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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 181 records · Page 10
All sourcesNASA NTRSDOE OSTI
NASA NTRS1995

Mission to Planet Earth. Strategic enterprise plan, 1995-2000

Mission to Planet Earth (MTPE) provides long-term understanding of the earth system needed to protect and improve our environment, now and for future generations. This MTPE Strategic Enterprise Plan states how NASA intends to meet its responsibility to the Nation for developing a long-term, integrated program of environmental observation in support of informed decision-making. This plan implements the NASA Strategic Plan for the MTPE Enterprise; it is the first version of a rolling 5-year plan that will be updated annually. It is consistent with the interagency program developed by the Committee on Environment and Natural Resources of the National Science and Technology Council and implemented in large part through the U.S. Global Change Research Program. This report consists of the following sections: (1) introduction; (2) scientific foundation; (3) mission (destination and purposes); (4) principle of operation (ethical and quality assurance standards); (5) customer base (to ensure that the right products and services are delivered); (6) internal and external assessments; (7) assumptions; (8) goals, objectives, and strategies; (9) linkages to other strategic enterprises; and (10) summary.

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DOE OSTI2020

Energy Options Analysis Project (Final Report)

This Bear River Band of Rohnerville Rancheria (BRB) Energy Options Analysis Project provides a rigorous and comprehensive near-term renewable energy implementation plan that aligns with the BRB’s long term strategic vision of “zero net annual utility energy consumption.” Final recommendations were arrived at by following four key project phases:A gas and electricity load assessment was conducted for all existing buildings using historic consumption data, and projected loads of new or anticipated buildings using building designs. A renewable energy resource assessment was conducted that estimated the gross generation potential of solar and wind, constrained to areas that could potentially be developed. Other renewable generation technologies were not considered feasible to meet the loads of the BRB. Demand-side efficiency and fuel switching opportunities were identified that can reduce electrical and gas consumption. These opportunities were not integrated into the load assessment in order to provide a conservative implementation plan, but are recommended to be pursued in order to cost-optimize projects during a feasibility assessment. A strategic vision advisory committee was organized and consulted when iterating on the viability of possible projects. These project phases resulted in finalizing the following three solar PV projects for the near term, which also lay the foundation for a future community-scale or multiple-facility microgrid for added resiliency. Additional solar PV on the hillside south of the Tish-Non Community Center. Solar plus battery storage microgrid at the Pump & Play fuel station. Solar PV at the Casino.

14 SOLAR ENERGY↗
DOE OSTI2012

Approaches for Planning and Implementing Sustainable Energy Growth in a Complex World: Preprint

The subject of sustainable energy development has been widely discussed and debated in recent years. However, despite widespread interest, progress toward this goal has been limited. This paper will build on current thinking related to sustainable development, energy forecasting, and complexity theory and show how past roadmapping methodologies fall short. While proposing ways of thinking aboutour responses to global changes, we consider how we can create and discover the pathways through those unpredictable changes toward high global renewables penetration.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2017

Oak Ridge National Laboratory Support of Non-light Water Reactor Technologies: Capabilities Assessment for NRC Near-term Implementation Action Plans for Non-light Water Reactors

The Oak Ridge National Laboratory (ORNL) has a rich history of support for light water reactor (LWR) and non-LWR technologies. The ORNL history involves operation of 13 reactors at ORNL including the graphite reactor dating back to World War II, two aqueous homogeneous reactors, two molten salt reactors (MSRs), a fast-burst health physics reactor, and seven LWRs. Operation of the High Flux Isotope Reactor (HFIR) has been ongoing since 1965. Expertise exists amongst the ORNL staff to provide non-LWR training; support evaluation of non-LWR licensing and safety issues; perform modeling and simulation using advanced computational tools; run laboratory experiments using equipment such as the liquid salt component test facility; and perform in-depth fuel performance and thermal-hydraulic technology reviews using a vast suite of computer codes and tools. Summaries of this expertise are included in this paper.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
NASA NTRS1976

NASA/ESA CV-990 Spacelab simulation. Appendixes: C, data-handling: Planning and implementation; D, communications; E, mission documentation

Data handling, communications, and documentation aspects of the ASSESS mission are described. Most experiments provided their own data handling equipment, although some used the airborne computer for backup, and one experiment required real-time computations. Communications facilities were set up to simulate those to be provided between Spacelab and the ground, including a downlink TV system. Mission documentation was kept to a minimum and proved sufficient. Examples are given of the basic documents of the mission.

Reller, J. O., Jr.↗
NASA NTRS1989

NASA-evolving to Ada: Five-year plan. A plan for implementing recommendations made by the Ada and software management assessment working group

At their March 1988 meeting, members of the National Aeronautics and Space Administration (NASA) Information Resources Management (IRM) Council expressed concern that NASA may not have the infrastructure necessary to support the use of Ada for major NASA software projects. Members also observed that the agency has no coordinated strategy for applying its experiences with Ada to subsequent projects (Hinners, 27 June 1988). To deal with these problems, the IRM Council chair appointed an intercenter Ada and Software Management Assessment Working Group (ASMAWG). They prepared a report (McGarry et al., March 1989) entitled, 'Ada and Software Management in NASA: Findings and Recommendations'. That report presented a series of recommendations intended to enable NASA to develop better software at lower cost through the use of Ada and other state-of-the-art software engineering technologies. The purpose here is to describe the steps (called objectives) by which this goal may be achieved, to identify the NASA officials or organizations responsible for carrying out the steps, and to define a schedule for doing so. This document sets forth four goals: adopt agency-wide software standards and policies; use Ada as the programming language for all mission software; establish an infrastructure to support software engineering, including the use of Ada, and to leverage the agency's software experience; and build the agency's knowledge base in Ada and software engineering. A schedule for achieving the objectives and goals is given.

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NASA NTRS2006

Overview of the Solar-B Mission

The Solar-B mission is a collaboration between the Japan Aerospace Exploration Agency, Institute of Space and Astronautical Science, the National Aeronautics and Space Administration (NASA) and the Particle Physics and Astronomy Research Council (PPARC) of the United Kingdom and the European Space Agency. The principal scientific goals of the mission are to understand the processes of magnetic field generation, transport and ultimate dissipation of solar magnetic fields and how the release of magnetic energy is responsible for the heating and structuring of the chromosphere and corona. The scientific payload consists of three instruments: the Solar Optical Telescope that consists of the Optical Telescope Assembly and the Focal Plane Package (FPP), the X-ray Telescope and the EUV Imaging Spectrometer Each instrument is a result of the combined talents of all the members of the international team and their design and performance is described in separate papers in this session. The instruments are designed to work together as an 'observatory' simultaneously studying the target, at which the spacecraft is pointed, at different levels in the atmosphere. The spacecraft is scheduled for launch in September 2006 from the Uchinoura Space Center into a 600 km circular, sun-synchronous, polar orbit with a nominal elevation of 97.9 degrees. The orbit provides at least two morning and two evening contacts in Japan. Morning contacts are used for recovering quick look science data and the evening contacts for uploading commands. In addition ESA will provide 15 contacts per day from the Norwegian high latitude (78deg 14' N) ground station at Svalbard. The data downloads are transmitted to the ISAS Sirius database. They will be reformatted into FITS files and archived as Level 0 data on the ISAS DARTS system and made available to the scientific community. Scientific operations will be conducted from the IS AS facility located in Sagamihara, Japan. They are separated into planning, implementation and archiving. The planning process involves monthly, weekly and daily planning meetings. All scientific data will be made available after the first six month approximately one week after its collection.

Davis, John M.↗
NASA NTRS2008

The Planning and Implementation of Test Facility Improvements

As engineering programs develop, and product testing begins, ideas for process improvement soon become obvious. Engineers envision new holding and handling fixtures. Additional custom-made support equipment may be needed. Perhaps modifications to the building or modifications to facility hardware are the order of the day. This is where a flexible creative test organization is needed. We need not be content with the status quo. All of these desired test innovations can make the difficult easy and improve the work flow. At times, implementing these new ideas demands more time or specialized expertise than test team members have. Through the coordinated use of labor resources, the needed improvements can still be made and in a timely fashion that supports program schedules. This presentation provides practical advice and a method whereby test personnel can creatively develop facility improvements and manage them from start to finish. You can control just how much time you invest and what part of your concepts you will personally design. By wisely defining the requirements and presenting them to the appropriate help sources (vendors, contractors, coworkers, and support departments), you can get the help you need to bring the improvements you have conceived, into fruition. Aspects of this presentation include defining requirements for test facility improvements, choosing labor resources, writing a statement of work, determining cost and benefits, securing department approval, coordinating procurement, managing the project, and training the end users. The process of successfully implementing test facility improvements is thoroughly explained. It has been tried, proven and improved over nearly 25 years of use. Whether considering a $50 improvement or a $50 million dollar improvement, this discussion will provide helpful pointers. Examples of improvements made through this process and their illustration will be included.

Oberlander, Larry↗
NASA NTRS2011

Implementing Strategic Planning Capabilities Within the Mars Relay Operations Service

Throughout this development and deployment process we have followed a few guiding principles: (1) Ensure ubiquitous access through ReSTful and web interfaces; (2) Design a system that is mission and even planet agnostic so that future missions may be added with little hassle, and the system itself may be redeployed for other planetary relay networks; (3) Accept constant input and feedback between mission operators and the development team to ensure that there is a useful product that may be used for years to come.

software development↗
NASA NTRS2011

Implementing Strategic Planning Capabilities Within the Mars Relay Operations Service

Since the Mars Exploration Rovers (MER), Spirit and Opportunity, began their travels across the Martian surface in January of 2004, orbiting spacecraft such as the Mars 2001 Odyssey orbiter have relayed the majority of their collected scientific and operational data to and from Earth. From the beginning of those missions, it was evident that using orbiters to relay data to and from the surface of Mars was a vastly more efficient communications strategy in terms of power consumption and bandwidth compared to direct-to-Earth means. However, the coordination between the various spacecraft, which are largely managed independently and on differing commanding timelines, has always proven to be a challenge. Until recently, the ground operators of all these spacecraft have coordinated the movement of data through this network using a collection of ad hoc human interfaces and various, independent software tools. The Mars Relay Operations Service (MaROS) has been developed to manage the evolving needs of the Mars relay network, and specifically to standardize and integrate the relay planning and coordination data into a centralized infrastructure. This paper explores the journey of developing the MaROS system, from inception to delivery and acceptance by the Mars mission users.

tactical planning↗
NASA NTRS2017

GOES-R L1b Readiness Implementation and Management Plan

A complement of Readiness, Implementation and Management Plans (RIMPs) to facilitate management of post-launch product test activities for the official Geostationary Operational Environmental Satellite (GOES-R) Level 1b (L1b) products have been developed and documented. Separate plans have been created for each of the GOES-R sensors including: the Advanced Baseline Imager (ABI), the Extreme ultraviolet and X-ray Irradiance Sensors (EXIS), Geostationary Lightning Mapper (GLM), GOES-R Magnetometer (MAG), the Space Environment In-Situ Suite (SEISS), and the Solar Ultraviolet Imager (SUVI). The GOES-R program has implemented these RIMPs in order to address the full scope of CalVal activities required for a successful demonstration of GOES-R L1b data product quality throughout the three validation stages: Beta, Provisional and Full Validation. For each product maturity level, the RIMPs include specific performance criteria and required artifacts that provide evidence a given validation stage has been reached, the timing when each stage will be complete, a description of every applicable Post-Launch Product Test (PLPT), roles and responsibilities of personnel, upstream dependencies, and analysis methods and tools to be employed during validation. Instrument level Post-Launch Tests (PLTs) are also referenced and apply primarily to functional check-out of the instruments.

Validation Readiness↗
NASA NTRS1988

Liquid rocket booster study. Volume 2, book 3, appendices 2-5: PPIP, transition plan, AMOS plan, and environmental analysis

This Preliminary Project Implementation Plan (PPIP) was used to examine the feasibility of replacing the current Solid Rocket Boosters on the Space Shuttle with Liquid Rocket Boosters (LRBs). The need has determined the implications of integrating the LRB with the Space Transportation System as the earliest practical date. The purpose was to identify and define all elements required in a full scale development program for the LRB. This will be a reference guide for management of the LRB program, addressing such requirement as design and development, configuration management, performance measurement, manufacturing, product assurance and verification, launch operations, and mission operations support.

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DOE OSTI2012

Cloud Computing Strategic Framework (FY13 - FY15)

This document presents an architectural framework (plan) and roadmap for the implementation of a robust Cloud Computing capability at Sandia National Laboratories. It is intended to be a living document and serve as the basis for detailed implementation plans, project proposals and strategic investment requests.

Arellano, Lawrence R.↗