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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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Insights and lessons learned into NASA leadership, project management and systems engineering from key NASA, other government and industry leaders and subject matter experts.
Presentation details FEMP's Utility Energy Service Contract initiative and performance-focused project development training.
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The Project Manager is one of the key individuals that can determine the success or failure of a project. NASA is fully committed to the training and development of Project Managers across the agency to ensure that highly capable individuals are equipped with the competencies and experience to successfully lead a project. An equally critical position is that of the Project Scientist. The Project Scientist provides the scientific leadership necessary for the scientific success of a project by insuring that the mission meets or exceeds the scientific requirements. Traditionally, NASA Goddard project scientists were appointed and approved by the Center Science Director based on their knowledge, experience, and other qualifications. However the process to obtain the necessary knowledge, skills and abilities was not documented or done in a systematic way. NASA Goddard's current Science Director, Nicholas White saw the need to create a pipeline for developing new projects scientists, and appointed a team to develop a process for training potential project scientists. The team members were Dr. Harley Thronson, Chair, Dr. Howard Kea, Mr. Mark Goldman, DACUM facilitator and the late Dr. Michael VanSteenberg. The DACUM process, an occupational analysis and evaluation system, was used to produce a picture of the project scientist's duties, tasks, knowledge, and skills. The output resulted in a 3-Day introductory course detailing all the required knowledge, skills and abilities a scientist must develop over time to be qualified for selections as a Project Scientist.
The management lessons learned during the implementation of a corporate mandate to develop and deliver an effective Ada training program to all divisions are discussed. The management process involved in obtaining cooperation from all levels in the development of a corporate-wide project is described. The problem areas are identified along with some possible solutions.
The crew of the International Space Station (ISS) receives extensive ground‐training in order to safely and effectively respond to any potential emergency event while on‐orbit, but few people realize that their training is not concluded when they launch into space. The evolution of the emergency On‐ Board Training events (OBTs) has recently moved from paper "scripts" to an intranet‐based software simulation that allows for the crew, as well as the flight control teams in Mission Control Centers across the world, to share in an improved and more realistic training event. This emergency OBT simulator ensures that the participants experience the training event as it unfolds, completely unaware of the type, location, or severity of the simulated emergency until the scenario begins. The crew interfaces with the simulation software via iPads that they keep with them as they translate through the ISS modules, receiving prompts and information as they proceed through the response. Personnel in the control centers bring up the simulation via an intranet browser at their console workstations, and can view additional telemetry signatures in simulated ground displays in order to assist the crew and communicate vital information to them as applicable. The Chief Training Officers and emergency instructors set the simulation in motion, choosing the type of emergency (rapid depressurization, fire, or toxic atmosphere) and specific initial conditions to emphasize the desired training objectives. Project development, testing, and implementation was a collaborative effort between ISS emergency instructors, Chief Training Officers, Flight Directors, and the Crew Office using commercial off the shelf (COTS) hardware along with simulation software created in‐house. Due to the success of the Emergency OBT simulator, the already‐developed software has been leveraged and repurposed to develop a new emulator used during fire response ground‐training to deliver data that the crew receives from the handheld Compound Specific Analyzer for Combustion Products (CSA‐CP). This CSA‐CP emulator makes use of a portion of codebase from the Emergency OBT simulator dealing with atmospheric contamination during fire scenarios, and feeds various data signatures to crew via an iPod Touch with a flight‐like CSA‐CP display. These innovative simulations, which make use of COTS hardware with custom in‐house software, have yielded drastic improvements to emergency training effectiveness and risk reduction for ISS crew and flight control teams during on‐orbit and ground training events.
Approximately 65-70% of the crew members now experience motion sickness of some degree during the first 72 h of orbital flight on the Space Shuttle. Lack of congruence among signals from spatial orientation systems leads to sensory conflict, which appears to be the basic cause of space motion sickness. A project to develop training devices and procedures to preadapt astronauts to the stimulus rearrangements of microgravity is currently being pursued. The preflight adaptation trainers (PATs) are intended to: demonstrate sensory phenomena likely to be experienced in flight, allow astronauts to train preflight in an altered sensory environment, alter sensory-motor reflexes, and alleviate or shorten the duration of space motion sickness. Four part-task PATs are anticipated. The trainers are designed to evoke two adaptation processes, sensory compensation and sensory reinterpretation, which are necessary to maintain spatial orientation in a weightless environment. Recent investigations using one of the trainers indicate that self-motion perception of linear translation is enhanced when body tilt is combined with visual surround translation, and that a 270 degrees phase angle relationship between tilt and surround motion produces maximum translation perception.
This training covers technical, economic and other photovoltaic (PV) project considerations. Technical topics include cost-effectiveness, resilience, cybersecurity, and electrical considerations. In addition, other topics, such as compatibility with agency mission, site plans, coordination with the serving utility, the National Environmental Policy Act, and agency approval requirements. Considerations specific to third-party owned/third-party financed PV projects are also covered, as well as available resources and templates for project development. The training also includes a recap of the first session in the Energy Savings Performance Contracts Energy Sales Agreements (ESPC ESA) Webinar Series.
To identify best practices for the improvement of software engineering on projects, NASA's Offices of Chief Engineer (OCE) and Safety and Mission Assurance (OSMA) formed a team led by Heather Rarick and Sally Godfrey to conduct this benchmarking study. The primary goals of the study are to identify best practices that: Improve the management and technical development of software intensive systems; Have a track record of successful deployment by aerospace industries, universities [including research and development (R&D) laboratories], and defense services, as well as NASA's own component Centers; and Identify candidate solutions for NASA's software issues. Beginning in the late fall of 2010, focus topics were chosen and interview questions were developed, based on the NASA top software challenges. Between February 2011 and November 2011, the Benchmark Team interviewed a total of 18 organizations, consisting of five NASA Centers, five industry organizations, four defense services organizations, and four university or university R and D laboratory organizations. A software assurance representative also participated in each of the interviews to focus on assurance and software safety best practices. Interviewees provided a wealth of information on each topic area that included: software policy, software acquisition, software assurance, testing, training, maintaining rigor in small projects, metrics, and use of the Capability Maturity Model Integration (CMMI) framework, as well as a number of special topics that came up in the discussions. NASA's software engineering practices compared favorably with the external organizations in most benchmark areas, but in every topic, there were ways in which NASA could improve its practices. Compared to defense services organizations and some of the industry organizations, one of NASA's notable weaknesses involved communication with contractors regarding its policies and requirements for acquired software. One of NASA's strengths was its software assurance practices, which seemed to rate well in comparison to the other organizational groups and also seemed to include a larger scope of activities. An unexpected benefit of the software benchmarking study was the identification of many opportunities for collaboration in areas including metrics, training, sharing of CMMI experiences and resources such as instructors and CMMI Lead Appraisers, and even sharing of assets such as documented processes. A further unexpected benefit of the study was the feedback on NASA practices that was received from some of the organizations interviewed. From that feedback, other potential areas where NASA could improve were highlighted, such as accuracy of software cost estimation and budgetary practices. The detailed report contains discussion of the practices noted in each of the topic areas, as well as a summary of observations and recommendations from each of the topic areas. The resulting 24 recommendations from the topic areas were then consolidated to eliminate duplication and culled into a set of 14 suggested actionable recommendations. This final set of actionable recommendations, listed below, are items that can be implemented to improve NASA's software engineering practices and to help address many of the items that were listed in the NASA top software engineering issues. 1. Develop and implement standard contract language for software procurements. 2. Advance accurate and trusted software cost estimates for both procured and in-house software and improve the capture of actual cost data to facilitate further improvements. 3. Establish a consistent set of objectives and expectations, specifically types of metrics at the Agency level, so key trends and models can be identified and used to continuously improve software processes and each software development effort. 4. Maintain the CMMI Maturity Level requirement for critical NASA projects and use CMMI to measure organizations developing software for NASA. 5.onsolidate, collect and, if needed, develop common processes principles and other assets across the Agency in order to provide more consistency in software development and acquisition practices and to reduce the overall cost of maintaining or increasing current NASA CMMI maturity levels. 6. Provide additional support for small projects that includes: (a) guidance for appropriate tailoring of requirements for small projects, (b) availability of suitable tools, including support tool set-up and training, and (c) training for small project personnel, assurance personnel and technical authorities on the acceptable options for tailoring requirements and performing assurance on small projects. 7. Develop software training classes for the more experienced software engineers using on-line training, videos, or small separate modules of training that can be accommodated as needed throughout a project. 8. Create guidelines to structure non-classroom training opportunities such as mentoring, peer reviews, lessons learned sessions, and on-the-job training. 9. Develop a set of predictive software defect data and a process for assessing software testing metric data against it. 10. Assess Agency-wide licenses for commonly used software tools. 11. Fill the knowledge gap in common software engineering practices for new hires and co-ops.12. Work through the Science, Technology, Engineering and Mathematics (STEM) program with universities in strengthening education in the use of common software engineering practices and standards. 13. Follow up this benchmark study with a deeper look into what both internal and external organizations perceive as the scope of software assurance, the value they expect to obtain from it, and the shortcomings they experience in the current practice. 14. Continue interactions with external software engineering environment through collaborations, knowledge sharing, and benchmarking.
While Waste Management budgets are shrinking, DOE required cost and schedule controls are becoming increasingly stringent. At the same time, there is a scarcity of adept, qualified, and competent projects controls staff who both understand nuclear waste management and are capable of addressing today's cost and schedule challenges. In response, we have developed a systematic approach to training and mentoring project controls staff. The approach is based on the observations and lessons learned on projects, both successful and unsuccessful, over the past 20 years. During that time, we evaluated staff development and used that experience to design a program that progresses the maturity, knowledge and experience of the individual. The program is based on the unique needs of cost and schedule specialists while incorporating the best leadership and managerial applications. The system is not limited to developing individual software skills, which is a primary focus of many project controls training programs. Instead, our system develops an individual's soft and hard skill sets. The system develops the user's skill, talent, attitude, and drive to do the best job possible. It focuses on all aspects of becoming a more productive technical team while accepting responsibility for individual growth. It also enhances the project controls team by setting up checks and balances that everyone is aware of and participates in. The system is based on 14 steps of increasing complexity in knowledge and application. The system clarifies roles, responsibilities and expectations. It helps eliminate uncertainty and reduces stress on staff and managers. It contains everyday routine actions and is simple to implement. It allows the development of a consistent rhythm to staff growth and development. Mastering the steps will allow the user to achieve excellence in cost and schedule control. The 14 steps are: 1 - Key Performance Objectives, 2 - Check Lists, 3 - Desktop Guides, 4 - System Description, 5 - Procedures, 6 - Software and On the Job Training (OTJ), 7 - Traceability Checks, 8 - Surveillances, 9 - 32 Criteria, 10 - The Contract, 11 - Customer/Government Guidance, 12 - Training and Mentoring Others, 13 - Master your weekly and daily schedules, 14 - Improving your interpersonal skills. Application and mastery of this system will produce better cost and schedule control results. Your project controls staff will write better reports, analyze data better, make better use of their time, and be more valuable to decision makers. If followed rigorously, our system will produce a great project controls team, which is invaluable to the success of each project. (authors)
This Project provided workshops and hands on opportunities for young tribal adults to gain education,training,and employment in the solar industry; including 1 youth to meet the eligibility requirements for the NABCEP Solar Installer Exam. 10 tribal youth, ages 16-24, attended workshops focused on learning solar fundamentals and then applied those learned skills to hands on training, installing solar on 2 tribal homes. GRID provided certificates authenticating their volunteer hours and skills learned. This program of youth training really excited the tribal leadership as well as the tribal youth. This opportunity was in alignment with the tribe’s Strategic Energy Plan, and supported tribal self-sufficiency, a path to economic development and for the youth it also represented the environmental stewardship the tribe believes in.
The National Aeronautics and Space Administration is developing the next set of vehicles that will take men back to the moon under the Constellation Program. The Constellation Training Facility (CxTF) is a project in development that will be used to train astronauts, instructors, and flight controllers on the operation of Constellation Program vehicles. It will also be used for procedure verification and validation of flight software and console tools. The CxTF will have simulations for the Crew Exploration Vehicle (CEV), Crew Module (CM), CEV Service Module (SM), Launch Abort System (LAS), Spacecraft Adapter (SA), Crew Launch Vehicle (CLV), Pressurized Cargo Variant CM, Pressurized Cargo Variant SM, Cargo Launch Vehicle, Earth Departure Stage (EDS), and the Lunar Surface Access Module (LSAM). The Facility will consist of part-task and full-task trainers, each with a specific set of mission training capabilities. Part task trainers will be used for focused training on a single vehicle system or set of related systems. Full task trainers will be used for training on complete vehicles and all of its subsystems. Support was provided in both software development and project planning areas of the CxTF project. Simulation software was developed for the hydraulic system of the Thrust Vector Control (TVC) of the ARES I launch vehicle. The TVC system is in charge of the actuation of the nozzle gimbals for navigation control of the upper stage of the ARES I rocket. Also, software was developed using C standards to send and receive data to and from hand controllers to be used in CxTF cockpit simulations. The hand controllers provided movement in all six rotational and translational axes. Under Project Planning & Control, support was provided to the development and maintenance of integrated schedules for both the Constellation Training Facility and Missions Operations Facilities Division. These schedules maintain communication between projects in different levels. The CxTF support provided is one that requires continuous maintenance since the project is still on initial development phases.
Project organization and communications for training Korean personnel in technology transfer methods and resources
Atmospheric convection spans a wide range of spatial and temporal scales and involves complex interactions with the surrounding dynamic and thermodynamic environment, particularly over tropical continental regions. These processes remain a major source of uncertainty in weather and climate models, including persistent biases in the diurnal cycle of convective precipitation that directly affect estimates of climate sensitivity. Addressing these challenges requires the combined use of high-resolution observations and cloud-resolving modeling frameworks. In this context, the DOE Atmospheric Radiation Measurement (ARM) program’s Large-Eddy Simulation ARM Symbiotic Simulation and Observation (LASSO) activity provides a powerful platform that pairs comprehensive observations with numerical simulations to enable process-level understanding of atmospheric convection. Within this context, this Research and Development Partnership Pilot (RDPP) project was designed to initiate and expand DOE ARM/ASR research capacity at minority-serving institutions, while advancing scientific understanding of convective processes over the Amazon rainforest. Consistent with the RDPP mission, the project emphasized partnership development, training, and workforce capacity building alongside exploratory research activities. On the scientific side, the project produced two peer-reviewed journal articles, and one manuscript currently under review (see list in section 3.1). Together, these studies combine long-term ARM observations and cloud-resolving and convection-permitting modeling to investigate the environmental controls on the shallow-to-deep convective transition during the Amazon wet season. The results demonstrate the central role of early-day moisture preconditioning and large-scale dynamical forcing in regulating isolated deep convection, provide mechanistic insight into convective evolution, and establish physically informed modeling frameworks for future sensitivity experiments. These scientific outcomes are described in sections 2.1 to 2.3 and were disseminated in 8 conference presentations (see section 3.2) and 5 invited talks (see section 3.3), reflecting broad engagement with our community. Equally important, the project achieved its RDPP capacity-building objectives (see section 2.4). A sustained research partnership was established among the University of Maryland, Baltimore County (UMBC), Morgan State University (MSU), and Howard University (HU), and extended to include collaboration with Pacific Northwest National Laboratory (PNNL). The project organized multiple multi-day training events focused on ARM data, LASSO simulations, and quantitative analysis methods, directly engaging students, postdoctoral researchers, and faculty across institutions. These activities broadened participation in ASR research and led to independent adoption of LASSO workflows by students beyond the immediate project team. Finally, the project successfully positioned the participating institutions to pursue future DOE research. Preliminary scientific results, coupled with strengthened partnerships and technical capacity, enabled the submission of follow-on proposals to DOE ASR funding opportunities. In this way, the project fulfilled the RDPP goal of seeding durable research capacity and laying the foundation for larger-scale, sustained engagement with DOE ARM and ASR programs.
Future space missions will be significantly longer than current shuttle missions and new systems will be more complex than current systems. Increasing communication delays between crews and Earth-based support means that astronauts need to be prepared to handle the unexpected on their own. As crews become more autonomous, their potential span of control and required expertise must grow to match their autonomy. It is not possible to train for every eventuality ahead of time on the ground, or to maintain trained skills across long intervals of disuse. To adequately prepare NASA personnel for these challenges, new training approaches, methodologies, and tools are required. This research project aims at developing these training capabilities. By researching established training principles, examining future needs, and by using current practices in space flight training as test beds, both in Flight Controller and Crew Medical domains, this research project is mitigating program risks and generating templates and requirements to meet future training needs. Training efforts in Fiscal Year 08 (FY08) strongly focused on crew medical training, but also began exploring how Space Flight Resource Management training for Mission Operations Directorate (MOD) Flight Controllers could be integrated with systems training for optimal Mission Control Center (MCC) operations. The Training Task addresses Program risks that lie at the intersection of the following three risks identified by the Project: (1) Risk associated with poor task design (2) Risk of error due to inadequate information (3) Risk associated with reduced safety and efficiency due to poor human factors design
Future space missions will be significantly longer than current shuttle missions and new systems will be more complex than current systems. Increasing communication delays between crews and Earth-based support means that astronauts need to be prepared to handle the unexpected on their own. As crews become more autonomous, their potential span of control and required expertise must grow to match their autonomy. It is not possible to train for every eventuality ahead of time on the ground, or to maintain trained skills across long intervals of disuse. To adequately prepare NASA personnel for these challenges, new training approaches, methodologies, and tools are required. This research project aims at developing these training capabilities. By researching established training principles, examining future needs, and by using current practices in space flight training as test beds, both in Flight Controller and Crew Medical domains, this research project is mitigating program risks and generating templates and requirements to meet future training needs. Training efforts in Fiscal Year 09 (FY09) strongly focused on crew medical training, but also began exploring how Space Flight Resource Management training for Mission Operations Directorate (MOD) Flight Controllers could be integrated with systems training for optimal Mission Control Center (MCC) operations. The Training Task addresses Program risks that lie at the intersection of the following three risks identified by the Project: 1) Risk associated with poor task design; 2) Risk of error due to inadequate information; and 3) Risk associated with reduced safety and efficiency due to poor human factors design.
Future space missions will be significantly longer than current Shuttle missions and new systems will be more complex than current systems. Increasing communication delays between crews and Earth-based support means that astronauts need to be prepared to handle the unexpected on their own. As crews become more autonomous, their potential span of control and required expertise must grow to match their autonomy. It is not possible to train for every eventuality ahead of time on the ground, or to maintain trained skills across long intervals of disuse. To adequately prepare NASA personnel for these challenges, new training approaches, methodologies, and tools are required. This research project aims at developing these training capabilities. Training efforts in FY07 strongly focused on crew medical training, but also began exploring how Space Flight Resource Management training for Mission Operations Directorate (MOD) Flight Controllers could be integrated with systems training for optimal Mission Control Center operations. Beginning in January 2008, the training research effort will include team training prototypes and tools. The Training Task addresses Program risks that lie at the intersection of the following three risks identified by the Project: 1) Risk associated with poor task design; 2) Risk of error due to inadequate information; 3) Risk associated with reduced safety and efficiency due to poor human factors design.
Mixed reality technology is being used across Idaho National Laboratory (INL) to enhance training and workforce development. Projects involving mixed reality such as lockout/tagout , the Industrial Control System Laboratory , and a Department of Defense microreactor demonstration have benefited from these innovative approaches. Several key concerns exist with integrating this new technology, including ease of use, ease of setup, and maintenance through the lifecycle. These aspects need to be properly addressed to ensure that this technology remains attractive and useful to operations teams as well as engineers and researchers at INL. Primarily, this requires buy-in from information technology management, designing software/hardware-agnostic tools, and reducing friction with technology integration. To be successful, regular operational use of this new and unfamiliar technology will require straightforward user interfaces, simple setup processes, and feature-rich experiences that reduce the time needed to benefit from the technology. INL is improving its toolset to allow for a streamlined deployment and use of mixed reality technologies that are directly available to researchers and engineers.