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At least 235 records · Page 13
All sourcesNASA NTRSDOE OSTI
NASA NTRS2018

Figures of Merit Remembrances of Those Who Built an Army-NASA Collaboration and a New Age of Rotary-Wing Technology 1965-1985

The authors of this book are the Figures of Merit—the scientists, engineers, technicians, secretaries, test pilots, managers, visionaries, and leaders who built a unique interagency collaboration under the Army-NASA Joint Agreement at Ames Research Center and ushered in a new age of rotary-wing technology. The U.S. Army Aeronautical Research Laboratory (AARL) was formed in 1965 to strengthen the Army’s capabilities in aviation R&D, and the Army-NASA collaboration at Ames was intended to benefit both agencies by sharing personnel and facilities for research in areas of common interest in low-speed aviation.

Rotary-Wing Technology↗
NASA NTRS2019

Aerojet Engineering Corporation: Stimulation and Creation, 1935-1942

There are multiple published accounts of the stimulation and creation of the Aerojet Engineering Corporation that are inconsistent, incomplete, or erroneous in significant details, describing principals involved, timing, and funding of the creation process. This paper corrects the record and offers a well-documented and reliable history of the creation of the Aerojet Engineering Corporation. A small group of academic researchers and technicians, joined by an attorney, working at the California Institute of Technology (Caltech), accomplished the formation and creation of the corporation. The group of six men incorporated and served as initial officers of the Aerojet Engineering Corporation—Dr. Theodore von Karman; Dr. Frank Malina; Dr. Martin Summerfield; John Parsons; Edward Forman; and a Washington, DC, attorney, Andrew Haley. A government-funded program definition study at Caltech generated a proposal to produce a means of providing superior aircraft performance capabilities using rocketry, often referred to as jet propulsion, due to engineering disrepute of “rocketry" prior to WWII. Caltech successfully conducted flight demonstrations at March Field (Riverside, California) in the summer of 1941, leading Drs. von Karman and Malina to discuss and explore the best method to provide for production of jet-assisted takeoff (JATO) rockets with established industrial leaders, as well as industrial organizational alternatives. Von Karman, Malina, Summerfield, Parsons, and Forman continued these discussions until von Karman decided, in early 1942, to solicit the legal advice of Andrew Haley on how to proceed. After meetings at von Karman's home in Pasadena, on Haley's recommendation and using his volunteered initial corporate funding, it was agreed to incorporate the group. Articles of incorporation were drawn up by Haley and on 19 March 1942 were formally filed with the Delaware Secretary of State, establishing the Aerojet Engineering Corporation. Many accounts previously published have distorted or misreported many of the details of the process followed by the group that created the company. It is intended that this paper will be regarded as a fully researched historical account of the creation of the Aerojet Engineering Corporation. Included are the historical environment, the industrial motivations, descriptions of key players, the role of government, and the ultimate confluence of these factors with the motivation of a champion and the availability of the required resources.

Doyle, Stephen E.↗
NASA NTRS2020

History of the American Geophysical Union Atmospheric and Space Electricity Section

Atmospheric and Space Electricity (ASE) has been a part of the American Geophysical Union (AGU) since its initial founding and organization in 1919. John Fleming, who invented the vacuum tube, was the first Secretary of the AGU Terrestrial Magnetism and Atmospheric Electricity Section, and today has an AGU medal named after him. ASE played an important role in the post-World War II era of AGU, as a locus for scientific discussions regarding major ASE-related events, such as the Thunderstorm Project (1946–1949) and the 1969 Apollo 12 lightning incident. By the 1970s and 1980s, the ASE community was represented by the Committee on ASE (CASE) within the Atmospheric Sciences Section. CASE was able to bridge the gap between the fields of aeronomy and atmospheric science by sponsoring its own sessions and nominating AGU Fellow awardees. ASE business meetings at the AGU Fall and Spring Meetings lasted for hours, with anyone from the community presenting scientific ideas, field campaigns, and more - practically turning the business meeting into an ad hoc AGU session!

Lang, Timothy↗
NASA NTRS2020

History and Logic Model NASA Goddard Space Flight Center Instrument and Payload Systems Engineering Technical Performance Study

Historically, some NASA missions have exceeded schedule and cost commitments. Studies suggest technical performance is a contributor. The 1980 NASA Project Management Study concluded, "one of the most significant contributors to cost and schedule growth is inadequate definition of technical and management aspects of a program..." (as cited in GAO/NSIAD-93-97, p. 11). The 1991 NASA Roles and Missions Report identified a "need for increased emphasis on technological readiness and requirements on the front end of a program" (as cited in GAO/NSIAD-93-97, p. 11). The 1992 NASA Program Costs Report stated that NASA officials identified, among other things, "insufficient definition studies... [and] program redesigns and technical complexities" as reasons for cost and schedule overruns (GAO/NSAID-93-97, p. 11). The 2002 Task Force on Acquisition of National Security Space Programs found "requirements definition and control issues, unhealthy cost bias in proposal evaluation, widespread lack of budget reserves required to implement high risk programs on schedule, and an overall underappreciation of the importance of appropriately staffed and trained system engineering staff to manage the technologically demanding and unique aspects of space programs" (DoD, 2003, p.i.) In 2007, The NASA Office of the Chief Engineer chartered the NASA Instrument Capability Study (NICS) “to determine whether NASA instrument developers are facing challenges that impact the capability to design and build quality instruments or whether there are flaws in the acquisition strategy evidenced by schedule delays, cost overruns, and increased technical risk via design deficiencies. The... team was also chartered to determine if occurrences [are]... isolated cases or if there are generic issues... If the issues [are] found to be generic, the team [is] to offer solutions to recover such capability" (NICS Report, 2008, p. vi). The 2008 NICS Report, led by Goddard Space Flight Center (GSFC), identified challenges to instrument technical performance consistent with findings from previous reports. In 2017, the Instrument Project Division (IPD) Implementation Study was initiated to determine if there was a change in meeting schedule and cost commitments after implementing certain NICS recommendations. In 2018, the Instrument Technical Performance Study was initiated to determine the current state of Instrument Technical Performance in the GSFC Payload & Instrument Systems Engineering Branch. The purpose of the combined studies is to answer the question, "Is there a relationship between meeting NASA scientific instrument technical success and meeting schedule and cost commitments? If yes, what is the relationship?" References Department of Defense Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics. (2003). The report of the defense science board/ air force scientific advisory board joint task force on acquisition of national security space programs. Washington DC. Government Accounting Office. (1992). NASA program costs: Space missions require substantially more funding than initially estimated. GAO/NSIAD-93-97. Washington DC. National Aeronautics and Space Administration, National Oceanic and Atmospheric Agency, Department of Defense. (2008). The NASA instrument capability study final report. NP-2008-11-058-GSFC. Washington DC.

Robbins, Geraldine↗
NASA NTRS2023

Understanding Workforce Agility at NASA Kennedy Space Center

NASA leads the world in space research and provides other government agencies, educational institutions, and companies opportunities to explore, launch, and conduct research in and around space. NASA has 11 formal locations based around the United States, and each has different goals and objectives to help NASA meet its overall mission. 2004, President George Bush announced a new vision for the Space Exploration program. During his grand announcement, he discussed that the Space Shuttles would retire due to the 2003 Space Shuttle Columbia accident, where the crew and the space vehicle were lost. The Kennedy Space Center (KSC) would no longer manage the day-to-day operations of maintaining the US Space Shuttle fleet. Our NASA teams would continue working to finish the Space Shuttle program's mission to build the International Space Station. Afterward, NASA would transition to develop and test a new spacecraft, the Crew Exploration Vehicle. The third goal was to return to the moon by 2020 as the launching point for missions beyond, to get humans from lower Earth orbit to the moon and Mars. (Secretary, 2004) The KSC engineering workforce had to prepare to transition from Operational support of the Space Shuttle program to the design and development of over 50 subsystems for the future SLS and Orion Launch Systems at the Kennedy Space Center. These subsystems developed at the Kennedy Space Center Engineering Directorate followed a comprehensive design process that required several different product deliverables during various phases for each subsystem. (Schafer et al., 2013) What allowed these systems to be successful? What enabled NASA KSC to complete over 130 Artemis 1 Design Certification and System Acceptance Reviews, closing over 21,656 Requirements to deem the Artemis 1 rocket ready for launch? Little is known about the NASA engineering workforce agility characteristics that enabled the organization to transition from the Space Shuttle program that ended in 2011 and launch the Artemis Program's SLS rocket on November 16, 2022.

Workforce Agility↗
DOE OSTI2012

2012 ARPA-E Energy Innovation Summit: Profiling Foro Energy: High Power Lasers - Long Distances (Performer Video)

The third annual ARPA-E Energy Innovation Summit was held in Washington D.C. in February, 2012. The event brought together key players from across the energy ecosystem - researchers, entrepreneurs, investors, corporate executives, and government officials - to share ideas for developing and deploying the next generation of energy technologies. A few videos were selected for showing during the Summit to attendees. These "performer videos" highlight innovative research that is ongoing and related to the main topics of the Summit's sessions. Featured in this video from Foro Energy are Joel Moxley, Founder and CEO, Mark Zediker, Founder and CTO, and Paul Deutch, President and COO. Steven Chu, Secretary of Energy, also appears briefly in this video to praise the accomplishment of a high powered laser that can transmit that power long distances for faster and more powerful drilling of geothermal, oil, and gas wells.

03 NATURAL GAS↗
DOE OSTI2011

Supporting Our Nation's Nuclear Industry

On the 60th anniversary of the world's first nuclear power plant to produce electricity, Assistant Secretary for Nuclear Energy Peter Lyons discusses the Energy Department's and the Administration's commitment to promoting a nuclear renaissance in the United States.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2011

Honoring Energy Department Vets

Veterans from the Army, Air Force, Navy, Marine Corps and the National Guard who work at the Department of Energy met Wednesday with Secretary Steven Chu, who hosted more than a dozen former service members to thank them for their continued service to America.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2015

Energy Matters: An Invitation to Chat About Clean Tech Markets

Do you have questions or ideas about how the U.S. Department of Energy can better move renewable energy technologies from labs to the market, to successful full-scale deployment? Richard Kauffman, newly appointed Senior Advisor to Energy Secretary Steven Chu, and former CEO of Good Energies would like to hear them.

15 GEOTHERMAL ENERGY↗
DOE OSTI2012

2011 Presidential Early Career Awards for Scientists and Engineers: the PECASE Awards Ceremony

The winners for 2011 of the DOE PECASE Awards were recognized in a ceremony held August 01, 2012. Dr. Bill Brinkman, Director of the Office of Science introduced the main speaker, DOE Deputy Secretary Daniel B. Poneman. Leaders from across the Department and the fields of energy research and technology presented the 2011 winners. They are: Dr. Stanley Atcitty (SNL); Dr. Jeffrey W. Banks (LLNL); Dr. Amy J. Clarke (LANL); Derek R. Gaston (INL); Dr. Christopher Hirata (California Institute of Technology); Dr. Heileen Hsu-Kim (Duke University); Dr. Thomas Francisco (Jaramillo Stanford University); Dr.Pablo Jarillo-Herrero (MIT); Dr. Peter Mueller (ANL); Dr. Daniel B. Sinars (SNL); Dr. Jesse Thaler (MIT); and Dr. Heather Whitley (LLNL).

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2013

Solar Impulse's Solar-Powered Plane

Solar Impulse lands in Washington, DC at Washington Dulles International Airport as part of its journey across the United States. Secretary Ernest Moniz speaks about how advancements like those at the Department of Energy are leading the way for innovations like the solar-powered plane. Footage of the solar-powered plane courtesy of Solar Impulse.

14 SOLAR ENERGY↗
DOE OSTI2013

Breakthrough: NETL's Simulation-Based Engineering User Center (SBEUC)

The National Energy Technology Laboratory relies on supercomputers to develop many novel ideas that become tomorrow's energy solutions. Supercomputers provide a cost-effective, efficient platform for research and usher technologies into widespread use faster to bring benefits to the nation. In 2013, Secretary of Energy Dr. Ernest Moniz dedicated NETL's new supercomputer, the Simulation Based Engineering User Center, or SBEUC. The SBEUC is dedicated to fossil energy research and is a collaborative tool for all of NETL and our regional university partners.

42 ENGINEERING↗
DOE OSTI2012

Southeastern Power Administration 2012 Annual Report

Dear Secretary Moniz: I am pleased to submit Southeastern Power Administration’s (Southeastern) fiscal year (FY) 2012 Annual Report for your review. This report reflects our agency’s programs, accomplishments, operational, and financial activities for the 12-month period beginning October 1, 2011, and ending September 30, 2012. This past year, Southeastern marketed approximately 5.4 billion kilowatt-hours of energy to 487 wholesale customers in 10 southeastern states. Revenues from the sale of this power totaled about $263 million. With the financial assistance and support of Southeastern’s customers, funding for capitalized equipment purchases and replacements at hydroelectric facilities operated by the U.S. Army Corps of Engineers (Corps) continued in FY 2012. Currently, there are more than 214 customers participating in funding infrastructure renewal efforts of powerplants feeding the Georgia-Alabama-South Carolina, Kerr-Philpott, and Cumberland Systems. This funding, which totaled more than $71 million, provided much needed repairs and maintenance for aging projects in Southeastern’s marketing area. Drought conditions continued in the southeastern region of the United States this past year, particularly in the Savannah River Basin. Lack of rainfall strained our natural and financial resources. Power purchases for FY 2012 in the Georgia-Alabama-South Carolina System totaled approximately $29 million. About $8 million of this amount was for replacement power, which is purchased only during adverse water conditions in order to meet Southeastern’s customer contract requirements. Southeastern’s goal is to maximize the benefits of our region’s water resources. Competing uses of these resources will present another challenging year for Southeastern’s employees. With the cooperation and communication among the Department of Energy (DOE), preference customers, and Corps, I am certain Southeastern is positioned to meet these challenges in the future. We are committed to providing reliable hydroelectric power to preference customers, which ultimately serve more than 12 million consumers in the southeast. Sincerely, Kenneth E. Legg Administrator

Mississippi↗
DOE OSTI2011

Southeastern Power Administration 2011 Annual Report

Dear Secretary Chu: I am pleased to submit Southeastern Power Administration’s (Southeastern) fiscal year (FY) 2011 Annual Report for your review. This report reflects our agency’s programs, accomplishments, operational, and financial activities for the 12-month period beginning October 1, 2010, and ending September 31, 2011. This past year, Southeastern marketed approximately 6.2 billion kilowatt-hours of energy to 489 wholesale customers in 10 southeastern states. Revenues from the sale of this power totaled more than $264 million. With the financial assistance and support of Southeastern’s customers, funding for capitalized equipment purchases and replacements at hydroelectric facilities operated by the U.S. Army Corps of Engineers (Corps) continued in FY 2011. This funding, which totaled more than $45 million, provided much needed repairs and maintenance for aging projects in Southeastern’s marketing area. Currently, there are more than 214 customers participating in the funding efforts in the Georgia-Alabama-South Carolina, Kerr-Philpott, and Cumberland Systems of projects. Drought conditions continued in the southeastern region of the United States this past year, particularly in the Savannah River Basin. Lack of rain placed strains on our natural and financial resources. Power purchases for FY 2011 totaled approximately $38 million. About $9 million of this amount was for replacement power, which is purchased only during adverse water conditions in order to meet Southeastern’s customer contract requirements. Southeastern’s goal is to maximize the benefits of our region’s water resources. Competing uses of these resources will present another challenging year for Southeastern’s employees. With the cooperation and communication among the Department of Energy (DOE), preference customers, and Corps, I am certain Southeastern is positioned to meet these challenges in the future. We are committed to providing reliable hydroelectric power to preference customers, which ultimately serve more than 12 million consumers in the southeast.

2011↗
DOE OSTI2013

Southwestern Power Administration Annual Report 2012

Dear Secretary Moniz: I am pleased to present the financial statements and operating data for Southwestern Power Administration (Southwestern) for Fiscal Year (FY) 2012. In FY 2012, Southwestern delivered over 4.1 billion kilowatt-hours of energy to its wholesale customers in Arkansas, Kansas, Louisiana, Missouri, Oklahoma, and Texas, generating $195 million in revenue. In fulfilling its mission to market and reliably deliver renewable Federal hydroelectric power, Southwestern maintains 1,380 miles of high-voltage transmission lines, substations, and communications sites, contributing to the reliability of the regional and National electric grid. Southwestern also actively partners with the Department of Energy, the U.S. Army Corps of Engineers, Southwestern’s customers, and other Federal power stakeholders to most effectively balance their diverse interests with Southwestern’s mission while continuing to maximize Federal assets to repay the Federal investment in the 24 hydropower facilities within Southwestern’s marketing region. Southwestern is proud of its past successes, and we look forward to continuing to serve the Nation’s energy needs in the future. Sincerely, Christopher M. Turner Administrator

2012, annual report, southwestern, Arkansas, Kansa↗
DOE OSTI2013

Southwestern Power Administration Annual Report 2011

Dear Secretary Chu: I am pleased to present the financial statements and operating data for Southwestern Power Administration (Southwestern) for Fiscal Year (FY) 2011. In FY 2011, Southwestern delivered over 4.1 billion kilowatt-hours of energy to its wholesale customers in Arkansas, Kansas, Louisiana, Missouri, Oklahoma, and Texas, generating $167 million in revenue. In fulfilling its mission to market and reliably deliver renewable Federal hydroelectric power, Southwestern maintains 1,380 miles of high-voltage transmission lines, substations, and communications sites, contributing to the reliability of the regional and National electric grid. Southwestern also actively partners with the Department of Energy, the U.S. Army Corps of Engineers, Southwestern’s customers, and other Federal power stakeholders to most effectively balance their diverse interests with Southwestern’s mission while continuing to maximize Federal assets to repay the Federal investment in the 24 hydropower facilities within Southwestern’s marketing region. Southwestern is proud of its past successes, and we look forward to continuing to serve the Nation’s energy needs in the future. Sincerely, Christopher M. Turner Administrator

Arkansas, Kansas, Louisiana, Missouri, Oklahoma, T↗
DOE OSTI2012

Southwestern Power Administration Annual Report 2010

Dear Secretary Chu: I am pleased to present the financial statements and operating data for Southwestern Power Administration (Southwestern) for Fiscal Year (FY) 2010. In FY 2010, Southwestern delivered nearly 7.6 billion kilowatt-hours of energy to its wholesale customers in Arkansas, Kansas, Louisiana, Missouri, Texas, and Oklahoma, generating $189 million in revenue. In fulfilling its mission to market and reliably deliver renewable Federal hydroelectric power, Southwestern maintains 1,380 miles of high-voltage transmission lines, substations, and communications sites, contributing to the reliability of the regional and National electric grid. Southwestern also actively partners with the Department of Energy, the U.S. Army Corps of Engineers, Southwestern’s customers, and other Federal power stakeholders to most effectively balance their diverse interests with Southwestern’s mission while continuing to maximize Federal assets to repay the Federal investment in the 24 hydropower facilities within Southwestern’s marketing region. Southwestern is proud of its past successes, and we look forward to continuing to serve the Nation’s energy needs in the future. Sincerely, Christopher M. Turner Administrator

Arkansas, Kansas, Louisiana, Missouri, Texas, Okla↗
DOE OSTI2012

2012 Annual Report [WESTERN AREA POWER ADMINISTRATION]

Fiscal Year 2012 brought some tumultuous and uncertain times to Western. The utility industry and technology continued to evolve, and the demand for constant flow of power and transmission system reliability continued to increase. Western kept pace by continuing to deliver reliable, cost-based hydropower while reviewing and updating business practices that took into account how the energy industry is evolving. During this time of exponential change, Western tackled many challenges, including: Reviewing the Transmission Infrastructure Program processes and procedures; Responding to Secretary of Energy Steven Chu’s memorandum to create a modern, efficient and reliable transmission grid; Weathering record-breaking natural disasters in our service territory; Completing our role in TIP’s flagship project—the Montana Alberta Tie Ltd. transmission line; Incorporating new, far-reaching regulations and industry trends.

24 POWER TRANSMISSION AND DISTRIBUTION↗