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At least 271 records · Page 15

Strategic Project Management at the NASA Kennedy Space Center

This paper describes Project Management at NASA's Kennedy Space Center (KSC) from a strategic perspective. It develops the historical context of the agency and center's strategic planning process and illustrates how now is the time for KSC to become a center which has excellence in project management. The author describes project management activities at the center and details observations on those efforts. Finally the author describes the Strategic Project Management Process Model as a conceptual model which could assist KSC in defining an appropriate project management process system at the center.

Lavelle, Jerome P.↗

Conservation of strategic metals

A long-range program in support of the aerospace industry aimed at reducing the use of strategic materials in gas turbine engines is discussed. The program, which is called COSAM (Conservation of Strategic Aerospace Materials), has three general objectives. The first objective is to contribute basic scientific understanding to the turbine engine technology bank so that our national security is not jeopardized if our strategic material supply lines are disrupted. The second objective is to help reduce the dependence of United States military and civilian gas turbine engines on worldwide supply and price fluctuations in regard to strategic materials. The third objective is, through research, to contribute to the United States position of preeminence in the world gas turbine engine markets by minimizing the acquisition costs and optimizing the performance of gas turbine engines. Three major research thrusts are planned: strategic element substitution; advanced processing concepts; and alternate material identification. Results from research and any required supporting technology will give industry the materials technology options it needs to make tradeoffs in material properties for critical components against the cost and availability impacts related to their strategic metal content.

Joseph R. Stephens↗

Providing Levelized Cost and Waiting Time Inputs for HDV Hydrogen Refueling Station Planning: A Case Study of U.S. I-75 Corridor

Widespread use of diesel fuels in freight transportation leads to greenhouse gas (GHG) emissions that play an important role in air pollution. The air pollution, as well as the energy crisis, drives the transition from diesel fuel to cleaner and more energy-efficient fuels such as hydrogen fuels. With such a transition, the strategic planning and optimization of supporting refueling infrastructure along the national highway for heavy-duty vehicles (HDVs) become a necessity. Cost and service level are two essential factors to be considered in hydrogen refueling station location and capacity optimization. The service level in this study is assessed by the delay (waiting time) at fueling stations as well as the fueling demand fulfilled. To this end, this study presents a methodology to provide waiting time (delay) and levelized hydrogen fuel cost inputs under different station configurations (number of dispensers and fill rates) for hydrogen refueling station planning. Determining the station configurations based on the trade-off between the two inputs is further discussed. Particularly, this study points out that the levelized cost and waiting time are affected by hourly demand patterns and estimates the two inputs under different peak hour fueling demand scenarios. The results suggest that, with the same daily demand, the cost, as well as the waiting time, increases obviously with the peak hour demand. In the case study, the cost grows at least 30% when the peak hour visit frequency of the daily total visits increases from 5% (evenly distributed pattern) to 10% (the most common pattern for existing diesel fueling stations along I-75). Accounting for this peak hour effect in hydrogen refueling station planning is recommended. Overall, the waiting time model and cost analysis provide key inputs for optimizing hydrogen refueling station location and configurations based on anticipated refueling demand patterns. The paper is the second in a series that aims to build a comprehensive modeling plan and optimize hydrogen refueling infrastructure along the Interstate 75 (I-75) corridor for HDVs.

Liu, Yuandong↗

Technology development on evolutionary space station

The topics covered are presented in view graph form and include a space research and technology (R&T) mission statement and a NASA action plan. With respect to an integrated technology plan for the civil space program, the following topics are also covered: (1) an R&T strategy; (2) a NASA technology maturation strategy; (3) an Office of Space Flight (OSF) technology requirements evaluation; (4) an external technology perspectives summary; (5) a work breakdown structure; (6) critical user requirements/ strategic plan element categorization; (7) technology flight experiments; (8) proposed station paylods by thrust; and (9) an integrated traffic model

Ambrus, Judith H.↗

Responding to the US national pollinator plan: a case study in Michigan

The long‐term health of pollinators is a critical issue for the functioning of natural habitats and for agricultural production. In response to widespread public concern about the future of these ecologically and economically important animals, in 2015 the US Government released a national strategy to support pollinators, including research priorities, directives for funding, and timelines for achieving three overarching goals. Five years after this strategic plan was released, we evaluate progress toward the national targets for improved honey bee ( Apis mellifera ) overwintering survival, expanded pollinator habitat, and larger monarch butterfly ( Danaus plexippus ) populations, and find that the three goals of the plan have not yet been reached. Our research and extension programs to improve the health of honey bees, wild bees, and monarch butterflies in the US state of Michigan are described, providing opportunities to contribute to the national pollinator goals.

Bloom, Elias H.↗

Crew and Thermal Systems Division Strategic Communications Initiatives in Support of NASA's Strategic Goals: Fiscal Year 2012 Summary and Initial Fiscal Year 2013 Metrics

The NASA strategic plan includes overarching strategies to inspire students through interactions with NASA people and projects, and to expand partnerships with industry and academia around the world. The NASA Johnson Space Center Crew and Thermal Systems Division (CTSD) actively supports these NASA initiatives. At the end of fiscal year 2011, CTSD created a strategic communications team to communicate CTSD capabilities, technologies, and personnel to internal NASA and external technical audiences for collaborative and business development initiatives, and to students, educators, and the general public for education and public outreach efforts. The strategic communications initiatives implemented in fiscal year 2012 resulted in 707 in-reach, outreach, and commercialization events with 39,731 participant interactions. This paper summarizes the CTSD Strategic Communications metrics for fiscal year 2012 and provides metrics for the first nine months of fiscal year 2013.

Paul, Heather L.↗

Technology Demands of a Muon Collider and its Relation to other HEP Projects

The decadal US Particle Physics Community Planning Exercise known as “Snowmass” has released a final report. Snowmass is a scientific study to define the most important questions for the field of particle physics and identify promising opportunities to address them. The Snowmass report will serve as input for the Particle Physics Project Prioritization Panel (P5) to develop a strategic plan for U.S. particle physics that will guide the field for the next decade and R&D priorities beyond that. A broad range of proposals for future facilities have been put forward. Among them, a Muon Collider has generated considerable interest from the particle physics community. Enabling such a facility will involve solving a variety of challenges that will be briefly described in this talk.

72 PHYSICS OF ELEMENTARY PARTICLES AND FIELDS↗

Balancing renewable energy and river resources by moving from individual assessments of hydropower projects to energy system planning

As governments and non-state actors strive to minimize global warming, a primary strategy is the decarbonization of power systems which will require a massive increase in renewable electricity generation. Leading energy agencies forecast a doubling of global hydropower capacity as part of that necessary expansion of renewables. While hydropower provides generally low-carbon generation and can integrate variable renewables, such as wind and solar, into electrical grids, hydropower dams are one of the primary reasons that only one-third of the world’s major rivers remain free-flowing. This loss of free-flowing rivers has contributed to dramatic declines of migratory fish and sediment delivery to agriculturally productive deltas. Further, the reservoirs behind dams have displaced tens of millions of people. Thus, hydropower challenges the world’s efforts to meet climate targets while simultaneously achieving other Sustainable Development Goals. In this paper, we explore strategies to achieve the needed renewable energy expansion while sustaining the diverse social and environmental benefits of rivers. These strategies can be implemented at scales ranging from the individual project (environmental flows, fish passage and other site-level mitigation) to hydropower cascades to river basins and regional electrical power systems. While we review evidence that project-level management and mitigation can reduce environmental and social costs, we posit that the most effective scale for finding balanced solutions occurs at the scale of power systems. We further hypothesize that the pursuit of solutions at the system scale can also provide benefits for investors, developers and governments; evidence of benefits to these actors will be necessary for achieving broad uptake of the approaches described in this paper. We test this hypothesis through cases from Chile and Uganda that demonstrate the potential for system-scale power planning to allow countries to meet low-carbon energy targets with power systems that avoid damming high priority rivers (e.g., those that would cause conflicts with other social and environmental benefits) for a similar system cost as status quo approaches. We also show that, through reduction of risk and potential conflict, strategic planning of hydropower site selection can improve financial performance for investors and developers, with a case study from Colombia.

Opperman, Jeffrey J.↗

Secure Storage: Historical Documentation of TA-08-0032, TA-11-0036, TA-22-0016, TA-22-0023, TA-22-0025, TA-22-0035, TA-37-0006, TA-37-0009, and TA-37-0020

The U.S. Department of Energy, National Nuclear Security Administration, Los Alamos Field Office (NA-LA), is pursuing the decommissioning and demolition (D&D) of facilities contaminated with high-explosives residues at the Los Alamos National Laboratory (Laboratory or LANL). This effort affects nine facilities associated with high-explosives and detonator research, development, and storage: Technical Area (TA) 8 Facility 32 (TA-08-0032), TA-11-0036, TA-22-0016, TA-22-0023, TA-22-0025, TA-22-0035, TA-37-0006, TA-37-0009, and TA-37-0020. All nine facilities proposed for D&D have been evaluated for listing in the National Register of Historic Places (NRHP) and determined eligible. NA-LA previously requested the State Historic Preservation Officer (SHPO) to concur with the NRHP-eligibility determinations of these nine properties presented in four reports: (1) TA-08-0032 was determined eligible for listing in the NRHP in the report, From Ranching to Radiography: An Assessment of Historic Buildings at Anchor West Site (TA-8), Vol. 1 (McGehee et al. 2008a). The SHPO concurred with this eligibility determination on November 26, 2008. (2) TA-11-0036 was determined eligible for listing in the NRHP in the report, ESA Division’s Five-Year Plan: Consolidation and Revitalization at Technical Areas 3, 8, 11, and 16, Vol. 1) (McGehee et al. 2003). The SHPO concurred with this eligibility assessment on June 22, 2003. (3) TA-22-0016, TA-22-0023, TA-22-0025, and TA-22-0035 were determined eligible for listing in the NRHP in the report, DX Division’s Facility Strategic Plan: Consolidation and Revitalization at Technical Areas 6, 8, 9, 14, 15, 22, 36, 39, 40, 60, and 69, Vol. 1 (McGehee et al. 2005a). The SHPO concurred with these eligibility determinations on April 18, 2006. (4) TA-37-0006, TA-37-0009, and TA-37-0020 were determined eligible for listing in the NRHP in the report, High Explosives and the Nuclear Stockpile: An Assessment of Historic Buildings at Magazine Area C (TA-37), Vol. 1 (McGehee et al. 2008b). The SHPO concurred with these eligibility determinations on April 17, 2008. In a letter dated January 24, 2020, NA-LA acknowledged that the D&D of these nine NRHP-eligible facilities was an adverse effect that requires resolution through mitigation. NA-LA proposed the use of standard mitigation practices as defined in the Programmatic Agreement (PA) among the U.S. Department of Energy, National Nuclear Security Administration, Los Alamos Field Office, the New Mexico State Historic Preservation Office, and the Advisory Council on Historic Preservation Concerning Management of the Historic Properties at Los Alamos National Laboratory, Los Alamos, New Mexico. The PA states that adverse effects to NRHP-eligible buildings and structures will be resolved according to the standard practices defined in Part II, Section 10, of the Laboratory’s Cultural Resources Management Plan, A Plan for the Management of the Cultural Heritage at Los Alamos National Laboratory, New Mexico (Purtzer et al. 2019), and Section 2.B of Appendix D of the PA itself. The standard practice documentation package includes the following components: (1) Interior and exterior photography and production of archival-quality digital photographs; (2) Documentation and curation of historically significant equipment and artifacts; (3) A list of all known drawings for the property; (4) Reduced-scale reproductions of selected drawings for the property; (5) A location map that shows the location of the property relative to the entire Laboratory property; (6) Reproduction of historical TA maps; (7) A TA map that depicts the footprint of each eligible and non-eligible facility; and (8) An expanded historic context that uses oral-history interviews, if available. On March 3, 2020, the SHPO concurred with the adverse effect determination and the mitigation plan. The documentation package, as previously described, is provided in Volumes 1 and 2 of this report.

99 GENERAL AND MISCELLANEOUS↗

Simulated Evaluation of Strategic Conflict Management Capabilities for Urban Air Mobility Operations

Urban Air Mobility (UAM) is a new air transportation service concept to carry passengers or cargo in metropolitan areas, leveraged by innovative aircraft and automation technologies. NASA has conducted a series of simulations to evaluate the UAM concept of operations and inform the development of airspace procedures and services for UAM operations. The latest set of simulations called “X5” were conducted to test a Provider of Services for UAM (PSU) prototype that NASA developed for UAM flight planning, strategic conflict management support, and data exchange between UAM operators. In these simulations, two strategic conflict management capabilities, Demand-Capacity Balancing (DCB) and Sequencing and Scheduling (S&S), were further investigated. This paper describes the system architecture designed for the X5 simulation activities, the sequence diagram for strategic conflict management, and the simulation environment in the Dallas/Fort Worth urban area. The simulation results based on several system performance metrics for evaluation show that a sequential application of DCB and S&S effectively works to distribute traffic demand and meet sequencing and spacing criteria by assigning ground delays, compared to the DCB only and S&S only cases.

Urban Air Mobility, Strategic Conflict Management,↗

Simulated Evaluation of Strategic Conflict Management Capabilities for Urban Air Mobility Operations

Urban Air Mobility (UAM) is a new air transportation service concept to carry passengers or cargo in metropolitan areas, leveraged by innovative aircraft and automation technologies. NASA has conducted a series of simulations to evaluate the UAM concept of operations and inform the development of airspace procedures and services for UAM operations. The latest set of simulations called “X5” were conducted to test a Provider of Services for UAM (PSU) prototype that NASA developed for UAM flight planning, strategic conflict management support, and data exchange between UAM operators. In these simulations, two strategic conflict management capabilities, Demand-Capacity Balancing (DCB) and Sequencing and Scheduling (S&S), were further investigated. This paper describes the system architecture designed for the X5 simulation activities, the sequence diagram for strategic conflict management, and the simulation environment in the Dallas/Fort Worth urban area. The simulation results based on several system performance metrics for evaluation show that a sequential application of DCB and S&S effectively works to distribute traffic demand and meet sequencing and spacing criteria by assigning ground delays, compared to the DCB only and S&S only cases.

Simulation↗

Key Goals and Innovations Needed for a U.S. Compact Fusion Pilot (Final Technical Report)

Fusion energy offers the prospect of addressing the nation's energy needs and contributing to the transition to a low-carbon emission electrical generation infrastructure. Technology and research results from U.S. investments in the major fusion burning plasma experiment known as ITER, coupled with a strong foundation of research funded by the Department of Energy (DOE), position the United States to begin planning for its first fusion pilot plant. Strong interest from the private sector is an additional motivating factor, as the process of decarbonizing and modernizing the nation's electric infrastructure accelerates and companies seek to lead the way. At the request of DOE, Bringing Fusion to the U.S. Grid builds upon the work of the 2019 report Final Report of the Committee on a Strategic Plan for U.S. Burning Plasma Research to identify the key goals and innovations - independent of confinement concept - that are needed to support the development of a U.S. fusion pilot plant that can serve as a model for producing electricity at the lowest possible capital cost.

70 PLASMA PHYSICS AND FUSION TECHNOLOGY↗

An Initial Strategy for Commercial Industry Awareness of the International Space Station

While plans are being developed to utilize the ISS for scientific research, and human and microgravity experiments, it is time to consider the future of the ISS as a world-wide commercial marketplace developed from a government owned, operated and controlled facility. Commercial industry will be able to seize this opportunity to utilize the ISS as a unique manufacturing platform and engineering testbed for advanced technology. NASA has begun the strategic planning of the evolution and commercialization of the ISS. The Pre-Planned Program Improvement (P3I) Working Group at NASA is assessing the future ISS needs and technology plans to enhance ISS performance. Some of these enhancements will allow the accommodation of commercial applications and the Human Exploration and Development of Space mission support. As this information develops, it is essential to disseminate this information to commercial industry, targeting not only the private and public space sector but also the non-aerospace commercial industries. An approach is presented for early distribution of this information via the ISS Evolution Data book that includes ISS baseline system information, baseline utilization and operations plans, advanced technologies, future utilization opportunities, ISS evolution and Design Reference Missions (DRM). This information source and tool can be used as catalyst in the commercial world for the generation of ideas and options to enhance the current capabilities of the ISS.

Jorgensen, Catherine A.↗

Snowmass’21 Accelerator Frontier

Snowmass’21 is decadal particle physics community planning study. It provides an opportunity for the entire particle physics community to come together to identify and document a scientific vision for the future of particle physics in the U.S. and its international partners. Snowmass will define the most important questions for the field of particle physics and identify promising opportunities to address them. The P5, Particle Physics Project Prioritization Panel, will take the scientific input from Snowmass and develop a strategic plan for U.S. particle physics that can be executed over a 10 year timescale, in the context of a 20-year global vision for the field. Here we present the goals, progress and plans of the Snowmass’21 Accelerator Frontier.

43 PARTICLE ACCELERATORS↗

KSC Education Technology Research and Development Plan

Educational technology is facilitating new approaches to teaching and learning science, technology, engineering, and mathematics (STEM) education. Cognitive research is beginning to inform educators about how students learn providing a basis for design of more effective learning environments incorporating technology. At the same time, access to computers, the Internet and other technology tools are becoming common features in K-20 classrooms. Encouraged by these developments, STEM educators are transforming traditional STEM education into active learning environments that hold the promise of enhancing learning. This document illustrates the use of technology in STEM education today, identifies possible areas of development, links this development to the NASA Strategic Plan, and makes recommendations for the Kennedy Space Center (KSC) Education Office for consideration in the research, development, and design of new educational technologies and applications.

Odell, Michael R. L.↗

Business Plan: The Virginia Space Flight Center

The Virginia Commercial Space Flight Authority (VCSFA) was established on July 1, 1995 and codified at Sections 9-266.1 et seq., Code of Virginia. It is governed by an eleven person Board of Directors representing industry, state and local government and academia. VCSFA has designated the Center for Commercial Space Infrastructure as its Executive Directorate and Operating Agent. This Business Plan has been developed to provide information to prospective customers, prospective investors, state and federal government agencies, the VCSFA Board and other interested parties regarding development and operation of the Virginia Space Flight Center (VSFC) at Wallops Island. The VSFC is an initiative sponsored by VCSFA to achieve its stated objectives in the areas of economic development and education. Further, development of the VSFC is in keeping with the state's economic goals set forth in Opportunity Virginia, the strategic plan for jobs and prosperity, which are to: (1) Strengthen the rapidly growing aerospace industry in space based services including launch services, remote sensing, satellite manufacturing and telecommunications; and (2) Capitalize on intellectual and technical resources throughout the state and become a leader in the development of advanced technology businesses.

Reed, Billie M.↗

Wind Tunnel Management and Resource Optimization: A Systems Modeling Approach

Time, money, and, personnel are becoming increasingly scarce resources within government agencies due to a reduction in funding and the desire to demonstrate responsible economic efficiency. The ability of an organization to plan and schedule resources effectively can provide the necessary leverage to improve productivity, provide continuous support to all projects, and insure flexibility in a rapidly changing environment. Without adequate internal controls the organization is forced to rely on external support, waste precious resources, and risk an inefficient response to change. Management systems must be developed and applied that strive to maximize the utility of existing resources in order to achieve the goal of "faster, cheaper, better". An area of concern within NASA Langley Research Center was the scheduling, planning, and resource management of the Wind Tunnel Enterprise operations. Nine wind tunnels make up the Enterprise. Prior to this research, these wind tunnel groups did not employ a rigorous or standardized management planning system. In addition, each wind tunnel unit operated from a position of autonomy, with little coordination of clients, resources, or project control. For operating and planning purposes, each wind tunnel operating unit must balance inputs from a variety of sources. Although each unit is managed by individual Facility Operations groups, other stakeholders influence wind tunnel operations. These groups include, for example, the various researchers and clients who use the facility, the Facility System Engineering Division (FSED) tasked with wind tunnel repair and upgrade, the Langley Research Center (LaRC) Fabrication (FAB) group which fabricates repair parts and provides test model upkeep, the NASA and LARC Strategic Plans, and unscheduled use of the facilities by important clients. Expanding these influences horizontally through nine wind tunnel operations and vertically along the NASA management structure greatly increases the complexity of developing a model that can be used for successfully implementing a standardized management planning tool. The objective of this study was to implement an Integrated Wind Tunnel Planning System to improve the operations within the aeronautics testing and research group, in particular Wind Tunnel Enterprise. The study included following steps: Conducted literature search and expert discussions (NASA and Old Dominion University faculty), Performed environmental scan of NASA Langley wind tunnel operations as foundation for problem definition. Established operation requirements and evaluation methodologies. Examined windtunnel operations to map out the common characteristics, critical components, and system structure. Reviewed and evaluated various project scheduling and management systems for implementation, Evaluated and implemented "Theory of Constraints (TOC)" project scheduling methodology at NASA Langley wind tunnel operations together with NASA staff.

Jacobs, Derya, A.↗

Economic Metrics for Commercial Reusable Space Transportation Systems

The success of any effort depends upon the effective initial definition of its purpose, in terms of the needs to be satisfied and the goals to be fulfilled. If the desired product is "A System" that is well-characterized, these high-level need and goal statements can be transformed into system requirements by traditional systems engineering techniques. The satisfaction of well-designed requirements can be tracked by fairly straightforward cost, schedule, and technical performance metrics. Unfortunately, some types of efforts, including those that NASA terms "Programs," tend to resist application of traditional systems engineering practices. In the NASA hierarchy of efforts, a "Program" is often an ongoing effort with broad, high-level goals and objectives. A NASA "project" is a finite effort, in terms of budget and schedule, that usually produces or involves one System. Programs usually contain more than one project and thus more than one System. Special care must be taken in the formulation of NASA Programs and their projects, to ensure that lower-level project requirements are traceable to top-level Program goals, feasible with the given cost and schedule constraints, and measurable against top-level goals. NASA Programs and projects are tasked to identify the advancement of technology as an explicit goal, which introduces more complicating factors. The justification for funding of technology development may be based on the technology's applicability to more than one System, Systems outside that Program or even external to NASA. Application of systems engineering to broad-based technology development, leading to effective measurement of the benefits, can be valid, but it requires that potential beneficiary Systems be organized into a hierarchical structure, creating a "system of Systems." In addition, these Systems evolve with the successful application of the technology, which creates the necessity for evolution of the benefit metrics to reflect the changing baseline. Still, economic metrics for technology development in these Programs and projects remain fairly straightforward, being based on reductions in acquisition and operating costs of the Systems. One of the most challenging requirements that NASA levies on its Programs is to plan for the commercialization of the developed technology. Some NASA Programs are created for the express purpose of developing technology for a particular industrial sector, such as aviation or space transportation, in financial partnership with that sector. With industrial investment, another set of goals, constraints and expectations are levied on the technology program. Economic benefit metrics then expand beyond cost and cost savings to include the marketability, profit, and investment return requirements of the private sector. Commercial investment criteria include low risk, potential for high return, and strategic alignment with existing product lines. These corporate criteria derive from top-level strategic plans and investment goals, which rank high among the most proprietary types of information in any business. As a result, top-level economic goals and objectives that industry partners bring to cooperative programs cannot usually be brought into technical processes, such as systems engineering, that are worked collaboratively between Industry and Government. In spite of these handicaps, the top-level economic goals and objectives of a joint technology program can be crafted in such a way that they accurately reflect the fiscal benefits from both Industry and Government perspectives. Valid economic metrics can then be designed that can track progress toward these goals and objectives, while maintaining the confidentiality necessary for the competitive process.

Shaw, Eric J.↗