to base the project cost estimate on the actual costs of a large group of similar projects. Over optimism and deception can continue beyond the planning phase and into project execution. Hard milestones based on verified tests and demonstrations can provide a reality check.

Cost estimation↗
NASA NTRS2018

The NASA Juncture Flow Test as a Model for Effective CFD/Experimental Collaboration

The NASA Juncture Flow test, whose purpose is CFD validation for wing juncture trailing edge separation and progression, was designed from the outset to be a highly collaborative effort between CFD computationalists and experimentalists. This paper highlights key aspects of the planning and execution of the project, which has recently completed its first phase of wind tunnel testing. The joint CFD/experimental team is described, and its accomplishments to date are summarized.

Rumsey, Christopher L.↗
NASA NTRSDate not supplied

Game Based Learning For Earth Science Applications Training

Current NASA Earth capacity development programs employ mechanisms ranging from online resource sharing, and virtual and in-person trainings to share knowledge. While these programs are highly successful at engaging individuals around the world – in 2018, over 8000 individuals and over 2000 institutions from all 50 US states and over 140 countries were engaged through over 150 projects and trainings – user feedback has highlighted the desire for expanded hands-on, practical experiences in incorporating NASA EO insights with localized data and actions. We aim to address this gap by leveraging the benefits of game-based learning to build user skills in integrating NASA and local EO data to guide decisions for climate resiliency and hazard planning. This project is being executed as a two-phase crowdsourced challenge: 1) Phase 1 will require a well-researched product concept that reflects an understanding of NASA’s Earth data and tools and user needs, and proposes an innovative and interactive game or extended reality experience to train users in identifying relevant NASA data and applying insights to their climate resiliency decisions; 2) Winners of Phase 1 will be provided seed funding to develop a working prototype of the product. We aim to award 1-3 final winners to support the development of more than one game, thereby ensuring that NASA's diverse audiences around the world can access training games that best suit their needs and capabilities. This EO training game project fits in the NASA Earth Science Applied Sciences Program’s Capacity Development Program, contributing to the program mission of “helping people around the world better understand [NASA’s Earth] data and find ways to use them” (https://appliedsciences.nasa.gov/what-we-do/capacity-building). The final training game will complement existing programmatic activities of workforce development, trainings, and collaborative projects, while providing the unique value of providing interactive experiences to users and collecting real-time data and feedback to improve NASA’s Earth applications’ products and services related to climate resilience.

Human centered design↗
NASA NTRS2022

Mars 2020 Perseverance Rover Surface Operations Commissioning Phase Overview

This paper presents work done by the Mars 2020 Project to plan, test, and execute the Mars 2020 Perseverance Rover surface operations commissioning phase. Immediately after the successful landing of Mars 2020 Perseverance rover at Jezero Crater on February 18, 2021, the rover autonomously initiated mission critical commanding necessary to transition the vehicle from a Cruise/EDL to Surface operations configuration. This began the surface operations commissioning phase, referred to as Surface Operations Transition (SOX). The objective of SOX phase is to establish vehicle health and safety and to verify that the operational characteristics of the vehicle, now operating in the Martian environment, are as-expected and safe to proceed into nominal operations. The SOX commissioning phase is organized into six logical sub-phases occurring in the following chronological order; (1) SOX1a, (2) FSW Transition, (3) SOX1b, (4) SOX2a, (5) Heli, (6) SOX2b. In total, the SOX commissioning phase was expected to take up-to 111 sols (Martian days). The Perseverance rover is an extremely complex, highly-integrated, robotic system-of-systems that requires numerous activities to incrementally and methodically verify their safe operations. This paper will discuss the development process used to plan, test, and execute the SOX commissioning phase for Mars 2020 Perseverance rover surface operations. We will discuss key challenges associated with SOX development as well as actual operations execution experience.

Koch, Justin↗
NASA NTRS2018

Imaging X-Ray Polarimetry Explorer (IXPE) Risk Management

The Imaging X-ray Polarimetry Explorer (IXPE) project is an international collaboration to build and fly a polarization sensitive X-ray observatory. The IXPE Observatory consists of the spacecraft and payload. The payload is composed of three X-ray telescopes, each consisting of a mirror module optical assembly and a polarization-sensitive X-ray detector assembly; a deployable boom maintains the focal length between the optical assemblies and the detectors. The goal of the IXPE Mission is to provide new information about the origins of cosmic X-rays and their interactions with matter and gravity as they travel through space. IXPE will do this by exploiting its unique capability to measure the polarization of X-rays emitted by cosmic sources. The collaboration for IXPE involves national and international partners during design, fabrication, assembly, integration, test, and operations. The full collaboration includes NASA Marshall Space Flight Center (MSFC), Ball Aerospace, the Italian Space Agency (ASI), the Italian Institute of Astrophysics and Space Planetology (IAPS)/Italian National Institute of Astrophysics (INAF), the Italian National Institute for Nuclear Physics (INFN), the University of Colorado (CU) Laboratory for Atmospheric and Space Physics (LASP), Stanford University, McGill University, and the Massachusetts Institute of Technology. The goal of this paper is to discuss risk management as it applies to the IXPE project. The full IXPE Team participates in risk management providing both unique challenges and advantages for project risk management. Risk management is being employed in all phases of the IXPE Project, but is particularly important during planning and initial execution-the current phase of the IXPE Project. The discussion will address IXPE risk strategies and responsibilities, along with the IXPE management process which includes risk identification, risk assessment, risk response, and risk monitoring, control, and reporting.

IXPE↗
NASA NTRS1985

Management of large-scale technology

Two major themes are addressed in this assessment of the management of large-scale NASA programs: (1) how a high technology agency was a decade marked by a rapid expansion of funds and manpower in the first half and almost as rapid contraction in the second; and (2) how NASA combined central planning and control with decentralized project execution.

Levine, A.↗