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DOE OSTI2020

2018 LDRD Annual Report (Argonne National Laboratory)

Argonne National Laboratory’s Laboratory Directed Research and Development (LDRD) program encourages the development of novel technical concepts, enhances the Laboratory’s research and development (R&D) capabilities, and enables pursuit of strategic laboratory goals. Argonne’s LDRD projects are proposal based and peer reviewed, supporting ideas that require advanced exploration so they can be sufficiently developed to pursue support through normal programmatic channels. Among the aims of the projects supported by the LDRD program are the establishment of engineering proofs of principle, assessment of design feasibility for prospective facilities, development of instrumentation or computational methods or systems, and discoveries in fundamental science and exploratory development. All LDRD projects have demonstrable ties to one or more of the science, energy, environment, and national security missions of the U.S. Department of Energy (DOE) and its National Nuclear Security Administration (NNSA), and many are also relevant to the missions of other federal agencies that sponsor work at Argonne. A natural consequence of the more “applied” type projects is their concurrent relevance to industry. The LDRD program is managed in overarching portfolios, each containing multiple projects each fiscal year. The LDRD Prime portfolio is further divided into strategic focus areas aligned with Argonne’s strategic plan. The largest component of Argonne’s program is LDRD Prime, which emphasizes R&D explicitly aligned with Laboratory major initiatives in support of Argonne’s strategic plan. The choice of Focus Areas under the LDRD Prime component reflects the major initiatives; the state of development of relevant technical fields; the potential value of advancing those fields to DOE/NNSA and the nation; and the compatibility of the fields with existing facilities, capabilities, and staff expertise at Argonne. Focus Areas with projects that ended in FY18 are: Advanced Computing, Biological and Environmental Science Capability Development, Energy Manufacturing Science and Engineering, Hard X-ray Sciences, Materials and Chemistry, Securing Energy and Critical Resources, and The Universe as Our Laboratory (ULab).

99 GENERAL AND MISCELLANEOUS↗

NASA NTRS2001

ECHO Responds to NASA's Earth Science User Community

Over the past decade NASA has designed, built, evolved, and operated the Earth Observing System Data and Information System (EOSDIS) Information Management System (IMS) in order to provide user access to NASA's Earth Science data holdings. During this time revolutionary advances in technology have driven changes in NASA's approach to providing an IMS service. This paper will describe NASA's strategic planning and approach to build and evolve the EOSDIS IMS and to serve the evolving needs of NASA's Earth Science community. It discusses the original strategic plan and how lessons learned help to form a new plan, a new approach and a new system. It discusses the original technologies and how they have evolved to today.

Pfister, Robin↗

DOE OSTI2024

CORE-CM in The Greater Green River and Wind River Basins: Transforming and Advancing a National Coal Asset (Final Report)

The following document summarizes project results from “CORE-CM in the Greater Green River and Wind River Basins: Transforming and Advancing a National Coal Asset”. This project is part of the U.S. Department of Energy’s (“DOE”) National Energy Technology Laboratory’s (“NETL”) Carbon Ore, Rare Earth Elements, and Critical Minerals (CORE-CM) Initiative. This report concludes that the Greater Green River and Wind River Basins (GGRB-WRB) Area-of-Interest (AOI 9) is the ideal region for continued research and development in progressing the broader CORE-CM goals outlined by the DOE. Based upon the extensive analyses of technical, social, and community criteria, this report illustrates that the GGRB-WRB hosts numerous potential CORE-CM feedstocks (both coal- and non-coal based), diverse opportunities for utilizing existing industrial waste streams, ample infrastructure and industry to support new CORE-CM-focused technologies, and a highly motivated, well educated, and adaptable workforce to further develop the regional and national CORE-CM supply chain. Additionally, some potential solutions for technological gaps suggest that the GGRB-WRB's diverse resources can play a significant role in achieving the national goal of critical materials independence. With full community participation, meaningful involvement of regional Tribal Nations, and building upon the stakeholder engagement demonstrated here, the GGRB-WRB region presents a unique opportunity for advancing the CORE-CM Initiative. This project was designed to bring together coal-based communities and stakeholders from across the GGRB-WRB to advance new industries for CORE-CM resources. The University of Wyoming (UWyo) School of Energy Resources (SER) led a project team of experts from the Colorado Geological Survey (CGS), Colorado School of Mines (CSM), Los Alamos National Lab (LANL), and local community colleges. Input from basinal, regional, and national experts bolstered the coalition in order to advance the mission of DOE’s CORE-CM initiative and develop the domestic CORE-CM supply chain. Phase I of this project was designed to address the goal of developing and catalyzing economic growth, job creation, and technology innovation in the GGRB-WRB of Wyoming and Colorado, by increasing the supply of CORE-CM to manufacturers of non-fuel Carbon Based Products (CBP) and products reliant upon CM. The GGRB-WRB CORE-CM project worked toward providing benefit through several avenues of performance and research. • Develop a coalition team to achieve project objectives • Complete detailed assessments, including State-of-the-Art (SOTA) Data acquisition of potential CORE-CM materials across the AOI, and meaningfully contributes to DOE’s CORE-CM goals nationally. • Strategic planning for regional economic growth, job creation, and associated technology innovation around coal materials, including plans to maximize the development of potential CORE-CM resources and technology by creating regional public-private partnerships. • Define regional economic growth potential around existing strengths, energy infrastructure, business and industry, including planning for the leveraging of highly trained workforces, existing and novel coal technologies, and energy infrastructure in development of CORE-CM supply chains. • Develop a preliminary strategic plan for increasing the supply of CORE-CM materials to manufacturers of non-fuel Carbon Based Products (CBP) and products reliant upon CM, focusing on regional strengths that result in an emerging diversified CORE-CM economy. • Assemble a committed network of stakeholders and communities that learn about, accept, and grow new energy technologies within coal regions. Additionally, the project team significantly contributed to the CORE-CM Initiative’s national goals, through cross-regional scoping, collaborating with CORE-CM projects in other AOIs, and including parallel regional project experts. In addition to active inclusion and meaningful engagement and contribution to DOE-led working groups, the project team focused on engaging with regional communities including Tribal Nations, economic development groups, and regional government organizations. The project’s CORE-CM development and commercialization plan identified diverse CORECM feedstocks, potential routes towards integration with existing industries, methods for supply-chain development that leverage existing infrastructure and businesses considering the regional economy, identified entry barriers for incorporating traditional and new technologies in those supply chains, recognized opportunities for public-private partnerships to develop technology innovation centers, identified diverse workforces, and conducted stakeholder outreach and education to build a community of understanding on CORE-CM potential in the GGRB-WRB region. Detailed task descriptions can be found in each chapter.

01 COAL, LIGNITE, AND PEAT↗

NASA NTRS2021

NASA Strategy for Technology Development

At the National Aeronautics and Space Administration (NASA), foresight is a coordinated, iterative, and continual process for making informed decisions. NASA faces diverse and relatively unique challenges and opportunities as the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration. To address these challenges and leverage opportunities, NASA uses foresight to strategically plan technology development across four mission directorates: Aeronautics Research Mission Directorate, Space Technology Mission Directorate, Science Mission Directorate, and Human Exploration and Operations Mission Directorate. The mission directorates leverage a broad community of experts and partners to incorporate technology foresight into mission and program planning. Through this process NASA realizes tangible benefits to the agency’s science, technology, and exploration programs. As an independent office, NASA’s Office of the Chief Technologist (OCT) serves as a trusted authority to inform technology strategy and advocacy at the agency, enabling future missions and advancing U.S. economic competitiveness. Specifically, OCT coordinates and uses inputs from abroad community of experts, both internal and external to NASA, to inform decision making for technology plans, investments, and partnerships. OCT develops the NASA Technology Taxonomy to standardize communication across the agency’s diverse technology portfolio and the related Strategic Technology Investment Plan that integrates priorities and informs technology investment. Through these efforts, OCT has refined elements of foresight-informed strategic planning that may be applicable to other technology-driven industries where foresight is essential for resilience. This chapter describes the processes of foresight for technology development at NASA and provides insight into the value the agency derives from these processes. The chapter further describes the role of OCT as an independent advisory office that supports NASA’s efforts to capitalize on foresight and strategic technology planning. We present these examples with consideration for how organizations in defense, security, and other technology-driven industries can operationalize foresight in their own strategic technology development.

Erica Rodgers↗

NASA NTRS1993

Pathways to excellence: A Federal strategy for science, mathematics, engineering, and technology education

This Strategic Plan was developed by the Federal Coordinating Council for Science, Engineering, and Technology (FCCSET) through its Committee on Education and Human Resources (CEHR), with representatives from 16 Federal agencies. Based on two years of coordinated interagency effort, the Plan confirms the Federal Government's commitment to ensuring the health and well-being of science, mathematics, engineering, and technology education at all levels and in all sectors (i.e., elementary and secondary, undergraduate, graduate, public understanding of science, and technology education). The Plan represents the Federal Government's efforts to develop a five-year planning framework and associated milestones that focus Federal planning and the resources of the participating agencies toward achieving the requisite or expected level of mathematics and science competence by all students. The priority framework outlines the strategic objectives, implementation priorities, and components for the Strategic Plan and serves as a road map for the Plan. The Plan endorses a broad range of ongoing activities, including continued Federal support for graduate education as the backbone of our country's research and development enterprise. The Plan also identifies three tiers of program activities with goals that address issues in science, mathematics, engineering, and technology education meriting special attention. Within each tier, individual agency programs play important and often unique roles that strengthen the aggregate portfolio. The three tiers are presented in descending order of priority: (1) reforming the formal education system; (2) expanding participation and access; and (3) enabling activities.

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NASA NTRS2004

The Vision for Space Exploration

With last year's budget, NASA released a new Strategic Plan outlining a new approach to space exploration using a 'building block' strategy to explore scientifically valuable destinations across our solar system. At the same time that we released the Strategic Plan, our Nation and the NASA family also suffered the loss of the seven brave astronauts aboard the Space Shuttle Columbia. The report of the Columbia Accident Investigation Board emphasized the need for a clearer direction from which to drive NASA's human exploration agenda. On January 14, 2004, the President articulated a new vision for space exploration. You hold in your hands a new, bolder framework for exploring our solar system that builds upon the policy that was announced by the President after months of careful deliberations within the Administration. This plan does not undertake exploration merely for the sake of adventure, however exciting that may be, but seeks answers to profound scientific and philosophical questions, responds to recent discoveries, will put in place revolutionary technologies and capabilities for the future, and will genuinely inspire our Nation, the world, and the next generation. Our aim is to explore in a sustainable, affordable, and flexible manner. We believe the principles and roadmap set down in this document will stand the test of time. Its details will be subject to revision and expansion as new discoveries are made, new technologies are applied, and new challenges are met and overcome. This plan is guided by the Administration's new space exploration policy, 'A Renewed Spirit of Discovery: The President's Vision for U.S. Space Exploration,' a copy of which is provided on the following pages. NASA is releasing this plan simultaneously with NASA's FY 2005 Budget Justification. This plan is fiscally responsible, consistent with the Administration s goal of cutting the budget deficit in half within the next five years. I cannot overstate how much NASA will change in the coming years as this plan is implemented. I also cannot overstate how profound the rewards will be on this new course. With the support of Congress, the science community, the NASA civil and contractor workforce, and most importantly, the American public, we will embark on this very exciting future. When Christopher Columbus made his voyages across the Atlantic in the 15th and 16th centuries, his ships carried the inscription 'Following the light of the sun, we left the Old World.' I look forward to joining you as we follow the light of the planets and the stars into the new worlds of the 21st century.

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NASA NTRS2016

Risk-Hedged Approach for Re-Routing Air Traffic Under Weather Uncertainty

This presentation corresponds to: our paper explores a new risk-hedged approach for re-routing air traffic around forecast convective weather. In this work, flying through a more likely weather instantiation is considered to pose a higher level of risk. Current operational practice strategically plans re-routes to avoid only the most likely (highest risk) weather instantiation, and then tactically makes any necessary adjustments as the weather evolves. The risk-hedged approach strategically plans re-routes by minimizing the risk-adjusted path length, incorporating multiple possible weather instantiations with associated likelihoods (risks). The resulting model is transparent and is readily analyzed for realism and treated with well-understood shortest-path algorithms. Risk-hedged re-routes are computed for some example weather instantiations. The main result is that in some scenarios, relative to an operational-practice proxy solution, the risk-hedged solution provides the benefits of lower risk as well as shorter path length. In other scenarios, the benefits of the risk-hedged solution are ambiguous, because the solution is characterized by a tradeoff between risk and path length. The risk-hedged solution can be executed in those scenarios where it provides a clear benefit over current operational practice.

air traffic routing↗

NASA NTRS2017

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.↗

NASA NTRS2017

Integrated Demand Management: Minimizing Unanticipated Excessive Departure Delay while Ensuring Fairness from a Traffic Management Initiative

This paper introduces NASA's Integrated Demand Management (IDM) concept and presents the results from an early proof-of-concept evaluation and an exploratory experiment. An initial development of the concept was focused on integrating two systems - i.e. the FAA's newly deployed Traffic Flow Management System (TFMS) tool called the Collaborative Trajectory Options Program (CTOP) and the Time-Based Flow Management (TBFM) system with Extended Metering (XM) capabilities to manage projected heavy traffic demand into a capacity-constrained airport. A human-in-the-loop (HITL) simulation experiment was conducted to demonstrate the feasibility of the initial development of the concept by adapting it to an arrival traffic problem at Newark Liberty International Airport (EWR) during clear weather conditions. In this study, the CTOP was utilized to strategically plan the arrival traffic demand by controlling take-off times of both short- and long-haul flights (long-hauls specify aircraft outside TBFM regions and short-hauls specify aircraft within TBFM regions) in a way that results in equitable delays among the groups. Such strategic planning allows less airborne delay to occur within TBFM by feeding manageable long-haul traffic demand while reserving sufficient slots in the overhead streams for the short-haul departures. The manageable traffic demand indicates the TBFM scheduler assigns no more airborne delay than its assigned airspace is capable of absorbing. TBFM then uses its time-based metering capabilities to deliver the desirable throughput by tactically rescheduling the TBFM entered long-haul flights and short-haul departures. Additional research was also performed to explore use of Required Time of Arrival (RTA) capabilities as a potential control mechanism for the airborne flights to improve arrival traffic delivery accuracy of scheduled long-haul traffic demand. The study results show that both short- and long-haul flights received similar ground delays. In addition, there was a noticeable reduction in the total amount of excessive unanticipated last-minute ground delays, i.e. delays that are frequently imposed on the short-haul flight in current day operations due to saturation in the overhead stream, commonly referred to as 'double penalty'. Furthermore, the concept achieved the target throughput while minimizing the expected cost associated with overall delays in arrival traffic. Assessment of the RTA capabilities showed that there was indeed improvement of the scheduled entry times into TBFM regions by using RTA capabilities. However, with respect to reduction in delays incurred within TBFM, there was no observable benefit of improving the precision of long-haul flights entry times.

Collaborative Trajectory Options Program (CTOP)↗

NASA NTRS2009

The Habitat Demonstration Unit Project

This paper will describe an overview of the NASA-led multi-center Habitat Demonstration Unit (HDU) Project. The HDU project is a technology-pull project that integrates technologies and innovations from numerous NASA centers. This project will be used to investigate and validate surface architectures, operations concepts, and requirements definition. The HDU project will be part of the 2010 Desert Research and Technologies Simulations (DRATS). The purpose of this project is to develop, integrate, test, and evaluate a HDU in the context of the mission architectures and surface operation concepts. This HDU is based on the Constellation Architecture Scenario 12.1 concept of a vertically oriented habitat module. A multi-center approach with be utilized to build, integrate, and test the HDU project through a shared collaborative effort of multiple NASA centers. This project is part of the strategic plan from the ESMD Directorate Integration Office (DIO) and the Lunar Surface Systems Project Office (LSSPO) to test surface elements in a surface analog environment which includes two Lunar Electric Rovers and the HDU during the 2010 analog field test. This paper will describe the overall objectives, its various configurations, strategic plan, and technology integration as it pertains to the 2010 and 2011 field analog tests.

Kennedy, Kriss J.↗

NASA NTRS2009

Strategies For Human Exploration Leading To Human Colonization of Space

Enabling the commercial development of space is key to the future colonization of space and key to a viable space exploration program. Without commercial development following in the footsteps of exploration it is difficult to justify and maintain public interest in the efforts. NASA's exploration program has suffered from the lack of a good commercial economic strategy for decades. Only small advances in commercial space have moved forward, and only up to Earth orbit with the commercial satellite industry. A way to move beyond this phase is to begin the establishment of human commercial activities in space in partnership with the human exploration program. In 2007 and 2008, the authors researched scenarios to make space exploration and commercial space development more feasible as part of their graduate work in the Space Architecture Program at the Sasakawa International Center for Space Architecture at the University of Houston, Houston, Texas. Through this research it became apparent that the problems facing future colonization are much larger than the technology being developed or the international missions that our space agencies are pursuing. These issues are addressed in this paper with recommendations for space exploration, commercial development, and space policy that are needed to form a strategic plan for human expansion into space. In conclusion, the authors found that the current direction in space as carried out by our space agencies around the world is definitely needed, but is inadequate and incapable of resolving all of the issues that inhibit commercial space development. A bolder vision with strategic planning designed to grow infrastructures and set up a legal framework for commercial markets will go a long way toward enabling the future colonization of space.

Smitherman, David↗

NASA NTRSDate not supplied

Update on NASA’s ISRU Development and Mission Plans for the Artemis Program

In 2017, NASA initiated the Artemis program to send astronauts back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface. While much of NASA’s plans for the Artemis program currently focus on the Human Lunar Return and the ability for astronauts to explore the lunar surface for limited durations each year, the longer-term vision for the Artemis program is to enable sustained human exploration and commercial operations in cis-lunar space and the lunar surface. An important aspect of achieving this long-term vision, is to better understand and characterize the resources on the Moon and Mars and learn how to extract and use these resources. Known as In Situ Resource Utilization (ISRU), the identification, mapping, extraction, and processing of space resources has the potential to greatly reduce the cost and risk of human exploration. These are achieved by reducing what needs to be delivered from Earth and the dependency on these supplies, lowering costs through commercial operations, and expanding infrastructure for safer and more capable exploration and surface operations. To guide development of ISRU technologies and systems on the ground and demonstrate these capabilities on the Moon and Mars, the NASA Space Technology Mission Directorate (STMD) created and released the ISRU Envisioned Future Priorities (EFP) strategic plan in 2022 and updated it in 2023. While lunar ISRU technology development had already started, these publicly released strategic plans have been used to guide and prioritize technology development, and assess the progress in achieving the vision. Since the release of the ISRU EFP, there have been several significant activities/events that have occurred with respect to human lunar exploration, surface infrastructure, and ISRU. One was the release of the Artemis Architecture Definition Document Revision 1 that included ISRU as a sub-architecture. The second was the release of several STMD solicitations including the Announcement of Collaborative Opportunities (ACO) and Tipping Point (TP). The third was the release of a Request for Information for the Lunar Infrastructure Foundational Technology-1 (LIFT-1) mission with the primary objective of extracting oxygen from lunar regolith. The fourth was the release of STMD technology and capability Shortfalls, and the review, ranking by numerous stakeholders and individuals, and subsequent prioritization of the Shortfalls that will be utilized in future solicitation and development plans. This paper will provide an overview and status of on-going technology and system development activities, an update of ISRU into the Artemis campaign, an update on ISRU-related mission, and the impacts of the Shortfall prioritization.

NASA↗

NASA NTRSDate not supplied

Moon to Mars In Situ Resource Utilization (ISRU) Status Update

In 2017, NASA initiated the Artemis program to send astronauts back to the lunar surface, create a sustainable human lunar exploration program, and lead the first human exploration mission to the Mars surface. While much of NASA’s plans for the Artemis program currently focus on the Human Lunar Return and the ability for astronauts to explore the lunar surface for limited durations each year, the longer-term vision for the Artemis program is to enable sustained human exploration and commercial operations in cis-lunar space and the lunar surface. An important aspect of achieving this long-term vision, is to better understand and characterize the resources on the Moon and Mars and learn how to extract and use these resources. Known as In Situ Resource Utilization (ISRU), the identification, mapping, extraction, and processing of space resources has the potential to greatly reduce the cost and risk of human exploration. These are achieved by reducing what needs to be delivered from Earth and the dependency on these supplies, lowering costs through commercial operations, and expanding infrastructure for safer and more capable exploration and surface operations. To guide development of ISRU technologies and systems on the ground and demonstrate these capabilities on the Moon and Mars, the NASA Space Technology Mission Directorate (STMD) created and released the ISRU Envisioned Future Priorities (EFP) strategic plan in 2022 and updated it in 2023. While lunar ISRU technology development had already started, these publicly released strategic plans have been used to guide and prioritize technology development, and assess the progress in achieving the vision. Since the release of the ISRU EFP, there have been several significant activities/events that have occurred with respect to human lunar exploration, surface infrastructure, and ISRU. This presentation will provide an overview and status of on-going technology and system development activities, an update of ISRU into the Artemis campaign, an update on ISRU-related activities.

NASA↗

NASA NTRS2010

The Habitat Demonstration Unit Project Overview

This paper will describe an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) Project. The HDU project is a "technology-pull" project that integrates technologies and innovations from numerous NASA centers. This project will be used to investigate and validate surface architectures, operations concepts, and requirements definition of various habitation concepts. The first habitation configuration this project will build and test is the Pressurized Excursion Module (PEM). This habitat configuration - the PEM - is based on the Constellation Architecture Scenario 12.1 concept of a vertically oriented habitat module. The HDU project will be tested as part of the 2010 Desert Research and Technologies Simulations (D-RATS) test objectives. The purpose of this project is to develop, integrate, test, and evaluate a habitat configuration in the context of the mission architectures and surface operation concepts. A multi-center approach will be leveraged to build, integrate, and test the PEM through a shared collaborative effort of multiple NASA centers. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Lunar Surface Systems Project Office (LSSPO) to test surface elements in a surface analog environment. The 2010 analog field test will include two Lunar Electric Rovers (LER) and the PEM among other surface demonstration elements. This paper will describe the overall objectives, its various habitat configurations, strategic plan, and technology integration as it pertains to the 2010 and 2011 field analog tests. To accomplish the development of the PEM from conception in June 2009 to rollout for operations in July 2010, the HDU project team is using a set of design standards to define the interfaces between the various systems of PEM and to the payloads, such as the Geology Lab, that those systems will support. Scheduled activities such as early fit-checks and the utilization of a habitat avionics test bed prior to equipment installation into PEM are planned to facilitate the integration process.

Kennedy, Kriss J.↗

NASA NTRS2011

HDU Deep Space Habitat (DSH) Overview

This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project Deep Space Habitat (DSH) analog that will be field-tested during the 2011 Desert Research and Technologies Studies (D-RATS) field tests. The HDU project is a technology pull project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU Pressurized Excursion Module (PEM) that was field tested in the 2010 D-RATS, adding habitation functionality to the prototype unit. The 2010 configuration of the HDU-PEM consisted of a lunar surface laboratory module that was used to bring over 20 habitation-related technologies together in a single platform that could be tested as an advanced habitation analog in the context of mission architectures and surface operations. The 2011 HDU-DSH configuration will build upon the PEM work, and emphasize validity of crew operations (habitation and living, etc), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The HDU project consists of a multi-center team brought together in a skunkworks approach to quickly build and validate hardware in analog environments. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 analog field test will include Multi Mission Space Exploration Vehicles (MMSEV) and the DSH among other demonstration elements to be brought together in a mission architecture context. This paper will describe overall objectives, various habitat configurations, strategic plan, and technology integration as it pertains to the 2011 field tests.

Kennedy, Kriss J.↗

NASA NTRS2006

Ultra reliability at NASA

Ultra reliable systems are critical to NASA particularly as consideration is being given to extended lunar missions and manned missions to Mars. NASA has formulated a program designed to improve the reliability of NASA systems. The long term goal for the NASA ultra reliability is to ultimately improve NASA systems by an order of magnitude. The approach outlined in this presentation involves the steps used in developing a strategic plan to achieve the long term objective of ultra reliability. Consideration is given to: complex systems, hardware (including aircraft, aerospace craft and launch vehicles), software, human interactions, long life missions, infrastructure development, and cross cutting technologies. Several NASA-wide workshops have been held, identifying issues for reliability improvement and providing mitigation strategies for these issues. In addition to representation from all of the NASA centers, experts from government (NASA and non-NASA), universities and industry participated. Highlights of a strategic plan, which is being developed using the results from these workshops, will be presented.

risk↗

DOE OSTI2024

New Roadmap for Microelectronics: Charting the Semiconductor Industry's Path Over the Next 5, 10, and 20 Years

In the past, the role of strategic planning for semiconductor industry was met by the International Technology Roadmap for Semiconductors (ITRS), serving as a guiding light that provided manufacturers, designers, equipment suppliers, and researchers with direction years in advance. By providing a common framework for coordination across semiconductor industry stakeholders, technology development efforts were efficient and aligned. However, the dissolution of the ITRS in 2015 left a void, leading to years of disjointed efforts. Recognizing the need for unified guidance, the industry rallied for the creation of a new strategic plan, the Microelectronics and Advanced Packaging Technologies (MAPT) Roadmap (2023) was developed, through the efforts of hundreds of industry, academic and government experts, to provide detailed strategies for achieving these goals. This comprehensive plan outlines ambitious goals for the industry's future.

HPC, Roadmap, AI, Liquid Cooling, Power, Silicon, ↗

DOE OSTI2023

Hydropower Resilience Database for Assessing Microgrid Formation Capability and Enhancing Power Grid Resilience

In the face of increasing frequency of extreme events, enhancing resilience and reliability of energy infrastructure demands innovative solutions. Hydropower, with its inherent generation flexibility and grid-forming capability, offers significant potential for enhancing power grid resilience through the establishment of microgrids. To enable informed decision-making and strategic planning, we present the Hydropower Resilience Database (HRD) that integrates data from various sources such as Oakridge National Laboratory (ORNL) HydroSource, National Inventory of Dams, and US Western Grid database. By integrating relevant information on hydropower plant characteristics, including dams, reservoirs, and connected electrical grid, this resource enables hydropower plant owners, utilities, and community stakeholders to identify and evaluate the feasibility of using hydropower resources in microgrids to support nearby communities and critical infrastructure in various challenging scenarios. Using HRD, a set of metrics are evaluated to quantify the capability of hydropower plants to support essential microgrid functions. An interactive tool is developed using ArcGIS, enabling the visualization and analysis using HRD. Our research contributes to strategic planning efforts for fortifying energy infrastructure, ensuring reliable power supply during disruptions, and advancing the development of robust and resilient energy systems in regions susceptible to grid vulnerabilities.

13 HYDRO ENERGY↗