SEARCH · Engineering Papers
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.
Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.
The 2023 Partnerships Impact Report highlights high-impact, non-DOE partner projects from the year, outlines important long-standing partnerships, shares testimonials from partners, and introduces the Strategic Partnerships Office team.
This paper describes a research-practice partnership involving twenty elementary teachers and a support team of university researchers and K-12 learning specialists. Over five years, the partnership explored ways to highlight and to expand computational thinking within math and science instruction. The project sought to increase student awareness, confidence, and fluency with computational thinking as a problem-solving approach, with particular attention to students from groups historically underrepresented in computer science. Based on feedback from across the partnership – together with analysis of student attitude and problem-solving data – this experience report identifies successes, challenges, and recommendations for future study.
Partnerships is an important part of doing business at NASA. NASA partners with external organizations to access capabilities under collaborative agreements; enters into agreements for partner access to NASA capabilities; expand overall landscape of space activity; and spurring innovation. The U.S. national policy on commercial space is to develop a robust and competitive U.S. commercial space sector and to energize competitive domestic industries to participate in global markets. Commercial space must be competitive, while the government has other priorities such as safety, jobs, etc. NASA partnerships consist of Reimbursable and Non-Reimbursable Space Act Agreements. Partnerships at Ames aligns with Ames' core competencies, and Partners often office in the NASA Research Park, which is an established regional innovation cluster that facilitates commercialization and services as a technology accelerator via onsite collaborations between NASA and its partners.
Cities have become increasingly recognized as key sites for climate research and action. Recently, these efforts have been significantly advanced through science-policy-practice partnerships. The objective of this paper is to assess how these partnerships are structured, the research and action agenda that underpins them, and how this agenda is being articulated and implemented. The assessment also helps to define some of the conceptual and operational gaps faced by the science-policy-practice community and how they can be addressed. The work evaluates the critical conditions for promoting these advances including the definition and fulfillment of knowledge needs, the integration of different perspectives and approaches, establishment of pathways to finance the urban climate research and action community, and creation and promotion of new partnerships. The paper concludes with a series of strategies and recommendations for how targeted policy adjustments can accelerate and support the production of actionable knowledge and this integrated researcher-policymaker-practitioner community.
The Global Climate Action Partnership (GCAP; formerly the Low Emission Development Strategies Global Partnership) is a worldwide network that accelerates ambitious climate goals and advances implementation in Africa, Asia, and Latin America and the Caribbean (LAC). Our strategic approach emphasizes country-driven implementation actions to achieve resilient, just, and inclusive low-emission and net-zero economies. As an incubator for scalable knowledge and solutions, GCAP is leading the way to equitable, climate-resilient, low-emission development.
In 2016, the National Nuclear Security Agency (NNSA) initiated the Minority Serving Institution Partnership Plan (MSIPP) targeting Tribal Colleges and Universities (TCUs) to offer programs that will prepare students for technical careers in NNSA’s laboratories and production plants. The MSIPP consortium’s approach is as follows: 1) align investments at the college and university level to develop a curriculum and workforce needed to support NNSA’s nuclear weapon enterprise mission, and 2) to enhance research and education at under-represented colleges and universities. The first TCU consortium that MSIPP launched was known as the Advanced Manufacturing Network Initiative (AMNI) whose purpose was to develop additive manufacturing (AM) learning opportunities. The AMNI consortium consisted of Bay Mills Community College, Cankdeska Cikana Community College, Navajo Tech University, Salish Kootenai Community College, Turtle Mountain Community College, and United Tribes Technical College. In 2016, the American Indian Higher Education Consortium (AIHEC), the AMNI consortium and the Southwestern Indian Polytechnic Institute (SIPI), in collaboration with Sandia National Labs, using a grant by NNSA hosted the first TCU Advanced Manufacturing Technology Summer Institute (TCU AMTSI). The AMNI consortium will officially end Sept. 2022. However, building on the successes of AMNI, in FY22 NNSA’s MSIPP launched three additional consortiums: (1) the Indigenous Mutual Partnership to Advanced Cybersecurity Technology (IMPACT), which focuses on STEM and cybersecurity, (2) the Advanced Synergistic Program for Indigenous Research in Engineering (ASPIRE), which focuses on STEM and the electrical and mechanical engineering skills set needed for renewable and distributed energy systems, and (3) the Partnership for Advanced Manufacturing Education and Research (PAMER), which focuses on developing and maintaining a sustainable pathway for a highly trained, next-generation additive manufacturing workforce and a corresponding community of subject matter experts for NNSA enterprises. The following report summarizes the status update during this quarter for the ASPIRE program.
The U.S. Department of Energy (DOE) Office of Energy Efficiency and Renewable Energy (EERE) Solar Energy Technologies Office (SETO)-funded New Industry Partnerships (NIPs) agreement established multiple new cooperative research projects with industry partners. Each project demonstrated the use of the National Renewable Energy Laboratory's Energy Systems Integration Facility (ESIF) as a national asset for research and development, testing, and validation of new technologies to support high penetrations of solar energy on the electric grid. The agreement was launched in 2013 and represented the SETO portion of the DOE EERE-wide Integrated Network Testbed for Energy Grid Research and Technology Experimentation (INTEGRATE) program. The focus of INTEGRATE was on multi-energy system testing and on testing the interactions of energy systems with information technology, communications, and telecommunications (ICT) systems. The NIPs agreement was a bit different from traditional research projects because it was specifically structured to enable partnerships for ESIF testing and as such required at least a 1:1 funds-in cost share from industry partners. In the end, the project engaged six different industry partnerships and resulted in testing a large number of innovative technologies. These included tiny inverters; power-to-gas technologies; and advanced simulation, analysis, and power-hardware-in-the-loop testing techniques. The agreement also provided significant impact for both research and industrial communities. This summary report provides a brief, high-level overview of these projects and their highlights along with lists of citations and other impacts. Readers are referred to the corresponding project reports for more in-depth information.
Project Management must use the risk assessment documents (RADs) as tools to support their decision making process. Therefore, these documents have to be initiated, developed, and evolved parallel to the life of the project. Technical preparation and safety compliance of these documents require a great deal of resources. Updating these documents after-the-fact not only requires substantial increase in resources - Project Cost -, but this task is also not useful and perhaps an unnecessary expense. Hazard Reports (HRs), Failure Modes and Effects Analysis (FMEAs), Critical Item Lists (CILs), Risk Management process are, among others, within this category. A positive action resulting from a strong partnership between interested parties is one way to get these documents and related processes and requirements, released and updated in useful time. The Space Shuttle Program (SSP) at the Marshall Space Flight Center has implemented a process which is having positive results and gaining acceptance within the Agency. A hybrid Panel, with equal interest and responsibilities for the two larger organizations, Safety and Engineering, is the focal point of this process. Called the Marshall Safety and Engineering Review Panel (MSERP), its charter (Space Shuttle Program Directive 110 F, April 15, 2005), and its Operating Control Plan emphasizes the technical and safety responsibilities over the program risk documents: HRs; FMEA/CILs; Engineering Changes; anomalies/problem resolutions and corrective action implementations, and trend analysis. The MSERP has undertaken its responsibilities with objectivity, assertiveness, dedication, has operated with focus, and has shown significant results and promising perspectives. The MSERP has been deeply involved in propulsion systems and integration, real time technical issues and other relevant reviews, since its conception. These activities have transformed the propulsion MSERP in a truly participative and value added panel, making a difference for the safety of the Space Shuttle Vehicle, its crew, and personnel. Because of the MSERP's valuable contribution to the assessment of safety risk for the SSP, this paper also proposes an enhanced Panel concept that takes this successful partnership concept to a higher level of 'true partnership'. The proposed panel is aimed to be responsible for the review and assessment of all risk relative to Safety for new and future aerospace and related programs.
This viewgraph presentation reviews the partnership between NASA and the Caterpillar Corporation. Through the Innovative Partnerships Program (IPP) NASA is providing leveraged technology for projects that are new initiatives that enhance NASA's ability to meet mission technology goals by providing seed funding to initiate cost-shared, joint-development partnerships. This relationship will assist NASA in the development of lunar In Situ resource utilization (ISRU) and surface handling equipment control and hardware requirements and the human-system interaction processes for time delayed remote operations.
Current collaborative research with Pratt & Whitney on Ultra High Bypass Engine Cycle noise, performance and emissions improvements as part of the Subsonic Fixed Wing Project Ultra High Bypass Engine Partnership Element is discussed. The Subsonic Fixed Wing Project goals are reviewed, as well as their relative technology level compared to previous NASA noise program goals. Progress toward achieving the Subsonic Fixed Wing Project goals over the 2008 fiscal year by the UHB Partnership in this area of research are reviewed. The current research activity in Ultra High Bypass Engine Cycle technology, specifically the Pratt & Whitney Geared Turbofan, at NASA and Pratt & Whitney are discussed including the contributions each entity bring toward the research project, and technical plans and objectives. Pratt & Whitney Geared Turbofan current and future technology and business plans are also discussed, including the role the NASA SFW UHB partnership plays toward achieving those goals.
This document reports on the accomplishments of the Innovative Partnerships Program during the two years of 2009 and 2010. The mission of the Innovative Partnerships Program is to provide leveraged technology alternatives for mission directorates, programs, and projects through joint partnerships with industry, academia, government agencies, and national laboratories. As outlined in this accomplishments summary, the IPP at NASA's Kennedy Space Center achieves this mission via two interdependent goals: (1) Infusion: Bringing external technologies and expertise into Kennedy to benefit NASA missions, programs, and projects (2) Technology Transfer: Spinning out space program technologies to increase the benefits for the nation's economy and humanity
Partnerships have become a more integral part of the journey to Mars as NASA continues to lead human space exploration. The current budgetary and political reality requires that partnerships be a key component of moving beyond Low Earth Orbit. This paper will discuss the challenge of finding innovative partnerships that take advantage of the capabilities of the growing commercial space market. Challenges include identifying specific technological needs, recognizing the growing expertise and desires of commercial space to move beyond Low Earth Orbit, incorporating commercial partners into the Mars Roadmap, and working with international partners.
Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.
Planetary missions travel vast distances in the Solar System for valuable scientific exploration. Spacecraft return data to Earth via radio links that suffer power losses inversely proportional to the square of the distance, which forms a tremendous engineering challenge compounded by relatively low onboard transmitter power, typically 20 Watts at X-band (~8 GHz). Deep space missions are enabled only because leading space agencies invested in developing very large communications antennas as well as provided a sophisticated suite of tracking, telemetry and command standard services. NASA’s Deep Space Network and ESA’s ESTRACK network are distributed geographically to provide global coverage and utilize stations ranging in size from 34 meters to 70 meters in diameter. Over time, the expanding number of missions, increased requirements for redundancy during critical events as well as the drive for improved navigation accuracy via long-baseline interferometric techniques, increased the networks’ loading and strongly motivated collaboration between the two agencies. Ten years ago, NASA and ESA established a cross-support agreement in addition to multiple on-going mission-specific agreements to meet this need. This strategic partnership was enabled by the development of international inter-operability technical standards and compatible spectrum usage. Over recent years, many critical events were supported via these agreements and some scientific breakthroughs were enabled. A multi-nation tracking contention period envisioned in the near future will also benefit from this partnership. Due to its success over the last decade, the DSN-ESTRACK partnership is serving as a model for other agencies with deep space communication facilities and similar interest. This paper reviews the benefits and lessons learned from collaborative deep space exploration, especially via communications networks, and discusses the potential implementation of similar NASA agreements with other space agencies.
Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.
Fifty years after humans completed a large-scale United States government-funded and government-engineered effort of landing humans on the moon, human spaceflight has entered a new paradigm. Private companies are now investing their own money and taking on an ever-increasing role in human spaceflight, in partnership with the U.S. government. This paper will describe the development of one of these partnerships through the lens of its mission operations team. As part of the Commercial Crew Program (CCP), NASA selected Boeing’s CST-100 Starliner as one of the next generation of crewed vehicles. Boeing opted to partner with the US Government for their Starliner operations by contracting with NASA’s Mission Control teams in the Flight Operations Directorate (FOD) at the Johnson Space Center to create its own Mission Operations (MO) flight controllers. Partnering with FOD provided benefits to both Boeing and NASA while also creating new challenges. MO brought over 60 years of crewed spaceflight experience and infrastructure to Boeing’s new program. Within certain legal constraints, MO was able to work closely and efficiently with their FOD counterparts who were performing both integration duties and, under the auspices of the CCP, insight of the contractors, in this case Boeing. Involvement of NASA as the Boeing operations agent did lead to what management deemed a ‘healthy tension’ within FOD, challenging old processes and often creating better, more robust teamwork. Successful development of the framework and boundaries of both the legal aspects and the oversight tensions has been one of the keys to developing a successful corporate/government partnership. Due to the highly automated nature of the Starliner, the MO organization was designed to be much smaller than previous NASA’s flight control teams for past programs. NASA has learned through the decades that spacecraft design and operations need to be as flexible and forgiving as possible. NASA’s Commercial Crew Program was established to sponsor corporate development of economical vehicles that could get humans to and from low Earth orbit. These companies, of course, need to meet contractual obligations in providing a safe means of transporting astronauts to the International Space Station (ISS), but also need to do so in a manner that leads to the venture resulting in a profit at the same time. Through MO’s involvement in the development of this spaceflight paradigm shift, there are ample lessons to be conveyed to future teams and programs working to develop similar missions.
The USAF Weather (AFW) supports a number of military and U.S. government agencies by providing authoritative weather analysis and forecast products for any location globally, including soil moisture analyses. The long history of supporting soil moisture products and partnering with other U.S. government agencies led to the partnering between the U.S. Air Force (USAF) and NASA Goddard Space Flight Center, resulting in a merger of those organizations’ modeling systems, collaborative development of the Land Information System (LIS), and operational fielding of the system within the USAF 557th Weather Wing [557 WW; formerly, Headquarters Air Force Weather Agency (HQ AFWA)]. In 2009, the USAF implemented the NASA LIS and later made it the primary software system to generate global soil hydrology and energy budget products. The implementation of LIS delivered a significant upgrade over the existing Land Data Assimilation System (LDAS) the USAF operated, the Agriculture Meteorology (AGRMET) system. Implementation enabled the rapid integration of new LDAS technology into USAF operations, and led to a long-term NASA–USAF partnership resulting in continued development, integration, and implementation of new LIS capabilities. This paper documents both the history of the USAF Weather organization capabilities enabling the generation of soil moisture and other land surface analysis products, and describes the USAF–NASA partnership leading to the development of the merged LIS-AGRMET system. The article also presents a successful example of a mutually beneficial partnership that has enabled cutting-edge land analysis capabilities at the USAF, while transitioning NASA software and satellite data into USAF operations.
Collaboration is fundamental to advancing open science within the science community. With the recent developments in technology and research, the establishment of formal partnerships between the private sector and government agencies are needed to bridge the knowledge gaps and expedite the time to actionable science. NASA’s Interagency Implementation and Advanced Concepts Team (IMPACT) seeks to address this challenge by establishing non-reimbursable Space Act Agreements with industry leaders in cloud computing, artificial intelligence (AI) and machine learning. The purpose of these agreements is to advance open source science initiatives in the areas of data discovery, access and use of high value NASA science data sets on the cloud. As well as, jointly work on common research problems to accelerate the development and adoption of new AI technologies. Current success stories include co-locating NASA datasets from multiple science disciplines on one platform using Amazon Web Services Open Data Registry, developing AI Foundation Models for Science with IBM and co-hosting training workshops and tutorials for the science community aimed at providing hands-on experience with using NASA data and AI models on the cloud. In summary, we will present an overview of our partnerships supporting open source science initiatives, describe current activities and lessons learned that may be useful to others considering similar partnerships with the private sector.