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All sourcesNASA NTRSDOE OSTI
NASA NTRSDate not supplied

Successes and Failures of Metal Additive Manufacturing for Rocket Engines

NASA has been developing additive manufacturing (AM) for various technical and programmatic advantages for complex rocket engine and aerospace components. This maturation has focused on various AM processes, new alloys, characterizing material properties, developing standards, producing demonstrator parts, and integrating AM hardware in liquid rocket engines through test-fail-fix cycles, as well as application and dissemination of lessons learned of the AM lifecycle. The importance of proper AM processing was made evident in the failure of a Laser Powder Bed Fusion (L-PBF) copper-alloy combustion chamber during a hot-fire test due to a degraded material quality. The hot-fire test aimed to demonstrate high duty cycle under a risk-tolerant development project, where consequences of component failure would be minimal. However, the unintentional component failure emphasized the necessity of robust material characterization and rigorous process control procedures for the safe use of AM components in critical applications. This presentation provides an overview of the development failure, a discussion on the evaluation of the failed chamber and supplemental chambers produced at the same time, a representative material samples that included intentional build witness lines, and a summary of the key results and recommendations from the evaluations. NASA continues to approach AM processes and designs with a level of risk and acceptance of failures that is appropriate for the project objectives, with the overall goal of safe implementation of AM technology and transferring AM technology into commercial space applications. This presentation with provide critical awareness to the community lessons learned on proper implementation of AM.

Additive Manufacturing↗
NASA NTRS2007

Best Practices for Reliable and Robust Spacecraft Structures

A study was undertaken to capture the best practices for the development of reliable and robust spacecraft structures for NASA s next generation cargo and crewed launch vehicles. In this study, the NASA heritage programs such as Mercury, Gemini, Apollo, and the Space Shuttle program were examined. A series of lessons learned during the NASA and DoD heritage programs are captured. The processes that "make the right structural system" are examined along with the processes to "make the structural system right". The impact of technology advancements in materials and analysis and testing methods on reliability and robustness of spacecraft structures is studied. The best practices and lessons learned are extracted from these studies. Since the first human space flight, the best practices for reliable and robust spacecraft structures appear to be well established, understood, and articulated by each generation of designers and engineers. However, these best practices apparently have not always been followed. When the best practices are ignored or short cuts are taken, risks accumulate, and reliability suffers. Thus program managers need to be vigilant of circumstances and situations that tend to violate best practices. Adherence to the best practices may help develop spacecraft systems with high reliability and robustness against certain anomalies and unforeseen events.

Raju, Ivatury S.↗
NASA NTRS2005

Engineering Lessons Learned and Systems Engineering Applications

Systems Engineering is fundamental to good engineering, which in turn depends on the integration and application of engineering lessons learned and technical standards. Thus, good Systems Engineering also depends on systems engineering lessons learned from within the aerospace industry being documented and applied. About ten percent of the engineering lessons learned documented in the NASA Lessons Learned Information System are directly related to Systems Engineering. A key issue associated with lessons learned datasets is the communication and incorporation of this information into engineering processes. Systems Engineering has been defined (EINIS-632) as "an interdisciplinary approach encompassing the entire technical effort to evolve and verify an integrated and life-cycle balanced set of system people, product, and process solutions that satisfy customer needs". Designing reliable space-based systems has always been a goal for NASA, and many painful lessons have been learned along the way. One of the continuing functions of a system engineer is to compile development and operations "lessons learned" documents and ensure their integration into future systems development activities. They can produce insights and information for risk identification identification and characterization. on a new project. Lessons learned files from previous projects are especially valuable in risk

Gill, Paul S.↗
NASA NTRS2018

On-Orbit Results and Lessons Learned from the ASTERIA Space Telescope Mission

The Arcsecond Space Telescope Enabling Research in Astrophysics (ASTERIA) was deployed from the International Space Station (ISS) on 20 November 2017, beginning a technology demonstration and opportunistic science mission to advance the state of the art in nanosatellite performance for astrophysical observations. The goal of ASTERIA is to achieve arcsecond-level line-of-sight pointing error and highly stable focal plane temperature control. These capabilities enable precision photometry—i.e. the careful measurement of stellar brightness over time—which in turn allows investigation of astrophysical phenomena such as transiting exoplanets. By the end of the 90-day prime mission, ASTERIA had achieved line-of-sight pointing stability of approximately 0.5 arcseconds root mean square (RMS) over 20-minute observations, pointing repeatability of 1 milliarcsecond RMS from one observation to the next, and focal plane temperature stability better than ±0.01 K over 20-minute observations. This paper presents an overview of the ASTERIA flight and ground system, summarizes the pre-delivery test campaign, and discusses the on-orbit performance obtained by the pointing and thermal control subsystems. We also describe the process for planning opportunistic science observations and present lessons learned from development and operations. Having successfully operated for over 200 days as of this writing, ASTERIA is currently in an extended mission to observe nearby bright stars for transiting exoplanets.

Seager, Sara↗
NASA NTRS2000

Volatile Removal Assembly Flight Experiment and KC-135 Packed Bed Experiment: Results and Lessons Learned

The Volatile Removal Assembly (VRA) is a high temperature catalytic oxidation process that will be used as the final treatment for recycled water aboard the International Space Station (ISS). The multiphase nature of the process had raised concerns as to the performance of the VRA in a microgravity environment. To address these concerns, two experiments were designed. The VRA Flight Experiment (VRAFE) was designed to test a full size VRA under controlled conditions in microgravity aboard the SPACEHAB module and in a 1 -g environment and compare the performance results. The second experiment relied on visualization of two-phase flow through small column packed beds and was designed to fly aboard NASA's microgravity test bed plane (KC-135). The objective of the KC-135 experiment was to understand the two-phase fluid flow distribution in a packed bed in microgravity. On Space Transportation System (STS) flight 96 (May 1999), the VRA FE was successfully operated and in June 1999 the KC-135 packed bed testing was completed. This paper provides an overview of the experiments and a summary of the results and findings.

Holder, Donald W.↗
DOE OSTI2020

Modernization of Technical Requirements for Licensing of Advanced Non-Light Water Reactors: LMP Lessons Learned, Best Practices, and Frequently Asked Questions

This report captures lessons learned, best practices, and frequently asked questions with responses gleaned from the experiences of early adopters of the LMP RIPB process. Interviews were conducted in late 2019 with five non-LWR design organizations to gather their feedback on the application of the LMP RIPB process under real production conditions. The overall feedback from the reactor developers is that the LMP RIPB process can be successfully implemented with material benefits to the designer. As with any new processes, numerous challenges and questions were relayed by the designers. These challenges have been translated into lessons learned and best practices. Those two sections address both technical and organizational aspects of implementing the LMP RIPB process. Questions that were asked by multiple designers were turned into “frequently asked questions” and responses were provided by the LMP team.

42 ENGINEERING↗
NASA NTRSDate not supplied

From BERTopic to SysML: Informing Model-Based Failure Analysis With Natural Language Processing for Complex Aerospace Systems

The development of emerging complex aerospace systems will require new approaches for capturing safety incident scenarios as early as possible in the design phase. However, for novel systems, relevant data available is limited. In this work, we propose a framework informing model-based mission assurance activities with historical incident reports, lessons learned, or other relevant engineering documents using natural language processing. In doing so, we investigate whether there is useful information in data sets that are relevant, if not identical, to the system under design and whether, through rigorous systems engineering practice, this information can be effectively leveraged through model-based failure analysis. In a worked case study, we apply state-of-the-art topic modeling techniques to two data sets, a mission relevant data set and a system relevant data set. The sets of topics are merged and interpreted to form a preliminary list of failure topics that can be used to inform the identification of off-nominal modes in the model-based failure modes and effects analysis development. Once data from the system in operation is available, it can be used to update the topics identified. By extracting information about likely failures from relevant historical data sets and utilizing model-based mission assurance to ensure relevance and rigor, unanticipated failures can be reduced, and projects can more effectively learn from past missions.

Failure Analysis↗
NASA NTRSDate not supplied

From BERTopic to SysML: Informing Model-Based Failure Analysis With Natural Language Processing for Complex Aerospace Systems

The development of emerging complex aerospace systems will require new approaches for capturing safety incident scenarios as early as possible in the design phase. However, for novel systems, relevant data available is limited. In this work, we propose a framework informing model-based mission assurance activities with historical incident reports, lessons learned, or other relevant engineering documents using natural language processing. In doing so, we investigate whether there is useful information in data sets that are relevant, if not identical, to the system under design and whether, through rigorous systems engineering practice, this information can be effectively leveraged through model-based failure analysis. In a worked case study, we apply state-of-the-art topic modeling techniques to two data sets, a mission relevant data set and a system relevant data set. The sets of topics are merged and interpreted to form a preliminary list of failure topics that can be used to inform the identification of off-nominal modes in the model-based failure modes and effects analysis development. Once data from the system in operation is available, it can be used to update the topics identified. By extracting information about likely failures from relevant historical data sets and utilizing model-based mission assurance to ensure relevance and rigor, unanticipated failures can be reduced, and projects can more effectively learn from past missions.

Failure Analysis↗
NASA NTRS2006

Advancing the practice of systems engineering at JPL

In FY 2004, JPL launched an initiative to improve the way it practices systems engineering. The Lab's senior management formed the Systems Engineering Advancement (SEA) Project in order to "significantly advance the practice and organizational capabilities of systems engineering at JPL on flight projects and ground support tasks." The scope of the SEA Project includes the systems engineering work performed in all three dimensions of a program, project, or task: 1. the full life-cycle, i.e., concept through end of operations 2. the full depth, i.e., Program, Project, System, Subsystem, Element (SE Levels 1 to 5) 3. the full technical scope, e.g., the flight, ground and launch systems, avionics, power, propulsion, telecommunications, thermal, etc. The initial focus of their efforts defined the following basic systems engineering functions at JPL: systems architecture, requirements management, interface definition, technical resource management, system design and analysis, system verification and validation, risk management, technical peer reviews, design process management and systems engineering task management, They also developed a list of highly valued personal behaviors of systems engineers, and are working to inculcate those behaviors into members of their systems engineering community. The SEA Project is developing products, services, and training to support managers and practitioners throughout the entire system lifecycle. As these are developed, each one needs to be systematically deployed. Hence, the SEA Project developed a deployment process that includes four aspects: infrastructure and operations, communication and outreach, education and training, and consulting support. In addition, the SEA Project has taken a proactive approach to organizational change management and customer relationship management - both concepts and approaches not usually invoked in an engineering environment. This paper'3 describes JPL's approach to advancing the practice of systems engineering at the Lab. It describes the general approach used and how they addressed the three key aspects of change: people, process and technology. It highlights a list of highly valued personal behaviors of systems engineers, discusses the various products, services and training that were developed, describes the deployment approach used, and concludes with several lessons learned.

process improvement↗
NASA NTRSDate not supplied

Best Practices from NASA's Open Science Response to the Satellite Needs Working Group (SNWG) Process

The Satellite Needs Working Group (SNWG) in the U.S. Group on Earth Observations (USGEO) provides dedicated analysis and advice to the Office of Science and Technology Policy (OSTP), and is charged with identifying satellite data needs across the U.S. Government agencies to which the National Aeronautics and Space Administration (NASA) responds with solutions aligning with its missions and goals. The SNWG puts out a biennial survey to the U.S. Government agencies asking a variety of questions aimed at gleaning their current needs for satellite data. NASA’s response to the SNWG since 2016 has been to serve the community at large with open science and open data products derived through the SNWG process. With the next SNWG cycle set to kick off in 2022, the NASA SNWG team has been actively working to incorporate lessons learned from the past three cycles into the NASA-side process and tools. We will discuss the best practices and tools NASA has developed in response to the SNWG survey assessment process. These assist NASA’s decisions on how best to utilize existing, and proposing new, products and services to address the needs of other U.S. agencies.

Cerese Albers↗
NASA NTRSDate not supplied

NASA's Biosentinel Mission: Lessons Learned and What's Next

In the last two years, two BioSentinel payloads were launched to space. The ISS mission launched in December 2021, and returned to the ground in August 2022 after successfully completing eight biological experiments while validating the different instruments. On the other hand, the deep space mission launched onboard Artemis I in November 2022, and is currently in a heliocentric orbit over 20 million kilometers away from the Earth. Even though all hardware subsystems were validated in deep space, the microfluidic subsystems experienced anomalies throughout the initial 6-month mission. The main goals of this presentation are (1) to present flight data from the deep space payload, including biology, fluidics, electronics, data processing, and mission operations, and (2) to discuss the lessons learned – what worked and what did not – from this unique complex mission, and how these lessons are aiding in the development of the Lunar Exploration Instrument for space biology Applications (LEIA) mission, launching to the lunar surface on a commercial lander in 2026. As of the writing of this abstract, the satellite continues to work nominally, communicating to Earth via the Deep Space Network (DSN) twice per week. Importantly, the mission received and extension to continue recording data on the deep space radiation environment on its way to solar maximum (i.e., higher probability of solar particle events). BioSentinel is supported by NASA Exploration Systems Development Mission Directorate (ESDMD).

BioSentinel↗
DOE OSTI2020

Feedback from International Decommissioning Planning Projects - 20269

Decommissioning of Nuclear Power Plants is an increasing reality in many countries with nuclear power. Already many years before final shutdown, planning of the decommissioning work is usually started in order to understand for example the costs, waste volume capacity and licensing work needed. In many countries it is required to have a final decommissioning plan before any decommissioning work is allowed to start. Westinghouse has been involved in international decommissioning planning for more than 30 years, where the first 20 years was mostly funding and preliminary plans due to that decommissioning was many years away. However, as many more plants are now moving into decommissioning, the focus has shifted to final decommissioning plans with budgets instead of funding plans, strategic decisions instead of choices, waste volume specifications instead of estimates and a defined approach instead of what ifs. Westinghouse has developed a methodology based on the planning and execution of many decommissioning projects in Europe, America and Asia. That international experience and understanding helps the customers to adopt a systematic planning process where strategy development is done with the end state in mind, where the goals are clearly outlined and the starting point described. The process and steps to reach the desired end state need to be clearly defined and all options/alternatives evaluated from a cost/benefit point of view. This is followed by a thorough and quantitative risk analysis in order to give solid recommendations and credible conclusions. One important feedback has been that real decommissioning experience from reference projects is invaluable for an efficient and timely progress in order not to spend unnecessary time and effort on understanding the barriers and links between different activities in decommissioning. Skilled project managers or engineers can drive the project forward, but without decommissioning experience previously gained, valuable lessons learned are not used and the same mistakes can be made again. Many utilities have invested in knowledge transfer from other decommissioning projects through site visits, exchange programs and supplier meetings, which is a valuable asset and way of implementing lessons learned from performed decommissioning projects into the planning process. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS1992

Integration and use of Microgravity Research Facility: Lessons learned by the crystals by vapor transport experiment and Space Experiments Facility programs

The Crystals by Vapor Transport Experiment (CVTE) and Space Experiments Facility (SEF) are materials processing facilities designed and built for use on the Space Shuttle mid deck. The CVTE was built as a commercial facility owned by the Boeing Company. The SEF was built under contract to the UAH Center for Commercial Development of Space (CCDS). Both facilities include up to three furnaces capable of reaching 850 C minimum, stand-alone electronics and software, and independent cooling control. In addition, the CVTE includes a dedicated stowage locker for cameras, a laptop computer, and other ancillary equipment. Both systems are designed to fly in a Middeck Accommodations Rack (MAR), though the SEF is currently being integrated into a Spacehab rack. The CVTE hardware includes two transparent furnaces capable of achieving temperatures in the 850 to 870 C range. The transparent feature allows scientists/astronauts to directly observe and affect crystal growth both on the ground and in space. Cameras mounted to the rack provide photodocumentation of the crystal growth. The basic design of the furnace allows for modification to accommodate techniques other than vapor crystal growth. Early in the CVTE program, the decision was made to assign a principal scientist to develop the experiment plan, affect the hardware/software design, run the ground and flight research effort, and interface with the scientific community. The principal scientist is responsible to the program manager and is a critical member of the engineering development team. As a result of this decision, the hardware/experiment requirements were established in such a way as to balance the engineering and science demands on the equipment. Program schedules for hardware development, experiment definition and material selection, flight operations development and crew training, both ground support and astronauts, were all planned and carried out with the understanding that the success of the program science was as important as the hardware functionality. How the CVTE payload was designed and what it is capable of, the philosophy of including the scientists in design and operations decisions, and the lessons learned during the integration process are descussed.

Heizer, Barbara L.↗
NASA NTRS2014

Model-Based GN and C Simulation and Flight Software Development for Orion Missions beyond LEO

For Orion missions beyond low Earth orbit (LEO), the Guidance, Navigation, and Control (GN&C) system is being developed using a model-based approach for simulation and flight software. Lessons learned from the development of GN&C algorithms and flight software for the Orion Exploration Flight Test One (EFT-1) vehicle have been applied to the development of further capabilities for Orion GN&C beyond EFT-1. Continuing the use of a Model-Based Development (MBD) approach with the Matlab®/Simulink® tool suite, the process for GN&C development and analysis has been largely improved. Furthermore, a model-based simulation environment in Simulink, rather than an external C-based simulation, greatly eases the process for development of flight algorithms. The benefits seen by employing lessons learned from EFT-1 are described, as well as the approach for implementing additional MBD techniques. Also detailed are the key enablers for improvements to the MBD process, including enhanced configuration management techniques for model-based software systems, automated code and artifact generation, and automated testing and integration.

Odegard, Ryan↗
NASA NTRS2006

Advancing the practice of systems engineering at JPL

This paper describes JPL's approach to advancing the practice of systems engineering at the Lab. It describes the people, process and technology aspects of the SEA Project, discusses the various products, services and training that were developed, describes the development approach used, and concludes with several observations or 'lessons learned'.

process improvement↗
NASA NTRS1999

Managing the Moon Program: Lessons Learned from Project Apollo

There have been many detailed historical studies of the process of deciding on and executing the Apollo lunar landing during the 1960s and early 1970s. From the announcement of President John F Kennedy on May 25, 1961, of his decision to land an American on the Moon by the end of the decade, through the first lunar landing on July 20, 1969, on to the last of six successful Moon landings with Apollo 17 in December 1972, NASA carried out Project Apollo with enthusiasm and aplomb. While there have been many studies recounting the history of Apollo, at the time of the 30th anniversary of the first lunar landing by Apollo 11, it seems appropriate to revisit the process of large-scale technological management as it related to the lunar mission. Consequently, the NASA History Office has chosen to publish this monograph containing the recollections of key partcipants in the management process. The collective oral history presented here was recorded in 1989 at the Johnson Space Center's Gilruth Recreation Center in Houston, Texas. It includes the recollections of key participants in Apollo's administration, addressing issues such as communication between field centers, the prioritization of technological goals, and the delegation of responsibility. The following people participated: George E. Muller, Owen W. Morris, Maxime A. Faget, Robert R. Gilruth, Christopher C. Kraft, and Howard W. (Bill) Tindall. The valuable perspectives of these individuals deepen and expand our understanding of this important historical event. This is the 14th in a series of special studies prepared by the NASA History Office. The Monographs in Aerospace History series is designed to provide a wide variety of investigations relative to the history of aeronautics and space. These publications are intended to be tightly focused in terms of subject, relatively short in length, and reproduced in an inexpensive format to allow timely and broad dissemination to researchers in aerospace history.

Source record↗
DOE OSTI2020

Developing Subgrantee Administrative Training for the Weatherization Assistance Program

During Fiscal Years (FY) 2019 and 2020, the National Renewable Energy Laboratory (NREL) developed a series of online trainings for the U.S. Department of Energy (DOE) Weatherization Assistance Program (WAP) to support Subgrantee administrative professionals. NREL and its subcontractor developed a series of online administrative trainings for WAP Subgrantees. In total, 29 administrative training courses were developed for WAP Subgrantees, focused on the following job roles: Weatherization Director, Fiscal Manage, Quality Assurance Manager. As of September 8, 2020, 2,840 users in nearly all WAP Grantee jurisdictions had registered with the learning management system and completed over 23,000 courses. This report provides a summary of the development process, rollout, and outreach to the WAP network, user response, and lessons learned.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS2005

Team Collaboration: Lessons Learned Report

An Agency team collaboration pilot was conducted from July 2002 until June 2003 and then extended for an additional year. The objective of the pilot was to assess the value of collaboration tools and adoption processes as applied to NASA teams. In an effort to share knowledge and experiences, the lessons that have been learned thus far are documented in this report. Overall, the pilot has been successful. An entire system has been piloted - tools, adoption, and support. The pilot consisted of two collaboration tools, a team space and a virtual team meeting capability. Of the two tools that were evaluated, the team meeting tool has been more widely accepted. Though the team space tool has been met with a lesser degree of acceptance, the need for such a tool in the NASA environment has been evidenced. Both adoption techniques and support were carefully developed and implemented in a way that has been well received by the pilot participant community.

Arterberrie, Rhonda Y.↗