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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 NTRS2004

Collaborative Product Development in an R&D Environment

Research and development (R&D) organizations are being required to be relevant, to be more application-oriented, and to be partners in the strategic management of the business while meeting the same challenges as the rest of the organization, namely: (1) reduced time to market; (2) reduced cost; (3) improved quality; (4) increased reliability; and (5) increased focus on customer needs. Recent advances in computer technology and the Internet have created a new paradigm of collaborative engineering or collaborative product development (CPD), from which new types of relationships among researchers and their partners have emerged. Research into the applicability and benefits of CPD in a low/no production, R&D, and/or government environment is limited. In addition, the supply chain management (SCM) aspects of these relationships have not been studied. This paper presents research conducted at the NASA Glenn Research Center (GRC) investigating the applicability of CPD and SCM in an R&D organization. The study concentrates on the management and implementation of space research activities at GRC. Results indicate that although the organization is engaged in collaborative relationships that incorporate aspects of SCM, a number of areas, such as development of trust and information sharing merit special attention.

Davis, Jose M.↗
NASA NTRS1990

[NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 1:] The value of Scientific and Technical Information (STI), its relationship to Research and Development (R&D), and its use by US aerospace engineers and scientists

The relationship between scientific and technical information (STI), its use by aerospace engineers and scientists, and the aerospace R&D process is examined. Data are presented from studies of the role of STI in the performance and management of R&D activities and the behavior of engineers when using and seeking information. Consideration is given to the information sources used to solve technical problems, the production and use of technical communications, and the use of libraries, technical information centers, and on-line data bases.

Pinelli, Thomas E.↗
NASA NTRS1991

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 12: The diffusion of federally funded aerospace Research and Development (R&D) and the information seeking behavior of US aerospace engineers and scientists

The present exploration of the diffusion of federally-funded R&D via the information-seeking behavior of scientists and engineers proceeds under three assumptions: (1) that knowledge transfer and utilization is as important as knowledge production; (2) that the diffusion of knowledge obtained through federally-funded R&D is necessary for the maintenance of U.S. preeminence in the aerospace field; and (3) that federally-funded NASA and DoD technical reports play an important, albeit as-yet undefined, role in aerospace R&D diffusion. A conceptual model is presented for the process of knowledge diffusion that stresses the role of U.S. government-funded technical reports.

Pinelli, Thomas E.↗
NASA NTRS2014

MDO and Cross-Disciplinary Practice in R&D: A Portrait of Principles and Current Practice

For several decades, Multidisciplinary Design Optimization (MDO) has served an important role in aerospace engineering by incorporating physics based disciplinary models into integrated system or sub-system models for use in research, development, (R&D) and design. This paper examines MDO's role in facilitating the integration of the researchers from different single disciplines during R&D and early design of large-scale complex engineered systems (LaCES) such as aerospace systems. The findings in this paper are summarized from a larger study on interdisciplinary practices and perspectives that included considerable empirical data from surveys, interviews, and ethnography. The synthesized findings were derived by integrating the data with theories from organization science and engineering. The over-arching finding is that issues related to cognition, organization, and social interrelations mostly dominate interactions across disciplines. Engineering issues, such as the integration of hardware or physics-based models, are not as significant. Correspondingly, the data showed that MDO is not the primary integrator of researchers working across disciplines during R&D and early design of LaCES. Cognitive focus such as analysis versus design, organizational challenges such as incentives, and social opportunities such as personal networks often drove the human interactive practices among researchers from different disciplines. Facilitation of the inherent confusion, argument, and learning in crossdisciplinary research was identified as one of several needed elements of enabling successful research across disciplines.

Rivas McGowan, Anna-Maria↗
NASA NTRS2015

Center Planning and Development Student Engineer at KSC

This summer I was the Student Trainee (Engineering) Pathways Intern (co-op) at the Kennedy Space Center (KSC) in the Center Planning & Development (CPD) Directorate. CPD works with commercial companies who are interested in using KSC's unique capabilities for spaceflight, spacecraft processing, ground systems and Research & Development (R&D) projects that fall in line with NASA's Mission and Vision. CPD is divided into three (3) groups: (1) AD-A, which works on the Master Planning for the center, (2) AD-B (where I am), which works on project control, management and integration, and (3) AD-C, which works on partnership development. CPD's main goal is to make KSC the world's preeminent multi-user spaceport and maintain the center as a leader in space exploration. CPD is a very diverse group of employees having a wide knowledge of not only the Space Shuttle, but also Expendable Launch Vehicles (ELV). The director of CPD, Scott Colloredo, is on the advisory board for Commercial Space Operations (CSO) and has a degree from ERAU. I worked on a number of different tasks for AD-B, as well as CPD, that includes, but not limited to: reviewing and reissuing engineering documents, weekly notes for CPD and senior management, engineering familiarizations with facilities at KSC, leading a tour for the Embry-Riddle Aeronautical University Career Services office, and working on actual agreements/proposals that will be used in the partnership process with multiple partners, along with other projects. Most of the work I have done is sensitive information and cannot be disclosed.

Engineer↗
NASA NTRS1989

NASA space communications R and D (Research and Development): Issues, derived benefits, and future directions

Space communication is making immense strides since ECHO was launched in 1962. It was a simple passive reflector of signals that demonstrated the concept. Today, satellites incorporating transponders, sophisticated high-gain antennas, and stabilization systems provide voice, video, and data communications to millions of people nationally and worldwide. Applications of emerging technology, typified by NASA's Advanced Communications Technology Satellite (ACTS) to be launched in 1992, will use newer portions of the frequency spectrum (the Ka-band at 30/20 GHz), along with antennas and signal-processing that could open yet new markets and services. Government programs, directly or indirectly, are responsible for many space communications accomplishments. They are sponsored and funded in part by NASA and the U.S. Department of Defense since the early 1950s. The industry is growing rapidly and is achieving international preeminence under joint private and government sponsorship. Now, however, the U.S. space communications industry - satellite manufacturers and users, launch services providers, and communications services companies - are being forced to adapt to a different environment. International competition is growing, and terrestrial technologies such as fiber optics are claiming markets until recently dominated by satellites. At the same time, advancing technology is opening up opportunities for new applications and new markets in space exploration, for defense, and for commercial applications of several types. Space communications research, development, and applications (RD and A) programs need to adjust to these realities, be better coordinated and more efficient, and be more closely attuned to commercial markets. The programs must take advantage of RD and A results in other agencies - and in other nations.

Source record↗
NASA NTRS2005

Project Selection for NASA's R&D Programs

The purpose of NASA s Research and Development (R&D) programs is to provide advanced human support technologies for the Exploration Systems Mission Directorate (ESMD). The new technologies must be sufficiently attractive and proven to be selectable for future missions. This requires identifying promising candidate technologies and advancing them in technology readiness until they are likely options for flight. The R&D programs must select an array of technology development projects, manage them, and either terminate or continue them, so as to maximize the delivered number of potentially usable advanced human support technologies. This paper proposes an effective project selection methodology to help manage NASA R&D project portfolios.

Jones, Harry↗
NASA NTRS1999

NASA Ames Research Center R and D Services Directorate Biomedical Systems Development

The Ames Research Center R&D Services Directorate teams with NASA, other government agencies and/or industry investigators for the development, design, fabrication, manufacturing and qualification testing of space-flight and ground-based experiment hardware for biomedical and general aerospace applications. In recent years, biomedical research hardware and software has been developed to support space-flight and ground-based experiment needs including the E 132 Biotelemetry system for the Research Animal Holding Facility (RAHF), E 100 Neurolab neuro-vestibular investigation systems, the Autogenic Feedback Systems, and the Standard Interface Glove Box (SIGB) experiment workstation module. Centrifuges, motion simulators, habitat design, environmental control systems, and other unique experiment modules and fixtures have also been developed. A discussion of engineered systems and capabilities will be provided to promote understanding of possibilities for future system designs in biomedical applications. In addition, an overview of existing engineered products will be shown. Examples of hardware and literature that demonstrate the organization's capabilities will be displayed. The Ames Research Center R&D Services Directorate is available to support the development of new hardware and software systems or adaptation of existing systems to meet the needs of academic, commercial/industrial, and government research requirements. The Ames R&D Services Directorate can provide specialized support for: System concept definition and feasibility Mathematical modeling and simulation of system performance Prototype hardware development Hardware and software design Data acquisition systems Graphical user interface development Motion control design Hardware fabrication and high-fidelity machining Composite materials development and application design Electronic/electrical system design and fabrication System performance verification testing and qualification.

Pollitt, J.↗
NASA NTRS1994

Evaluation of very long baseline interferometry atmospheric modeling improvements

We determine the improvement in baseline length precision and accuracy using new atmospheric delay mapping functions and MTT by analyzing the NASA Crustal Dynamics Project research and development (R&D) experiments and the International Radio Interferometric Surveying (IRIS) A experiments. These mapping functions reduce baseline length scatter by about 20% below that using the CfA2.2 dry and Chao wet mapping functions. With the newer mapping functions, average station vertical scatter inferred from observed length precision (given by length repeatabilites) is 11.4 mm for the 1987-1990 monthly R&D series of experiments and 5.6 mm for the 3-week-long extended research and development experiment (ERDE) series. The inferred monthly R&D station vertical scatter is reduced by 2 mm or by 7 mm is a root-sum-square (rss) sense. Length repeatabilities are optimum when observations below a 7-8 deg elevation cutoff are removed from the geodetic solution. Analyses of IRIS-A data from 1984 through 1991 and the monthly R&D experiments both yielded a nonatmospheric unmodeled station vertical error or about 8 mm. In addition, analysis of the IRIS-A exeriments revealed systematic effects in the evolution of some baseline length measurements. The length rate of change has an apparent acceleration, and the length evolution has a quasi-annual signature. We show that the origin of these effects is unlikely to be related to atmospheric modeling errors. Rates of change of the transatlantic Westford-Wettzell and Richmond-Wettzell baseline lengths calculated from 1988 through 1991 agree with the NUVEL-1 plate motion model (Argus and Gordon, 1991) to within 1 mm/yr. Short-term (less than 90 days) variations of IRIS-A baseline length measurements contribute more than 90% of the observed scatter about a best fit line, and this short-term scatter has large variations on an annual time scale.

Macmillan, D. S.↗
NASA NTRS1986

The SIMRAND methodology: Theory and application for the simulation of research and development projects

A research and development (R&D) project often involves a number of decisions that must be made concerning which subset of systems or tasks are to be undertaken to achieve the goal of the R&D project. To help in this decision making, SIMRAND (SIMulation of Research ANd Development Projects) is a methodology for the selection of the optimal subset of systems or tasks to be undertaken on an R&D project. Using alternative networks, the SIMRAND methodology models the alternative subsets of systems or tasks under consideration. Each path through an alternative network represents one way of satisfying the project goals. Equations are developed that relate the system or task variables to the measure of reference. Uncertainty is incorporated by treating the variables of the equations probabilistically as random variables, with cumulative distribution functions assessed by technical experts. Analytical techniques of probability theory are used to reduce the complexity of the alternative networks. Cardinal utility functions over the measure of preference are assessed for the decision makers. A run of the SIMRAND Computer I Program combines, in a Monte Carlo simulation model, the network structure, the equations, the cumulative distribution functions, and the utility functions.

Miles, R. F., Jr.↗
NASA NTRS2005

KSC SBIR/STTR 2004 Program Year Report

The Kennedy Space Center Level III SBIR/STTR management staff is under the Technology Transfer Office within the Spaceport Engineering and Technology Directorate. The SBIR and STTR programs provide an opportunity for small high technology companies and research institutions to participate in Government-sponsored research and development (R&D) programs in key technology areas. The SBIR program was established by Congress in 1982 to provide increased opportunities for small businesses to participate in R&D programs, increase employment, and improve U.S. competitiveness. The program's specific objectives are to stimulate U.S. technological innovation, use small businesses to meet Federal research and development needs, increase private sector commercialization of innovations, and foster and encourage participation by socially disadvantaged businesses. Legislation enacted in December 2000 reauthorized the program and strengthened emphasis on pursuing commercial applications of SBIR projects. An SBIR Phase I contract is the opportunity to establish the feasibility and technical merit of a proposed innovation. Selected competitively, the Phase I contract lasts for 6 months and is funded up to $70,000. SBIR Phase II contracts continue the most promising Phase I projects based on scientific! technical merit, expected value to NASA, company capability, and commercial potential. Phase II contracts are usually for a period of 24 months and may not exceed $600,000. NASA usually selects approximately 40 percent of Phase I projects to continue to the Phase II level. Phase III is the process of furthering the development of a product to make it commercially available. The STTR program awards contracts to small business concerns for cooperative R&D with a nonprofit research institution. Research institutions include nonprofit research organizations, Federal laboratories, or universities. The goal of the program established by Congress is to facilitate the transfer of technology developed by a research institution through the entrepreneurship of a small business. The STIR program is smaller in funding than the SBIR program. While the proposal is submitted by the small business concern, at least 30 percent of the funding and work must originate with the research institution. STTR Phase I projects receive up to $100K for a one-year effort, and a Phase II contract receives up to $600K for two years.

Source record↗
NASA NTRS1994

Overview of the NASA balloon R&D program

The catastrophic balloon failure during the first half of the 1980's identified the need for a comprehensive and continuing balloon research and development (R&D) commitment by NASA. Technical understanding was lacking in many of the disciplines and processes associated with scientific ballooning. A comprehensive balloon R&D plan was developed in 1986 and implemented in 1987. The objectives were to develop the understanding of balloon system performance, limitations, and failure mechanisms. The program consisted of five major technical areas: structures, performance and analysis, materials, chemistry and processing, and quality control. Research activitites have been conducted at NASA/Goddard Space Flight Center (GSFC)-Wallops Flight Facility (WFF), other NASA centers and government facilities, universities, and the balloon manufacturers. Several new and increased capabilities and resources have resulted from this activity. The findings, capabilities, and plan of the balloon R&D program are presented.

Smith, I. Steve, Jr.↗
NASA NTRS1984

Project resources planning and control

This report contains instructional guidelines for the resources planning and control of research and development (R&D) projects managed by NASA's Langley Research Center (LaRC). Although written to serve primarily as a practical guide and reference for those LaRC personnel who perform resources planning, analysis, control, and reporting functions, it should also be meaningful to other NASA personnel who are directly or indirectly involved in or affected by these functions, especially project technical managers whose responsibilities include resources management. Certain sections should help Contractor personnel to better understand what resources information must usually be submitted on LaRC projects and what use is made of such information. The Project Manager of a large R&D project typicaly receives support from an Analyst in the area of resources management. The Analyst provides assistance in four functional areas: Planning, Analysis/Control, Administration, and Reporting. Each of these functions are discussed in detail. Examples of techniques used effectively on LaRC projects have been included where applicable. A considerable amount of information has been included on the use of Performance Measurement (Earned Value) Systems for contract cost control and reporting as little information is currently available on this subject in NASA publications.

Sibbers, C. W.↗
NASA NTRSDate not supplied

Creating Portfolio Management Concepts for Highly Agile and Innovative Government Research Programs Using Design Thinking and Lean Startup Methodologies

Managing a research and development (R&D) portfolio presents numerous challenges, such as prioritizing research areas, remaining agile, strategic workforce planning, and measuring return on investment, impact, and innovation. One government R&D program is charged with producing a high degree of innovative, transformational breakthroughs in aviation technology. A practical, structured methodology for strategically prioritizing emerging aviation R&D in such an environment is lacking. The existing multi-criteria decision aid tools are primarily utilized at an enterprise level, take months to set up and collect data, require large teams of experts, are used on an infrequent basis, and are not conducive to a highly innovative, high-risk portfolio. Prior to audaciously creating a new portfolio prioritization process, the exact challenges with portfolio management for R&D projects were identified using the design thinking and lean start-up methods. A key part of this discovery process was interviewing stakeholders, as well as other managers of organizations charged with producing innovative portfolios. These interviews, as well as additional techniques, were used to develop a deeper understanding of the challenges and, subsequently, lay the foundation for development of an effective portfolio prioritization process. Four potential concepts that represent key findings emerged: carefully selected criteria for portfolio assessment and selection, targeted portfolio turnover rate, dynamic portfolio prioritization framework, and streamlined transition or commercialization of R&D. Acting on any one of the resulting portfolio management concepts will increase the transparency and confidence in portfolio decisions and, ideally, result in a greater degree of transformational breakthroughs in aviation technology.

project portfolio management↗
NASA NTRS1984

Effects of expiration of the Federal energy tax credit on the National Photovoltaics Program

Projected 1986 sales are significantly reduced as a direct result of system price increases following from expiration of the Federal energy tax credits. There would be greatly reduced emphasis on domestic electric utility applications. Indirect effects arising from unrealized economies of scale and reduced private investment in PV research and development (R&D) and in production facilities could have a very large cumulative adverse impact on the U.S. PV industry. The industry forecasts as much as fourfold reduction in 1990 sales if tax credits expire, compared with what sales would be with the credits. Because the National Photovoltaics Program is explicitly structured as a government partnership, large changes in the motivation or funding of either partner can affect Program success profoundly. Reduced industry participation implies that such industry tasks as industrialization and new product development would slow or halt. Those research areas receiving heavy R&D support from private PV manufacturers would be adversely affected.

Smith, J. L.↗
NASA NTRS2004

Collaborative Engineering for Research and Development

Research and development (R&D) organizations are being required to be relevant, to be more application-oriented, and to be partners in the strategic management of the business while meeting the same challenges as the rest of the organization, namely: (1) reduced time to market; (2) reduced cost; (3) improved quality; (4) increased reliability; and (5) increased focus on customer needs. Recent advances in computer technology and the Internet have created a new paradigm of collaborative engineering or collaborative product development (CPD), from which new types of relationships among researchers and their partners have emerged. Research into the applicability and benefits of CPD in a low/no production, R&D, and/or government environment is limited. In addition, the supply chain management (SCM) aspects of these relationships have not been studied. This paper presents research conducted at the NASA Glenn Research Center (GRC) investigating the applicability of CPD and SCM in an R&D organization. The study concentrates on the management and implementation of space research activities at GRC. Results indicate that although the organization is engaged in collaborative relationships that incorporate aspects of SCM, a number of areas, such as development of trust and information sharing merit special attention.

Davis, Jose M.↗