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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 OSTI2025

Building a Collaborative Relationship between Contractor and Oversight at SRPPF

The success of Department of Energy (DOE) projects is dependent on a functional, healthy, and collaborative relationship between the contractor and the federal oversight. A healthy relationship marked by a collaborative mindset between these two groups, can facilitate better operational safety, operational efficiency, and regulatory compliance. This paper will explore aspects of such a relationship, the roles and responsibilities of the contractor and federal oversight, the present and historical relationships in the DOE complex, and best practices considered by the contractor and federal oversight used at the Savannah River Plutonium Processing Facility (SRPPF) at the Savannah River Site (SRS). Due to the current design phase of the SRPPF, the contractor and federal oversight have a unique opportunity to begin establishing a strong relationship early in the project’s life. As a result of this dynamic, the two groups have already demonstrated their ability to successfully respond to ongoing design issues. In general, a strong criticality safety program is beginning to mature for the SRPPF alongside a developing criticality safety federal oversight group. This paper will discuss the various factors that have brought about this collaborative relationship. Lastly, a case study will be incorporated into this paper demonstrating the ability of the SRPPF contractor and federal oversight to overcome challenges relating to the SRPPF project. This case study may guide groups around the DOE Complex to create better, more functional relationships between the two parties. The case study will provide a detailed description of the issue and parties involved, highlight the factors that allowed the group to overcome the challenge via effective collaboration, and the outcome of the event. Increasing collaboration may benefit the complex, as a whole, in order to meet the mission demands of the DOE.

collaboration↗
NASA NTRS1992

Teamwork for Oversight of Processes and Systems (TOPS). Implementation guide for TOPS version 2.0, 10 August 1992

As the nation redefines priorities to deal with a rapidly changing world order, both government and industry require new approaches for oversight of management systems, particularly for high technology products. Declining defense budgets will lead to significant reductions in government contract management personnel. Concurrently, defense contractors are reducing administrative and overhead staffing to control costs. These combined pressures require bold approaches for the oversight of management systems. In the Spring of 1991, the DPRO and TRW created a Process Action Team (PAT) to jointly prepare a Performance Based Management (PBM) system titled Teamwork for Oversight of Processes and Systems (TOPS). The primary goal is implementation of a performance based management system based on objective data to review critical TRW processes with an emphasis on continuous improvement. The processes are: Finance and Business Systems, Engineering and Manufacturing Systems, Quality Assurance, and Software Systems. The team established a number of goals: delivery of quality products to contractual terms and conditions; ensure that TRW management systems meet government guidance and good business practices; use of objective data to measure critical processes; elimination of wasteful/duplicative reviews and audits; emphasis on teamwork--all efforts must be perceived to add value by both sides and decisions are made by consensus; and synergy and the creation of a strong working trust between TRW and the DPRO. TOPS permits the adjustment of oversight resources when conditions change or when TRW systems performance indicate either an increase or decrease in surveillance is appropriate. Monthly Contractor Performance Assessments (CPA) are derived from a summary of supporting system level and process-level ratings obtained from objective process-level data. Tiered, objective, data-driven metrics are highly successful in achieving a cooperative and effective method of measuring performance. The teamwork-based culture developed by TOPS proved an unequaled success in removing adversarial relationships and creating an atmosphere of continuous improvement in quality processes at TRW. The new working relationship does not decrease the responsibility or authority of the DPRO to ensure contract compliance and it permits both parties to work more effectively to improve total quality and reduce cost. By emphasizing teamwork in developing a stronger approach to efficient management of the defense industrial base TOPS is a singular success.

Strand, Albert A.↗
NASA NTRSDate not supplied

Technical Oversight of the Nancy Grace Roman Space Telescope Optical Telescope Assembly (OTA) Element Procurement: Opportunities, Challenges, & Lessons Learned (2024 Update)

Nancy Grace Roman Space Telescope Optical Telescope Assembly (OTA) is an out-of-house procurement from L3Harris currently being integrated and tested in Rochester, NY. Building upon L3Harris’s decades of success producing world-class optical systems for government and commercial customers offers NASA a proven partner and a tremendous opportunity for high performance and value. Inheriting significant portions of the telescope (including the primary and secondary mirror, composite metering structures and alignment drives) from a previous program presents the opportunity to save cost and schedule but constrains the design space for the unique challenges of the Roman mission. This seminar will cover a brief description of the OTA and its history, some of the challenges posed by incorporating an established product line and inherited hardware into a Class A mission, and some approaches and lessons learned that may be helpful for those structuring new missions or providing technical oversight of out-of-house procurements.

Joshua Abel↗
DOE OSTI2025

Active oversight and quality control in standard Bayesian optimization for autonomous experiments

The fusion of experimental automation and machine learning has catalyzed a new era in materials research, prominently featuring Gaussian Process (GP) Bayesian Optimization (BO) driven autonomous experiments. Here we introduce a Dual-GP approach that enhances traditional GPBO by adding a secondary surrogate model to dynamically constrain the experimental space based on real-time assessments of the raw experimental data. This Dual-GP approach enhances the optimization efficiency of traditional GPBO by isolating more promising space for BO sampling and more valuable experimental data for primary GP training. We also incorporate a flexible, human-in-the-loop intervention method in the Dual-GP workflow to adjust for unanticipated results. We demonstrate the effectiveness of the Dual-GP model with synthetic model data and implement this approach in autonomous pulsed laser deposition experimental data. This Dual-GP approach has broad applicability in diverse GPBO-driven experimental settings, providing a more adaptable and precise framework for refining autonomous experimentation for more efficient optimization.

36 MATERIALS SCIENCE↗
NASA NTRS1985

Adverse weather impact on aviation safety, investigation and oversight

A brief review of the weather factors that effect aviation safety with respect to U.S. Coast Guard operations is presented. Precise meteorological information is an absolute necessity to the Coast Guard which must conduct life saving and rescue operations under the worst of weather conditions. Many times the weather conditions in which they operate are the cause of or a contributing factor to the predicament from which they must execute a rescue operation.

Smith, M. J.↗
NASA NTRS2003

Oversight and Development of a Community Monte Carlo Radiative Transfer Model

Under this grant we have developed a Monte Carlo radiative transfer code that will act as the nucleus for the 13RC Community Monte Carlo Model. All code is written in ANSI-compliant Fortran-95. Many modules define public type and procedures to manipulate them, but do not allow access to the type's internal components. This allows each module to do its own exhaustive error checking up-front, then proceed in a streamlined way. Many modules can read and write the state of their objects to persistent files. The code has been tested on a Macintosh running OS 10.2.4 and the Absoft Fortran compiler, and on Sun UltraSparcs running Solaris 5.8 and Forte V8 compilers. The code exposed bugs in the Intel Fortran Compiler (ifc) on the 13RC Linux host, and we are waiting for a resolution of these bugs before finished the port. the code base is under CVS versions control. The code base consists of the core code (nine modules providing the infrastructure), example integrators, and a suite of utilities and examples.

Source record↗
NASA NTRS2005

Backstop: Shuttle Will Fly with Outstanding Waivers; New Oversight Eases Conflicts on Safety

he space shuttle Discovery is carrying some 300 waivers to technical specifications as it enters the home stretch of its planned return to flight next month. There were about 6,000 waivers in place when Columbia crashed. Shuttle managers say they are working to reduce the number of waivers remaining by fixing the problems they highlight, a change prompted by the Columbia Accident Investigation Board. In the wake of the accident, NASA has heeded the CAWS recommendation that waivers be the responsibility of an "independent technical authority" (ITA), rather than the shuttle program itself. To carry out the recommendation of the CAIB-which found an inherent conflict of interest in having the same managers make decisions about cost, schedule and safety-then-Administrator Sean O'Keefe designated the agency's chief engineer as the formal ITA. He is responsible for setting, maintaining and granting waivers across the agency. In mid-January, Fred Gregory, then O'Keefe's deputy and now his acting replacement, launched the ITA within NASA under Chief Engineer Rex Geveden, the former program manager on the Gravity Probe B experiment.

Morring, Frank, Jr.↗
NASA NTRS2008

ePORT, NASA's Computer Database Program for System Safety Risk Management Oversight (Electronic Project Online Risk Tool)

ePORT (electronic Project Online Risk Tool) provides a systematic approach to using an electronic database program to manage a program/project risk management processes. This presentation will briefly cover the standard risk management procedures, then thoroughly cover NASA's Risk Management tool called ePORT. This electronic Project Online Risk Tool (ePORT) is a web-based risk management program that provides a common framework to capture and manage risks, independent of a programs/projects size and budget. It is used to thoroughly cover the risk management paradigm providing standardized evaluation criterion for common management reporting, ePORT improves Product Line, Center and Corporate Management insight, simplifies program/project manager reporting, and maintains an archive of data for historical reference.

Johnson, Paul W.↗
NASA NTRS2008

Organizational Considerations for Implementing Systems Engineering and Integration in the Ares Projects Office

Systems Engineering and Integration (SE&I) is a critical discipline in developing new space systems. In 2005, NASA performed an internal study of 24 agency and Department of Defense (DoD) programs to evaluate methods of integrating SE&I practices and determine their effectiveness. The goal of the study was to determine the best SE&I implementation strategy for the Ares Projects Office. The study identified six SE&I organizational structures: 1. Lead systems integrator (LSI) with SE&I responsibility and government technical insight. 2a. Integration contractor with government SE&I responsibility (government insight). 2b. Integration contractor with government SE&I responsibility (government oversight). 3a. Prime contractor with SE&I responsibility (government insight). 3b. Prime contractor with SE&I responsibility (government oversight). 3c. Prime contractor with SE&I responsibility (government/industry partnership). 4a.Prime contractor with government SE&I responsibility (government insight). 4b. Prime contractor with government SE&I responsibility (government oversight). 4d.Prime contractors with total system performance responsibility (TSPR). 5. Prime contractor with government SE&I responsibility and integration products through a Federally Funded Research and Development Center (FFRDC). 6. Government/FFRDC in-house development with SE&I responsibility and function. The organizational structure used most often was number 4, using a prime contractor with government SE&I responsibility and government technical insight. However, data analyses did not establish a positive relationship between program development costs and specific SE&I organizational types, nor did it positively determine the relationship between successful programs or projects and their SE&I structure. The SE&I study reached the following conclusions: (1) Large, long-duration, technically complex programs or projects reach their technical goals, but rarely meet schedule or cost goals. NASA's recent successes have been smaller, short-duration development projects using heritage hardware/software, focused technology development, technical oversight and stable external factors. (2) Programs and projects have failed or been terminated due to lack of technical insight, relaxing of SE&I processes, and unstable external factors. (3) The study did not find a single, clear optimum SE&I organization type to fit all projects. However, while any organizational structure can be made to work, the fewer complexities in the program, the better the likelihood of success. (4) The most common successful SE&I organization structure type in the study was type 4b, where the government maintained integration responsibility, with the prime contractor providing SE&I products and the government providing technical oversight. This study was instrumental in helping the APO select organization structure 4, following the same SE&I and oversight process used during humanlund7s last voyages to the Moon.

Thomas, LeAnn↗
NASA NTRS2016

Cleaning Genesis Sample Return Canister for Flight: Lessons for Planetary Sample Return

Sample return missions require chemical contamination to be minimized and potential sources of contamination to be documented and preserved for future use. Genesis focused on and successfully accomplished the following: - Early involvement provided input to mission design: a) cleanable materials and cleanable design; b) mission operation parameters to minimize contamination during flight. - Established contamination control authority at a high level and developed knowledge and respect for contamination control across all institutions at the working level. - Provided state-of-the-art spacecraft assembly cleanroom facilities for science canister assembly and function testing. Both particulate and airborne molecular contamination was minimized. - Using ultrapure water, cleaned spacecraft components to a very high level. Stainless steel components were cleaned to carbon monolayer levels (10 (sup 15) carbon atoms per square centimeter). - Established long-term curation facility Lessons learned and areas for improvement, include: - Bare aluminum is not a cleanable surface and should not be used for components requiring extreme levels of cleanliness. The problem is formation of oxides during rigorous cleaning. - Representative coupons of relevant spacecraft components (cut from the same block at the same time with identical surface finish and cleaning history) should be acquired, documented and preserved. Genesis experience suggests that creation of these coupons would be facilitated by specification on the engineering component drawings. - Component handling history is critical for interpretation of analytical results on returned samples. This set of relevant documents is not the same as typical documentation for one-way missions and does include data from several institutions, which need to be unified. Dedicated resources need to be provided for acquiring and archiving appropriate documents in one location with easy access for decades. - Dedicated, knowledgeable contamination control oversight should be provided at sites of fabrication and integration. Numerous excellent Genesis chemists and analytical facilities participated in the contamination oversight; however, additional oversight at fabrication sites would have been helpful.

Allton, J. H.↗
NASA NTRS2004

JPL's Approach for Helping Flight Project Managers Meet Today's Management Challenges

All across NASA project managers are facing tough new challenges. NASA has imposed increased oversight and the number of projects at Centers such as JPL has exploded from a handful of large projects to a much greater number of smaller ones. Experienced personnel are retiring at increasing rates and younger, less experienced managers are being rapidly promoted up the ladder. Budgets are capped, competition among NASA Centers and Federally Funded Research and Development Centers (FFRDCs) has increased significantly and there is no longer any tolerance to cost overruns. On top of all this, implementation schedules have been reduced by 25 to 50% to reduce run-out costs, making it even more difficult to define requirements, validate heritage assumptions and make accurate cost estimates during the early phases of the life-cycle.JPL's executive management, under the leadership of the Associate Director for Flight Projects and Mission Success, have attempted to meet these challenges by improving operations in five areas: (1) increased standardization, where it is judged to have significant benefit; (2) better balance and more effective partnering between projects and the line management; (3) increased infrastructure support; (4) improved management training; and (5) more effective review and oversight.

oversights↗
DOE OSTI2024

Shaping the Future of Self-Driving Autonomous Laboratories Workshop

The "Shaping the Future of Self-Driving Autonomous Laboratories" workshop, held in Denver on November 7-8, 2024, brought together leading experts from materials science and computing to address the growing need to revolutionize scientific research through AI-driven autonomous laboratories. The workshop identified critical challenges, including the integration of heterogeneous data, development of AI systems that understand fundamental physical principles, and comprehensive safety protocols. Key recommendations emerged around developing universal laboratory equipment interfaces, implementing automated metadata collection systems, and creating hybrid AI approaches that combine data-driven learning with scientific principles. The workshop emphasized maintaining human oversight while leveraging automation, transforming scientific education to prepare the next generation of researchers, and establishing a national consortium leveraging DOE facilities as anchors for broader collaboration with academia and industry. Participants stressed the urgency of addressing the growing disconnect between human decision-making timescales and modern instrumentation capabilities, highlighting the need for strategic automation while preserving essential human insight and oversight in the research process.

36 MATERIALS SCIENCE↗
DOE OSTI2026

Human Supervision of Autonomous Vehicle Fleet Operations and Associated Passenger Communications: Preprint

Advances in automated vehicle (AV) technology and expanded operations are rapidly emerging with Automated Mobility District (AMD) deployments in global cities. NLR's AMD research addresses critical elements of human supervision of AV fleet operations and associated passenger communications for vehicles in which no driver or safety attendant is present. Although sufficiently advanced AVs no longer have direct oversight by a driver, fleet management remains staffed with operations personnel at the operations command and control (OCC) facility. This paper examines the functionality of the OCC, drawing comparisons of how automated train control and automated people mover OCCs operate. Within an AMD, the OCC manages various vehicle types, sizes, and operational modes, including on-demand and fixed route service, to facilitate a 'network of networks' for transport within a metropolitan area. The OCC serves as oversight for multiple AV fleets assisting AVs via remote operation of vehicles, communication, and dispatching personnel to resolve problems. The OCC also coordinates system operation, geographically staging vehicles, and managing weather, police, and emergency events. Informed by traffic management center (TMC) strategies using highly integrated software and communications, OCCs facilitate seamless information flows. OCC personnel remotely assist passengers and oversee multi-party operation to ensure safety and security. Although social norms mitigate large-capacity unattended vehicle operations, social interaction in multi-party automated small vehicles has little precedent. This poses a new frontier for society and requires research to effectively understand and manage. Future research will monitor OCC implementations, passenger interfaces, and deployment scaling of initial AMD systems.

33 ADVANCED PROPULSION SYSTEMS↗
NASA NTRS1991

Assessment of the present NASA optical metrology capabilities and recommendations for establishing an in-house NASA Optical Metrology Group

An investigation into when it was first recognized that there was a deficiency in NASA optical metrology oversight capability, why this deficiency existed unnoticed for so long, and a proposal for correcting the problem is presented. It is explained why this optical metrology oversight is so critical to program success and at the same time, why it is difficult to establish due to the nature of the technology. The solution proposed is the establishment of an Optics Metrology Group within the NASA/MSFC Optics Branch with a line of authority from NASA S & MA.

Parks, Robert E.↗
NASA NTRS2001

Avionics Simulation, Development and Software Engineering

This monthly report summarizes the work performed under contract NAS8-00114 for Marshall Space Flight Center in the following tasks: 1) Purchase Order No. H-32831D, Task Order 001A, GPB Program Software Oversight; 2) Purchase Order No. H-32832D, Task Order 002, ISS EXPRESS Racks Software Support; 3) Purchase Order No. H-32833D, Task Order 003, SSRMS Math Model Integration; 4) Purchase Order No. H-32834D, Task Order 004, GPB Program Hardware Oversight; 5) Purchase Order No. H-32835D, Task Order 005, Electrodynamic Tether Operations and Control Analysis; 6) Purchase Order No. H-32837D, Task Order 007, SRB Command Receiver/Decoder; and 7) Purchase Order No. H-32838D, Task Order 008, AVGS/DART SW and Simulation Support

Francis, Ronald C.↗