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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 253 records · Page 14

All sources NASA NTRS DOE OSTI

NASA NTRS2017

Introduction to the Navigation Team: Johnson Space Center EG6 Internship

The EG6 navigation team at NASA Johnson Space Center, like any team of engineers, interacts with the engineering process from beginning to end; from exploring solutions to a problem, to prototyping and studying the implementations, all the way to polishing and verifying a final flight-ready design. This summer, I was privileged enough to gain exposure to each of these processes, while also getting to truly experience working within a team of engineers. My summer can be broken up into three projects: i) Initial study and prototyping: investigating a manual navigation method that can be utilized onboard Orion in the event of catastrophic failure of navigation systems; ii) Finalizing and verifying code: altering a software routine to improve its robustness and reliability, as well as designing unit tests to verify its performance; and iii) Development of testing equipment: assisting in developing and integrating of a high-fidelity testbed to verify the performance of software and hardware.

Gualdoni, Matthew↗

NASA NTRS2017

WCRP Task Team for the Intercomparison of Reanalyses (TIRA): Motivation and Progress

Reanalyses have proven to be an important resource for weather and climate related research, as well as societal applications at large. Several centers have emerged to produce new atmospheric reanalyses in various forms every few years. In addition, land and ocean communities are producing disciplinary uncoupled reanalyses. Current research and development in reanalysis is directed at (1) extending the length of reanalyzed period and (2) use of coupled Earth system models for climate reanalysis. While WCRPs involvement in the reanalyses communities through its Data Advisory Council (WDAC) has been substantial, for example in organizing international conferences on reanalyses, a central team of reanalyses expertise is not in place in the WCRP structure. The differences among reanalyses and their inherent uncertainties are some of the most important questions for both users and developers of reanalyses. Therefore, a collaborative effort to systematically assess and intercompare reanalyses would be a logical progression that fills the needs of the community and contributes to the WCRP mission. The primary charge to the TIRA is to develop a reanalysis intercomparison project plan that will attain the following objectives.1)To foster understanding and estimation of uncertainties in reanalysis data by intercomparison and other means 2)To communicate new developments and best practices among the reanalyses producing centers 3)To enhance the understanding of data and assimilation issues and their impact on uncertainties, leading to improved reanalyses for climate assessment 4)To communicate the strengths and weaknesses of reanalyses, their fitness for purpose, and best practices in the use of reanalysis datasets by the scientific community. This presentation outlines the need for a task team on reanalyses, their intercomparison, the objectives of the team and progress thus far.

WDA↗

NASA NTRS2016

Independent Navigation Team Contribution to New Horizons' Pluto System Flyby

The New Horizons spacecraft made it closest approach to Pluto on 14 July 2015. The most significant challenge of this mission was that the Pluto system ephemeris was initially known with a precision of ~1000 km. This needed to be improved significantly on approach in order to meet the science requirements. During the final six months leading to the flyby, a JPL Independent Navigation (INAV) Team was included in the ephemeris knowledge update process as a cross-check on the Project Navigation (PNAV) Team's results. This paper discusses the INAV team's experiences and challenges navigating New Horizons through the Pluto planetary system encounter.

orbit determination↗

NASA NTRS2019

Mission Operations Working Group (MOWG) Report to the Aura Science Team

This presentation provides mission operations status for the Earth Observing System (EOS) Aura satellite to the Aura Science Team community. It is a summary of the splinter meeting held between the Aura Flight Operations Team (FOT) and the Instrument Operations Teams (IOT). The material covers highlights of activities, any significant issues or concerns, and future plans of the mission and instruments.

Fisher, Dominic M.↗

NASA NTRS2019

Advancing Aircraft Operations in a Net-Centric Environment with the Incorporation of Increasingly Autonomous Systems and Human Teaming

NextGen has begun the modernization of the nation’s air transportation system, with goals to improve system safety, increase operation efficiency and capacity, provide enhanced predictability, resilience and robustness. With these improvements, NextGen is poised to handle significant increases in air traffic operations, more than twice the number recorded in 2016, by 2025.1 NextGen is evolving toward collaborative decision-making across many agents, including automation, by use of a Net-Centric architecture, which in itself creates a very complex environment in which the navigation and operation of aircraft are to take place. An intricate environment such as this, coupled with the expected upsurge of air traffic operations generates concern respecting the ability of the human-agent to both fly and manage aircraft within. Therefore, it is both necessary and practical to begin the process of increasingly autonomous systems within the cockpit that will act independently to assist the human-agent achieve the overall goal of NextGen. However, the straightforward technological development and implementation of intelligent machines into the cockpit is only part of what is necessary to maintain, at minimum, or improve human-agent functionality, as desired, while operating in NextGen. The full integration of Increasingly Autonomous Systems (IAS) within the cockpit can only be accomplished when the IAS works in concert with the human, formulating trust between the two, thereby establishing a team atmosphere. Imperative to cockpit implementation is ensuring the proper performance of the IAS by the development team and the human-agent with which it will be paired when given a specific piloting, navigation, or observational task. Described in this paper are the steps taken, at NASA Langley Research Center, during the second and third phases of the development of an IAS, the Traffic Data Manager (TDM), its verification and validation by human-agents, and the foundational development of Human Autonomy Teaming (HAT) between the two.

Houston, Vincent E.↗

NASA NTRSDate not supplied

Analyzing Natural Language Context in Human-Machine Teaming using Supervised Machine Learning

Building a foundation for trustworthiness and trust verification in multi-asset teaming is the research challenge of Autonomy Teaming and TRAjectories for Complex Trusted Operational Reliability (ATTRACTOR). The Design Reference Mission (DRM) for ATTRACTOR is a search and rescue mission objective governed by a multi-member team consisting of human and machine operators. A crucial component to the effort is the communication between humans and autonomous agents throughout both planning and execution stages of the mission. Intuitive communication methods and modalities are posited as critical enablers for certifying trust and trustworthiness. This paper reports on the data collection and analysis conducted in support of the Human Informed Natural-language GANs Evaluation (HINGE)project to attain explainable and trusted communication between human-machine assets. Two identically curated image description datasets were acquired for HINGE, both consisting of two unique input modalities (typed vs. verbal) and retrieved in two distinct contexts (general vs. specific). The gathered datasets were assessed and compared using Parts-of-Speech (POS)features, sentence similarity metrics, and linguistic analysis. Then, the datasets were modeled and tested separately and in combination with one another using machine learning algorithms. The comparison and testing results reveal a superior dataset, by which a preferred context and input is understood, for generating image representations of missing persons using a Generative Adversarial Network (GAN).

Bryan A Barrows↗

NASA NTRSDate not supplied

Enabling Advanced Air Mobility Operations through Appropriate Trust in Human-Autonomy Teaming: Foundational Research Approaches and Applications

Emerging Advanced Air Mobility(AAM)operations will be enabled by increasingly autonomous systems, requiring technologies to take on more responsibilities and fundamentally altering traditional human-automation interaction paradigms. The growing reliance on higher levels of automation will necessitate research to identify capabilities and principles that facilitate humans and machines working and thinking better together, i.e., human-autonomy teaming (HAT). Trust is an inherent requirement in effective teams because when members work interdependently, those agents (human, automation) must be willing to accept a level of risk to rely upon each other to reach goals and contribute to team tasks. This work provides an initial approach to enabling AAM operations through appropriate trust within HAT. The main contributions of this approach resides in connecting the construct of trust to mental models. Using the outlined mental model approach, we propose novel HAT strategies, such as Adaptive Trust Calibration, and preview planned research activities derived from this approach. Additionally, we propose several practical applications that can currently be employed by AAM development communities.

Eric T Chancey↗

NASA NTRSDate not supplied

Intercenter Systems Analysis Team (ISAT) Overview

This presentation provides an overview of the Intercenter Systems Analysis Team (ISAT). It summarizes the team mission, types of studies conducted by the team, and the members.

Systems Analysis↗

NASA NTRS2021

NASA Academy Summer 2021 Equipment Development Team Report

Wildfires have become increasingly frequent, widespread, intense, and destructive. The 2021 NASA Academy at Langley Research Center was given the task of applying NASA technology to the challenges faced by wildland firefighting professionals. The Equipment Development Team focused on developing tools that could be deployed to make the work of wildland firefighters safer and more effective. The team developed both a conceptual design and a prototype of a lightweight respirator with air cooling capabilities. The team also researched body-worn biometric and environmental sensors, identifying a suite of sensors that could predict and alert firefighters to dangerous physical and environmental conditions. This report outlines the results of these activities, and analyzes each component of the systems, identifying challenges, possible technological solutions, and their feasibility.

Kilarendha Sundling↗

NASA NTRS2022

Lithological variation of asteroid Ryugu samples returned by the Hayabusa 2 spacecraft: Assessment from the 18 particles distributed to the initial analysis “Stone” team

JAXA’s Hayabusa2 spacecraft successfully returned~5.4g of C-type asteroid Ryugu materials on Dec. 2020 [e.g., 1] and the recovered samples were extensively analyzed by initial analysis teams and Phase2 curation teams. The reported results show that Ryugu samples are similar to CI chondritesin chemistry and mineralogy, showing evidence for aqueous alteration in the parent body [e.g., 2,3]. As a “stone” team of the initial analysis, we received 18coarse particles (>1 mm) of Ryugu samples to characterize their mineralogy and petrology. We found that the samples were breccias of mm-to-sub mm size clasts. All of the clasts are mainly composed of Mg-Fe phyllosilicates, but the alteration degree appears slightly different from one clast to another. Here we report a lithological variation of Ryugu samples to propose their reasonable lithological classification based upon different mineral assemblages and to discuss the formation and evolution of the Ryugu parent body.

Michael E Zolensky↗

NASA NTRSDate not supplied

The NASA DEVELOP Model: Multidisciplinary Teams Conduct Interdisciplinary Projects to Produce Transdisciplinary Outcomes

The DEVELOP Program, part of NASA’s Earth Applied Sciences’ Capacity Building Program, conducts 50-70 feasibility studies each year that utilize Earth observations to address local decision-making challenges and help inform action. DEVELOP uses these projects as the mechanism to build skills in its participants and partner organizations to assess and apply satellite data insights to environmental decision-making processes. While organized by thematic focus (ex. water resource management, ecological forecasting, disaster management), projects use a multidisciplinary team approach with teams of students, recent graduates, early career professionals, and transitioning career professionals, bringing different disciplines, life experience, and perspectives to execute projects that have been collaboratively designed with end-user partner organizations (federal agencies, state and local governments, non-profit and for-profit organizations, and international organizations). Projects are interdisciplinary in nature as they integrate methods from multiple disciplines, with a focus on the incorporation of satellite data with other data sources such as socioeconomic and demographic data, in situ measurements, model outputs, and partners’ knowledge, and take place under the guidance of science advisors from NASA, academia, and other partner organizations. The culmination of these multidisciplinary teams working on projects that draw from interdisciplinary methods and approaches, is a transdisciplinary solution for the partner organizations to explore further for potential adoption. This presentation will highlight the DEVELOP model of co-production and collaboration, lessons learned integrating people and project methodologies, and impact assessment activities surrounding the program’s efforts.

Capacity Building↗

NASA NTRSDate not supplied

Artemis Internal Science Team: Mission Planning Update

As eloquently outlined in the Artemis III Science Definition Team (A3SDT) Report, the definitive statement of science priorities for the first crewed landing of the Artemis program, the return of astronauts to the surface of the Moon is expected to yield paradigm-shifting scientific advances across a wide array of scientific disciplines while facilitating the creation of a thriving cislunar economy. To help establish a cohesive management for the Artemis campaign, the NASA Science Mission Directorate (SMD) and the Exploration Systems Development Mission Directorate (ESDMD) have established an Artemis Internal Science Team to complement future competed surface geology and payload science teams while executing critical programmatic functions at the point of hardware element interface decisions. Here, we describe aspects of Artemis III mission planning, specifically the current progress towards selection of candidate exploration regions for the Artemis III mission.

Artemis↗

DOE OSTI2012

Exploration and Resource Assessment at Mountain Home Air Force Base, Idaho Using an Integrated Team Approach

The U.S. Air Force is facing a number of challenges as it moves into the future, one of the biggest being how to provide safe and secure energy to support base operations. A team of scientists and engineers met at Mountain Home Air Force Base near Boise, Idaho, to discuss the possibility of exploring for geothermal resources under the base. The team identified that there was a reasonable potential for geothermal resources based on data from an existing well. In addition, a regional gravity map helped identify several possible locations for drilling a new well. The team identified several possible sources of funding for this well—the most logical being to use U.S. Department of Energy funds to drill the upper half of the well and U.S. Air Force funds to drill the bottom half of the well. The well was designed as a slimhole well in accordance with State of Idaho Department of Water Resources rules and regulations. Drilling operations commenced at the Mountain Home site in July of 2011 and were completed in January of 2012. Temperatures increased gradually, especially below a depth of 2000 ft. Temperatures increased more rapidly below a depth of 5500 ft. The bottom of the well is at 5976 ft, where a temperature of about 140°C was recorded. The well flowed artesian from a depth below 5600 ft, until it was plugged off with drilling mud. Core samples were collected from the well and are being analyzed to help understand permeability at depth. Additional tests using a televiewer system will be run to evaluate orientation and directions at fractures, especially in the production zone. A final report on the well exploitation will be forthcoming later this year. The Air Force will use it to evaluate the geothermal resource potential for future private development options at Mountain Home AFB.

15 GEOTHERMAL ENERGY↗

DOE OSTI2012

West Virginia Full-Scale Solar Energy Team Growing the Mountain State Energy Economy by Reaching our Full Solar Potential

The WV Team will design and demonstrate a complete set of systems and processes for automating the identification of residential and light commercial solar opportunities, evaluating project finance options, securing permits and arranging for interconnections to the utility grid. These operations will be supported by the predictive qualification and feasibility of residential and light commercial solar energy opportunities in WV based on the current solar LCOE and potential state-wide policy initiatives. Through the WV Department of Commerce and its Division of Energy, the WV Team will coordinate with all 55 county development authorities in West Virginia, as well as a number of local and municipal authorities responsible for zoning and building code ordinances to support and implement a statewide, integrated set of regulations and administrative services. Additionally the WV Team will work with the State administration and legislature to develop incentives that will promote the financing of residential and light commercial solar projects.

14 SOLAR ENERGY↗

DOE OSTI2019

System and method for operator control of heterogeneous unmanned system teams

A control architecture and associated control methods are under development to allow a single user to control a team of multiple heterogeneous UMS as they conduct multi-faceted (i.e. multi-objective) missions in real time is disclosed. The control architecture is hierarchical, modular and layered and enables operator interaction at each layer, ensuring the human operator is in close control of the unmanned team at all times. The architecture and key data structures are introduced. Two approaches to distributed collaborative control of heterogeneous unmanned systems are described, including an extension of homogeneous swarm control and a novel application of distributed model predictive control. Initial results are presented, demonstrating heterogeneous UMS teams conducting collaborative missions.

47 OTHER INSTRUMENTATION↗

DOE OSTI2016

High Performance Teams Enable Mission Success for SRNL - 16363

The accomplishment of the DOE EM mission of cleaning up the radioactive waste generated as a byproduct of the development and maintenance of nuclear materials over the last 60 years is a daunting task. SRNL specializes in working directly with the 'owners' of the cleanup challenges to identify the desired outcome and develop a solution that can be put into practice. 'We put science to work' is not just a 'tag line' rather it is a concise statement of our values and approach to applying science and engineering to the cleanup objectives. The management of radioactive waste poses multi-decade challenges to DOE EM and the Nation. The ability to harness the depth of knowledge, experience, expertise and passion for safely and effectively solving the technical challenges has reached a critical junction. Perhaps too late to be a natural and organic transition the industry finds itself critically devoid of resources to effectively and efficiently keep focused on the highest order task: cleanup. When project managers plan the resources necessary to perform the planned scope they typically are focused on financial, human, and industrial resources that would be beneficial to project execution. The critical shortage we will be evaluating is experienced and skilled leaders, mentors and coaches in the workforce. The production of educated scientists and engineers is a primary focus at all levels of educational institutions with Science Technology Engineering and Mathematics (STEM) focused curricula beginning in elementary school. The need for leaders who are skilled in inspiring organizational creativity, adept in harnessing and focusing individual energy while effectively communicating to the work force and the clientele equally compelling messages, has never been greater, or their absence in the workforce more ominous. Managers trained in the classical management theory (insert references here) are aging out of the workforce. In many cases these managers have not retained close connection to advancements in their primary field of study but rather have succumbed to the administrivia burdens that typify highly regulated work. The current technically trained workforce while interested in the 'perks' of management (i.e. visibility, pay increases, advancing status) are driven to keep close connection to their technical 'roots' as a fall-back plan should they need to change their career path either by choice or necessity. The challenge is how to achieve the productive hum of a finely tuned organizational model that blends executive vision and drive with technical leadership and excellence in execution. If any of these three tenets of a high performance team falters the ability to recover erodes the performance of the team and begins to weaken the cultural foundation essential to sustaining high performance work teams. At SRNL, recognition of the need to adapt the management dynamics and the business model and to harness the energy of the workforce to sustain - and in fact increase - the level of performance is a driving force in the transformation of the organization. Examples of changes in organizations structure, business systems and employee engagement are discussed as they relate to the impact on accomplishing the cleanup mission and fostering the next generation of great leaders and innovators. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2018

Environmental Management Waste Management Facility Operations Team Commitment to Safety - 18546

The Environmental Management Waste Management Facility (EMWMF) is an above-grade waste disposal facility that is owned by DOE and operated by URS | CH2M Oak Ridge LLC (UCOR), a contractor to DOE's Oak Ridge Office of Environmental Management. The EMWMF landfill is located on the Oak Ridge Reservation (ORR) and has a 2.18 M cubic yard capacity. EMWMF is a key component of the cost-effective ORR cleanup program and accepts remediation waste from across the ORR. Multiple low-level and low-level mixed CERCLA waste streams are disposed at EMWMF, mostly as direct-dumped demolition and remediation debris. EMWMF receives and disposes of a myriad of contaminated waste streams and waste types, including massive structural steel from some of the largest buildings ever constructed, contaminated soils from legacy disposal areas, containers that must be grouted under negative pressure, and special waste that must be tightly controlled. Support activities include managing several million gallons of landfill wastewater per year and driving around 20,000 miles per year to transport leachate to a treatment facility. Even with the wide range of waste accepted and the diversity of support activities, EMWMF Operations has maintained an impressive safety record of no lost workday cases in nearly 16 years of continuous operation and was recently awarded the National Safety Council's Superior Safety Performance Award. This safety record is a testament to the commitment to safety by both workers and management. Several factors are key to the EMWMF Operations safety record. UCOR senior management established safety as a priority and allocates proper funding and resources. EMWMF Operations management embraces safety as an integral part of the work and also 'walks the talk'-emphasizing safety over productivity and showing personal commitment to safety. A stable workforce promotes a culture where safety is valued and helps train new personnel in this culture. The UCOR integrated safety management approach to work control is fully embraced, where worker feedback is highly valued and used to better identify and control job hazards. Finally, job supervisors actively encourage input. Worker concerns, suggestions, and observations are encouraged and positively addressed. As a result, the entire Operations Team is committed to identifying and mitigating hazards. This team commitment to safety results in a culture where safety is not only valued, but is expected. Safety concerns are identified and addressed proactively, and communication is encouraged. This strong safety culture and outstanding safety record have also proven to be good business, with the facility available to receive waste 99.6% of available work hours and outstanding turnaround times on waste shipments. The EMWMF Operations team commitment to safety can be used in other environments to develop an engaged, safety-conscious workforce. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2025

Report of the 2025 Workshop on Next-Generation Ecosystems for Scientific Computing: Harnessing Community, Software, and AI for Cross-Disciplinary Team Science

This report summarizes insights from the 2025 Workshop on Next-Generation Ecosystems for Scientific Computing: Harnessing Community, Software, and AI for Cross-Disciplinary Team Science, which convened more than 40 experts from national laboratories, academia, industry, and community organizations to chart a path toward more powerful, sustainable, and collaborative scientific software ecosystems. To address urgent challenges at the intersection of high-performance computing (HPC), AI, and scientific software, participants envisioned agile, robust ecosystems built through socio-technical co-design—the intentional integration of social and technical components as interdependent parts of a unified strategy. This approach combines advances in AI, HPC, and software with new models for cross-disciplinary collaboration, training, and workforce development. Key recommendations include building modular, trustworthy AI-enabled scientific software systems; enabling scientific teams to integrate AI systems into their workflows while preserving human creativity, trust, and scientific rigor; and creating innovative training pipelines that keep pace with rapid technological change. Pilot projects were identified as near-term catalysts, with initial priorities focused on hybrid AI/HPC infrastructure, cross-disciplinary collaboration and pedagogy, responsible AI guidelines, and prototyping of public-private partnerships. This report presents a vision of next-generation ecosystems for scientific computing where AI, software, hardware, and human expertise are interwoven to drive discovery, expand access, strengthen the workforce, and accelerate scientific progress.

97 MATHEMATICS AND COMPUTING↗