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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)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
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)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
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)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
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)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
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)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
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)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2016

The Little Engine That Could: No Project is too Small for Sustainable Remediation Moab Uranium Mill Tailings Removal Project - 16427

Executive Order 13693, 'Planning for Federal Sustainability in the Next Decade', mandates the reduction of energy use and cost and greenhouse gas emissions, and the search for renewable or alternative energy solutions. DOE EM manages the Moab Uranium Mill Tailings Remedial Action Project in Utah that involves relocating a 16-million-ton uranium mill tailings pile and associated contaminated materials at the former Atlas mill site to a permanent disposal cell constructed near Crescent Junction, Utah, predominantly by rail. Project personnel strive to support the Executive Order in making preparations for the impacts of climate change. Meeting the goals of the Executive Order in light of the remote location and limited resources of the Project sites often requires an innovative approach and perseverance. The Moab Project is a 'Small Site' within EM and has a comparatively short-term completion date. As a result, large-scale sustainability projects, such as retrofits or remodels, do not offer a cost benefit over this period. Instead, less dramatic process changes are achievable. The Project purchases renewable wind energy through the local power provider to reduce Scope 2 (purchased electricity) greenhouse gas emissions. Toward its ambitious goal of achieving zero landfill waste, the Project has diverted over 50 percent of its nonhazardous solid waste from the local landfill through composting and recycling efforts. In particular, electronics must meet various sustainable criteria prior to purchase, and be recycled through donations and certified recyclers, diverting it from the waste stream. The Project has received multiple Green Buy Awards from DOE by reaching leadership goals for purchasing energy-efficient, water-efficient, bio-based, and recycled-content products. In fiscal year 2014, in response to President Obama's June 2014 memorandum, 'Sustainable Practices for Designed Landscapes and Supporting Pollinators on Federal Landscapes', the Project decided to take a proactive approach and work with a local pollinator group, hosting two beehives in a revegetation area on the Moab site. An increase in plant growth and blossoming plants in the revegetation area has been observed and is believed to be related to the added pollinators. The Project has previously seeded disturbed areas mainly with native drought-resistant species to reduce water usage. Storm water collected in sediment basins at the Crescent Junction site is used for dust control and compaction of mill tailings in the disposal cell. The Project worked with the U.S. Army Corps of Engineers and the U.S. Fish and Wildlife Service to gain support for re-contouring a remediated area adjacent to the Colorado River, which borders the Moab site on the east, to allow the area to flood at a lower river stage. This re-contouring promotes more varied vegetation growth and river water that tops the west bank brings soil nutrients to inundated areas of the site. Ponded floodwater has been pumped into revegetation plots for irrigation, reducing freshwater usage. Innovation in sustainable practices comes in many different fashions. The Moab Project demonstrates that no project is too small to implement sustainable practices. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2025

Sustaining the Z Facility (FY24 Progress Report)

Based on planning and reviews conducted in 2020, it is clear today that the Z Facility must be sustained through 2040 or longer. This requires a well-developed and executed maintenance and sustainment effort. Z’s Sustainment Plan outlines the approach that Sandia’s Pulsed Power Sciences Center will pursue to assure that the Z Facility maintains its world class research and development program supporting the NNSA’s Science Based Stockpile Stewardship efforts. In FY24, the Pulsed Power Center at SNL planned and executed many substantial sustainment projects as well as maintenance-driven-sustainment aligned to the Sustainment Plan. These projects are listed in this section with brief descriptions of the work executed.

42 ENGINEERING↗
DOE OSTI2016

SDN Project

The SDN Project completed on time and on budget and successfully accomplished 100% of the scope of work outlined in the original Statement of Project Objective (SOPO). The SDN Project formed an alliance between Ameren Corporation, University of Illinois Urbana- Champaign (UIUC), Pacific Northwest National Laboratories (PNNL), and Schweitzer Engineering Laboratories, Inc. (SEL). The objective of the SDN Project is to address Topic Area of Interest 2: Sustain critical energy delivery functions while responding to a cyber-intrusion under Funding Opportunity Announcement DE-FOA-0000797. The goal of the project is to design and commercially release technology that provides a method to sustain critical energy delivery functions during a cyber intrusion and to do this control system operators need the ability to quickly identify and isolate the affected network areas, and re-route critical information and control flows around. The objective of the SDN Project is to develop a Flow Controller that monitors, configures, and maintains the safe, reliable network traffic flows of all the local area networks (LANs) on a control system in the Energy sector. The SDN team identified the core attributes of a control system and produced an SDN flow controller that has the same core attributes enabling networks to be designed, configured and deployed that maximize the whitelisted, deny-bydefault and purpose built networks. This project researched, developed and commercially released technology that: Enables all field networks be to configured and monitored as if they are a single asset to be protected; Enables greatly improved and even precalculated response actions to reliability and cyber events; Supports pre-configured localized response actions tailored to provide resilience against failures and centralized response to cyber-attacks that improve network reliability and availability; Architecturally enables the right subject matter experts, who are usually the information technology and operational technology engineers, to be the ones centrally administering the technology and responding to events; Simplifies network configuration, improving deterministic Ethernet transport times, and providing instant visualization on where the communication circuits are and how all circuits are impacted when changes (e.g., configuration changes, failures or intrusions) happen, allowing operators to minimize downtime; and Improves the ability to identify deviations in network behavior resulting in detection and analysis of potential cyber intrusions and faster response times Results: This project has forever changed the way critical infrastructure networks are designed, secured, deployed and maintained. The cybersecurity and performance advantages achieved are significant, simply put traditional networking has been obsoleted while the team maintained Ethernet interoperability avoiding any legacy concerns. The team commercially released technology that accomplished all the cybersecurity goals outlined in the SOPO and completed it by executing the project management plan approved in the initial contract. The resulting Energy sector SDN flow controller model number is SEL-5056 and can be freely downloaded from the www.SELinc.com website. This technology not only improves the cybersecurity of control systems but has measured results that it improves the performance and reliability of the control system as well. This means the system owners can confidently apply it to their systems knowing that it will, “first do no harm” but actually improve the system as well. Success of the project is best measured by the sales and deployment of the technology. System owners in industrial, electric, defense, and oil and gas only months after commercial release have approved plans for deployment.

42 ENGINEERING↗