Strategic Development of a Skilled Workforce
Strategic Development of a Skilled Workforce PPT presentation.
99 GENERAL AND MISCELLANEOUS↗
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Material Recovery and Waste Form Development Strategic Plan
The Material Recovery and Waste Form Development Strategic Plan describes the strategy for the MRWFD Campaign in DOE NE-43.
Arm, Stuart T.↗
Alignment of NASA’s Human System Risks with Technological Capability Gaps to Enable Integrated Research and Technology Development Strategic Planning
BACKGROUND: Radiation, reduced gravity, distance from earth, isolation and confinement, and habitation within artificially created and controlled life support environments are hazards that present risk to human space explorers. NASA’s Human System Risk Board (HSRB) maintains a set of twenty-nine different Human System Risks with subject matter experts from across the agency providing regular updates to the estimated likelihood and consequence associated with each risk. The Human Research Program (HRP) has historically used these risk classifications as a primary basis for identifying and prioritizing human research investments aimed at characterizing and/or mitigating the respective human system risks. In many cases, technology development is required to mature and validate risk mitigation strategies, however, NASA’s primary technology development programs have not typically used Human System Risks as a basis for strategic planning. A primary function of the Environmental Control and Life Support Systems (ECLSS) – Crew Health and Performance (CHP) System Capability Leadership Team (SCLT) is to continually identify, review, and update technological capability gaps and to establish and oversee multiyear strategic roadmaps aimed at guiding NASA’s technology development priorities in these areas. These roadmaps are intended to be agency-wide and independent of any program, directorate, or other organization within NASA. DESCRIPTION: The SCLT and HRP collaborated to establish a set of Human System Capability Gaps, which establish a formal linkage between the capability gaps used to prioritize investments across much of NASA, and the Human System Risks that are primarily used to inform and prioritize human research. This set of twenty-eight gaps was developed by subject matter experts, and each gap mapped to the primary associated Human System Risks. The gaps and risk mapping were then reviewed and approved via the HSRB, thereby formally aligning the research-focused Human System Risks with the technology-focused capability gaps. DISCUSSION: This effort has enabled development of integrated roadmaps and budget coordination with research and technology development activities that are formally linked to agency-recognized capability gaps and Human System Risks. Close and ongoing coordination between the SCLT, HRP, Mars Campaign Office, and the Health & Medical Technical Authority (HMTA) is essential to ensure alignment and prioritization of CHP-related research and technology development to enable NASA’s future exploration missions.
Andrew F J Abercromby↗
Strategic Employee Development (SED) Program
As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.
Nguyen, Johnny↗
Strategic Employee Development in The Government Sector
As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASA's higher-than-average aged workforce with approximately 50% of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety & Mission Assurance (S&MA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations' functions. In response to this challenge, the Kennedy Space Center (KSC) S&MA organization created the Strategic Employee Development (SED) program. The SED program's goal is to provide a proactive method to counter the primary drivers by creating a deeper "bench strength" and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an S&MA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.
Nguyen, Johnny↗
Developing a Strategic Plan for NASA JSC's Technology Investments
Human space exploration has always been heavily influenced by goals to achieve a specific mission on a specific schedule. This approach drove rapid technology development, the rapidity of which adds risks as well as provides a major driver for costs. The National Aeronautics and Space Administration (NASA) is now approaching the extension of human presence throughout the solar system by balancing a proactive yet less schedule-driven development of technology with opportunistic scheduling of missions as the needed technologies are realized. This approach should provide cost effective, low risk technology development that will enable efficient and effective manned spaceflight missions. As a first step, the NASA Human Spaceflight Architecture Team (HAT) has identified a suite of critical technologies needed to support future manned missions across a range of destinations, including in cislunar space, near earth asteroid visits, lunar exploration, Mars space, and Mars exploration. The challenge now is to develop a strategy and plan for technology development that efficiently enables these missions over a reasonable time period, without increasing technology development costs unnecessarily due to schedule pressure, and subsequently mitigating development and mission risks. NASA fs Johnson Space Center (JSC), as the nation's primary center for human exploration, is addressing this challenge through an innovative approach allocating Internal Research and Development funding to projects that have been prioritized using four focus criteria, with appropriate importance weighting. These four focus criteria are the Human Space Flight Technology Needs, JSC Core Technology Competencies, Commercialization Potential, and Partnership Potential. The inherent coupling in these focus criteria have been captured in a database and have provided an initial prioritization for allocation of technology development research funding. This paper will describe this process and this database, and the preliminary technology development prioritization results.
Stecklein, Jonette M.↗
Surface Habitat Systems
The Surface Habitat Systems (SHS) Focused Investment Group (FIG) is part of the National Aeronautics and Space Administration (NASA) Johnson Space Center (JSC) effort to provide a focused direction and funding to the various projects that are working on human surface habitat designs and technologies for the planetary exploration missions. The overall SHS-FIG effort focuses on directing and guiding those projects that: 1) develop and demonstrate new surface habitat system concepts, innovations, and technologies to support human exploration missions, 2) improve environmental systems that interact with human habitats, 3) handle and emplace human surface habitats, and 4) focus on supporting humans living and working in habitats on planetary surfaces. The activity areas of the SHS FIG described herein are focused on the surface habitat project near-term objectives as described in this document. The SHS-FIG effort focuses on mitigating surface habitat risks (as identified by the Lunar Surface Systems Project Office (LSSPO) Surface Habitat Element Team; and concentrates on developing surface habitat technologies as identified in the FY08 gap analysis. The surface habitat gap assessment will be updated annually as the surface architecture and surface habitat definition continues to mature. These technologies are mapped to the SHS-FIG Strategic Development Roadmap. The Roadmap will bring to light the areas where additional innovative efforts are needed to support the development of habitat concepts and designs and the development of new technologies to support of the LSSPO Habitation Element development plan. Three specific areas of development that address Lunar Architecture Team (LAT)-2 and Constellation Architecture Team (CxAT) Lunar habitat design issues or risks will be focused on by the SHS-FIG. The SHS-FIG will establish four areas of development that will help the projects prepare in their planning for surface habitat systems development. Those development areas are the 1) surface habitat concept definition, 2) inflatable surface habitat development, and 3) autonomous habitat operations, and 4) cross-cutting / systems engineering. In subsequent years, the SHS-FIG will solicit a call for innovations and technologies that will support the development of these four development areas. The other development areas will be assessed yearly and identified on the SHS-FIG s Strategic Development Roadmap. Initial investment projects that are funded by the Constellation Program Office (CxPO), LSSPO, or the Exploration Technology Development Projects (ETDP) will also be included on the Roadmap. For example, in one or two years from now, the autonomous habitat operations and testbed would collaborations with the Integrated Systems Health Management (ISHM) and Automation for Operations ETDP projects, which will give the surface habitat projects an integrated habitat autonomy testbed to test software and systems. The SHS-FIG scope is to provide focused direction for multiple innovations, technologies and subsystems that are needed to support humans at a remote planetary surface habitat during the concept development, design definition, and integration phases of that project. Subsystems include: habitability, lightweight structures, power management, communications, autonomy, deployment, outfitting, life support, wireless connectivity, lighting, thermal and more.
Kennedy, Kriss J.↗
Developing a Strategic Approach to Knowledge Management
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Knowledge Management strategic plan knowledge arch↗
Science & Technology Review: The Road to Exascale Computing
At Lawrence Livermore National Laboratory, we focus on science and technology research to ensure our nation’s security. We also apply that expertise to solve other important national problems in energy, bioscience, and the environment. Science & Technology Review is published eight times a year to communicate, to a broad audience, the Laboratory’s scientific and technological accomplishments in fulfilling its primary missions. The publication’s goal is to help readers understand these accomplishments and appreciate their value to the individual citizen, the nation, and the world. The Department of Energy’s Exascale Computing Project (ECP) and Lawrence Livermore’s RADIUSS (Rapid Application Development via an Institutional Universal Software Stack) initiative benefit from strategically developed software tools. The front cover shows a simulation of advection under twisting rotation that uses high-order finite elements from Livermore’s Modular Finite Element Methods (MFEM) software library and GLVis visualization tool. On the back cover, the logo (also created with GLVis) for the MFEM project illustrates the curved mesh and sub-element resolution used in high-order simulations. MFEM and GLVis are key components of the ECP’s co-design Center for Efficient Exascale Discretizations (CEED) and RADIUSS. MFEM is also part of ECP’s Extreme-Scale Scientific Software Development Kit (xSDK).
97 MATHEMATICS AND COMPUTING↗
EVA Systems Technology Gaps and Priorities 2017
Performance of Extra-Vehicular Activities (EVA) has been and will continue to be a critical capability for human space flight. Human exploration missions beyond LEO will require EVA capability for either contingency or nominal activities to support mission objectives and reduce mission risk. EVA systems encompass a wide array of products across pressure suits, life support systems, EVA tools and unique spacecraft interface hardware (i.e. EVA Translation Paths and EVA Worksites). In a fiscally limited environment with evolving transportation and habitation options, it is paramount that the EVA community's strategic planning and architecture integration products be reviewed and vetted for traceability between the mission needs far into the future to the known technology and knowledge gaps to the current investments across EVA systems. To ascertain EVA technology and knowledge gaps many things need to be brought together, assessed and analyzed. This includes an understanding of the destination environments, various mission concept of operations, current state of the art of EVA systems, EVA operational lessons learned, and reference advanced capabilities. A combined assessment of these inputs should result in well-defined list of gaps. This list can then be prioritized depending on the mission need dates and time scale of the technology or knowledge gap closure plan. This paper will summarize the current state of EVA related technology and knowledge gaps derived from NASA's Exploration EVA Reference Architecture and Operations Concept products. By linking these products and articulating NASA's approach to strategic development for EVA across all credible destinations an EVA could be done in, the identification of these gaps is then used to illustrate the tactical and strategic planning for the EVA technology development portfolio. Finally, this paper illustrates the various "touch points" with other human exploration risk identification areas including human health and performance.
Johnson, Brian J.↗
A Supply Chain Road Map for Offshore Wind Energy in the United States
"A Supply Chain Road Map for Offshore Wind Energy in the United States" identifies pathways to developing a domestic offshore wind supply chain that can manufacture and deploy the major components needed to set the United States on a pathway to installing 30 GW of offshore wind by 2030 and 110 GW by 2050. The report estimates that this supply chain could require an investment of at least $\$$22.7 billion this decade to meet an annual demand for components, ports, and vessels in 2030. Although this is a considerable investment, it could allow the industry to install around $\$$100 billion worth of offshore wind this decade by reducing risk of delays due to global supply chain bottlenecks and creating a robust network of assets that will continue to be effective well beyond 2030. The United States would need at least 34 manufacturing facilities employing 10,000 workers, 39,000 jobs in the supporting supply chain, 10 marshaling ports, 4-6 dedicated wind turbine installation vessels, 4-6 dedicated heavy-lift vessels, and 4-8 U.S.-flagged specialized feeder barges to come online this decade to support an average annual deployment of 4-6 gigawatts offshore wind capacity per year. This supply chain could be developed in 6-9 years, but would require near-term decision making and efficient permitting and planning to strategically develop these resources by 2030. Additional investment and expansion would be required in the 2030s as the sector expands into new regions (such as the Gulf of Mexico) and new technologies (such as larger wind turbines and floating wind energy projects). Furthermore, the planning process needs to meaningfully engage with communities that will be impacted by supply chain expansion to achieve just outcomes and maximize benefits to these stakeholders, which will result in a more equitable and sustainable supply chain. While U.S. offshore wind has made significant progress in recent years, remaining supply chain challenges include uncertainty surrounding deployment and procurement timelines; a lack of port and vessel infrastructure; and limitations in the available workforce, supporting supplier networks, and energy justice best practices. However, many of these problems can be addressed through improved communication between key stakeholder groups, support from federal and state governments, and forward-thinking designs of supply chain assets to accommodate future technology changes for fixed-bottom and floating offshore wind. Although it is a significant task, developing these domestic capabilities represents a once-in-a-generation opportunity to contribute to a decarbonized energy future and also create massive economic benefits that are distributed throughout the country.
17 WIND ENERGY↗
Scale up production of carbon fibers from petroleum mesophase pitch
This work investigates the scale-up of pitch precursors for the carbon fiber market using mesophase pitch formulated and produced by Advanced Carbon Products Technologies’ (ACPT’s) patented mesophase pitch processing technology. Through use of its patented process, ACPT developed strategic materials by converting petroleum-based pitch into a high-value, low-cost, carbon-rich feedstock for carbon fiber and other materials critical to our national security. The team successfully developed processing criteria for the tailored mesophase pitch material that can be processed further into precursor and carbon fiber. Processability of the mesophase pitch into precursor and carbon fiber was demonstrated at scale. The resulting materials sequester the carbon that would otherwise be burned and released into the atmosphere, making this an environmentally friendly way to produce these materials in the United States.Pitch-based carbon fibers offer a promising pathway toward cost-effective, high-performance materials for structural and high-modulus composite applications; however, adoption has been limited by challenges in precursor processability and scale-up. In this work, tailored isotropic and mesophase petroleum-derived pitch materials were developed and evaluated for precursor and carbon fiber production through a collaborative effort between Oak Ridge National Laboratory (ORNL) and ACPT. Processing conditions were established at ORNL’s Carbon Fiber Technology Facility to enable stable melt-blowing of pitch-based precursors under continuous operation. Mesophase pitch precursor fibers were produced following oxidation and carbonization, corresponding to a diameter shrinkage of approximately 12%–13% and an estimated mass yield of about 75%–80%. Continuous melt-blowing steady-state operation was demonstrated over time, indicating robust process stability. Melt-blowing was achieved at throughput rates of approximately 20 lb/h⁻¹, validating the commercial viability of petroleum-derived pitch feedstocks for fiber production. Further studies are required to tailor carbon fiber microstructure and properties for specific composite applications.
99 GENERAL AND MISCELLANEOUS↗
Marshall Space Flight Center Research and Technology Report 2017
This report features over 60 technology development and scientific research efforts that collectively aim to enable new capabilities in spaceflight, expand the reach of human exploration, and reveal new knowledge about the universe in which we live. These efforts include a wide array of strategic developments: launch propulsion technologies that facilitate more reliable, routine, and cost effective access to space; in-space propulsion developments that provide new solutions to space transportation requirements; autonomous systems designed to increase our utilization of robotics to accomplish critical missions; life support technologies that target our ability to implement closed-loop environmental resource utilization; science instruments that enable terrestrial, solar, planetary and deep space observations and discovery; and manufacturing technologies that will change the way we fabricate everything from rocket engines to in situ generated fuel and consumables.
Research and Technology Report↗
Space Assembly of Large Structural System Architectures (SALSSA)
Developing a robust capability for Space Assembly of Large Spacecraft Structural System Architectures (SALSSA) has the potential to drastically increase the capabilities and performance of future space missions and spacecraft while significantly reducing their cost. Currently, NASA architecture studies and space science decadal surveys identify new missions that would benefit from SALSSA capabilities, and the technologies that support SALSSA are interspersed throughout the fourteen NASA Technology Roadmaps. However, a major impediment to the strategic development of cross-cutting SALSSA technologies is the lack of an integrated and comprehensive compilation of the necessary information. This paper summarizes the results of a small study that used an integrated approach to formulate a SALSSA roadmap and associated plan for developing key SALSSA technologies.
Dorsey, John T.↗
ATEAM4Py: An Efficient and Scalable Python-Based Model for Charging Demand
This report details the development and implementation of ATEAM4Py, a Python-based simulation model that projects demand for battery electric vehicle (BEV) charging based on adoption trends and consumer behavior. With Exelon’s support, Argonne National Laboratory converted the original Java-based Agent-based Transportation Energy Analysis Model (ATEAM) into Python, resulting in a faster and more efficient tool for forecasting the timing, location, and scale of charging demand growth. ATEAM4Py tackles key challenges in simulation efficiency and runtime, supporting the strategic development of cost-effective grid capacity expansion strategies and ensuring reliable service for stakeholders.
33 ADVANCED PROPULSION SYSTEMS↗
Crew Health and Performance (CHP) Technology Roadmaps
The Environmental Control and Life Support System (ECLSS) – Crew Health and Performance (CHP) Systems Capability Leadership Team (SCLT) is a community of practice (not a funded program) sponsored by Headquarters to develop, retain, and infuse the ECLSS and CHP capabilities necessary to enable the human exploration of the Moon and Mars through the integration and empowerment of experts across NASA, other government agencies, commercial industry, and academia. The goals of the SCLT are as follows: Use the Architecture Definition Document use cases and functions to identify gaps in NASA’s current technological capabilities to meet Agency objectives and develop strategies and roadmaps for closing such gaps Make technical/strategic recommendations on ECLSS and CHP technology development efforts and investments for PPBE, acquisition strategies, and leveraging NASA’s critical capabilities Establish key performance parameters and participate in key program and project reviews Maintain cognizance of relevant ECLSS and CHP national and international technology activities in government, industry, and academia, specifically, emerging innovations and technologies, trends, and opportunities Coordinate with commercial and international partners to identify areas of mutual interest and cooperation Support future mission and system architecture studies for human exploration This document is intended to be a comprehensive overview of the strategic development plans, or Roadmaps, of key technologies and capabilities identified by the SCLT. Each Roadmap is organized by Capability Gap as the gap name and number appears in STARPort, follows a fiscal year timeline, and displays any additional information on milestones, decision points, or important details on the right-hand side of the page. The Roadmaps should be used to facilitate discussion, decision making, and planning for programs and development projects, but are not expected to accurately depict the details and statuses of the projects and tasks appearing within the plans.
Human Health and Performance↗
Using Remote Sensing Data and Research Results for Urban Heat Island Mitigation
This paper provides information on the characteristics of the urban heat island, research designed to provide the data needed to develop effective urban heat island reduction strategies, and the development of local working groups to develop implementation plans. As background, an overview of research results on the urban heat island phenomenon and the resultant effect on energy usage and air quality will be explored. The use of more reflective roofing materials, paving materials, tree planting, and other initiatives will be explored as a basis for strategies to mitigate urban heat islands and improve the urban environment. Current efforts to use aircraft remote sensing data in Atlanta, Baton Rouge, Sacramento, and Salt Lake City and our work with non-profit organizations designated to lead public education and strategic development efforts will be presented. Efforts to organize working groups comprised of key stakeholders, the process followed in communicating research results, and methodology for soliciting feedback and incorporating ideas into local plans, policies and decision-making will be discussed. Challenges in developing and transferring data products and research results to stakeholders will be presented. It is our ultimate goal that such efforts be integrated into plans and/or decision models that encourage sustainable development.
Estes, Maury↗