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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 361 records · Page 20
All sourcesNASA NTRSDOE OSTI
NASA NTRS2018

Advancing the Science of Both Coastal Ocean Biophysics and Atmospheric Pollution Chemistry: A Final Report to the Nasa Earth Science Division by the GEO-CAPE Team

The 2007 Decadal Survey (DS) included the recommendation for the Geostationary Coastal and Air Pollution Events (GEO-CAPE) mission to launch in 2013–2016 to advance the science of both coastal ocean biophysics and atmospheric-pollution chemistry. In 2009 the NASA Earth Science Division (ESD) initiated study activities for GEO-CAPE and 8 other near- to medium-term missions to help determine the readiness of these conceptual missions to begin the formulation phase. In FY15 the GEO-CAPE mission study team completed a white paper summarizing the results of the pre-formulation work accomplished to date: https://geo-cape.larc.nasa.gov/pdf/GEO-CAPE_2009-2015_SummativeWhitePaper.pdf The team was directed to complete a final report in FY18. This document, prepared as an addendum to the FY15 white paper, serves as the GEO-CAPE final report and focuses only on FY16-18 activities and on summarizing the final state.

Geostationary Coastal and Air Pollution Events↗
NASA NTRSDate not supplied

Examining the Trends in Financial Support Given to Science Teams for Data Analysis in Mission Proposals

Introduction: The goal of this summer internship research project was to analyze trends in financial support proposed for the science teams of planetary missions. The analysis focuses on the funding for Co-Investigators (Co-Is) to conduct research and/or data analysis needed to achieve the science objectives of the mission. The operational portion of the missions after launch (i.e., Phase E, including cruise and prime operations at the final destination) were examined since that is when the bulk of research is funded and conducted. The objectives of the project were to determine the average level of support for Co-Investigators, identify variation between mission competitions and over time, and determine the relationship between mission type and the amount of support requested. Methodology: This project was conducted using data from 90 proposals submitted to six mission competitions in the Discovery and New Frontiers programs. The level of support for Co-Is was determined by examining Work Breakdown Structure (WBS) 4 (Science Analysis) for Phase E, which was further subdivided into cruise and prime operations. This data represents a proxy rather than the actual funding Co-Is receive to perform research and data analysis because not every dollar in WBS 4 is spent on this activity. Therefore, the proxy obtained in this research represents an overestimate of the funds allocated to Co-Is for research and data analysis. Findings: Analysis shows that on average a Co-I receives approximately four full years of support spread across the entirety of Phase E for science analysis. The variation among proposed missions is less than expected given the variety of factors that are expected to drive this metric (length of mission, mission type, etc.). Additionally, the level of requested support for Co-Is has been remarkably consistent across every variable considered (by competition, over time, by mission type) over the six competitions and nearly 20 years spanned by this project. This remains true for cruise, primary operations, and all of Phase E. Conclusions: A remarkable amount of science is accomplished by the science teams of planetary missions. However, a surprisingly small amount of funding is requested to support the science analysis driving this productivity, both in terms of absolute magnitude of funding and as a portion of total mission cost. This suggests improvements are needed to refine the estimates of Co-I support and/or that Co-Is rely on other funding sources to conduct their research. Better estimates can be determined by engaging directly with Co-Is and NASA centers to obtain data as well as finding other data sources. Additionally, NASA could consider mandating improved reporting of requested funding levels in mission competitions.

E Murray↗
NASA NTRSDate not supplied

Artemis Internal Science Team Update: Artemis Science Flight Operations

The Artemis Internal Science Team (AIST) is positioned across NASA to provide crossmission Science leadership across the Agency and Artemis. To prepare for the next generation of planetary surface exploration-based extravehicular activities (EVAs), we draw heavily from experience with Apollo, SkyLab, Space Shuttle, International Space Station (ISS), and analog tests to design the structure by which science will be integrated in the Plan, Train, and Fly phases of Artemis missions. AIST members have been working for years to integrate science into the Artemis flight operations structure, most notably through a tight collaboration with the NASA JSC Flight Operations Directorate (FOD). This abstract describes several examples of this integration, including Structure of RealTime Science Integration, the development of the EVA Science Officer Flight Controller Position, the development and testing of the Science Evaluation Room, and the development of Training for Artemis Science Teams.

K E Young↗
NASA NTRSDate not supplied

Enabling Communication Between Astronauts and Ground Teams for Space Exploration Missions

Over the last four years, Playbook’s Mission Log has evolved to become an enabling capability for analog missions that simulate deep space, exploration missions with communication transmission latency. Playbook is a planning and execution web-application for mission operations, aggregating multiple sources of information for astronauts to execute the mission in one place: timeline, procedures, chat interface. Playbook’s Mission Log provides a multimedia chat software interface with unique features and functionalities that support asynchronous communication between analog astronauts and ground support teams. This paper describes the iterative design the Mission Log has undergone based on user observations and solicited feedback. Key features include indicators that help users cope with asynchronous communication as well as aids that assist teams coordinate work. Future work and capabilities are outlined, which build upon the increased use of the Mission Log as a communication and coordination tool for space exploration.

communication↗
NASA NTRSDate not supplied

Overview of Space Environmental Effects (SEE) Team Electrostatic Discharge (ESD) Testing

Electrostatic discharge (ESD) due to the radiation environment encountered during spaceflight missions is a serious risk that must be mitigated by careful testing and design considerations. The MSFC Space Environmental Effects (SEE) Team has world-class facilities for ESD testing along with decades of experience. The Team has recently conducted successful campaigns for several high-profile projects including Europa Clipper, Exploration Upper Stage, Lunar Gateway, Orion, Docking System, and Human Landing System. This presentation will give a brief overview of ESD causes, hazards, test methods and test deliverables.

Peter Bertone↗
NASA NTRS2023

Increasing Diversity on Spacecraft Mission Teams Reduces Risk

Many of the NASA spacecraft sent into Earth orbit and throughout the Solar System are competitively selected and led by principal investigators (PIs). These senior scientists are responsible for directing research activities, managing the use of funds, and reporting to the funding agency. Additionally, the European Space Agency (ESA) has competitively selected missions that are led by ESA-nominated project scientists and include instruments that are overseen by PIs. Usually, the PIs and project scientists form a science working team that provides scientific leadership of the mission. These NASA and ESA PI roles require a deep understanding of the mission’s scientific goals and engineering design aspects. And, importantly, these roles also require skills in team management.

Kathleen E. Mandt↗
NASA NTRSDate not supplied

System-Theoretic Analysis of Unsafe Collaborative Control in Teaming Systems

The interactions that occur in human-teaming are inspiring novel aerospace designs aimed at improving how humans and machines, or multiple machines, work together. Unfortunately, current Systems Engineering processes are ill-equipped to handle these complex relationships and are unable to design and assure the safety for these systems. To close part of this gap, this paper introduces a novel system-theoretic analytical process to identify unsafe collaborative control actions. It is part of a broader set of techniques that extend the state-of-the-art in hazard analysis, System Theoretic Process Analysis (STPA), to systematically address collaboration. The method rigorously expresses the different ways multiple commands may be unsafe together. Using Systems Theory, it employs abstraction to manage the combinatorial complexity in enumerating control contributions from multiple collaborating components. An algorithm integrates these concepts into an end-to-end process and is supported by automation to enumerate, refine, prune, and prioritize unsafe combinations of control actions. The output of the method feeds the specification of system requirements to implement safety-guided design starting early in concept development. The process is demonstrated on a manned-unmanned aircraft teaming case study and finds new causal factors that were not previously found in a past hazard analysis of the same system.

System Safety↗
NASA NTRS2024

EVA Operations for the Artemis III Science Team

The purpose of this presentation is to give the newly selected Artemis III Science Team some basic information on EVA Operations and potential interactions with the science team in both the planning and real-time phases of the mission.

EVA↗
DOE OSTI2013

Integrated Design Team Guide to Realizing Over 75% Lighting Energy Savings in High-Performance Office Buildings (Fact Sheet)

This checklist packet is a team-focused guide to realizing energy savings in high-performance office buildings through carefully considered lighting and control design. The checklists should be distributed among the integrated project team members, including the owner, lighting designer and engineer, commissioning agent, and facility manager, at the beginning of a project and referred toregularly during design meetings and drawing reviews. The checklists are arranged by key design considerations (daylighting, occupancy, task) and key integration points (energy goal, sequence of operations). Each action or question is related to a design stage during which failure to act could jeopardize energy savings.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS2016

Workload Measurement in Human Autonomy Teaming: How and Why?

This is an invited talk on autonomy and workload for an AFRL Blue Sky workshop sponsored by the Florida Institute for Human Machine Studies. The presentation reviews various metrics of workload and how to move forward with measuring workload in a human-autonomy teaming environment.

autonomy↗
DOE OSTI2015

SPSP Phase III Recruiting, Selecting, and Developing Secure Power Systems Professionals: Individual and Team Performance Guidelines

The pending retirement of significant numbers of power system experts and a continuing trend of increasing complexity in modern power systems prompted the U.S. Department of Energy (DOE) to establish the three-phase Secure Power Systems Professional (SPSP) project. The project developed resources for job definition and competency analysis along with tools to guide assessment and curriculum design and to help identify and develop required knowledge, skills, and abilities in technical and operational aspects of power systems cybersecurity. The Secure Power Systems Professional Phase III final report was released last year which an appendix of Individual and Team Performance Guidelines. This new report is that appendix broken out as a standalone document to assist utilities in recruiting and developing Secure Power Systems Professionals at their site. Individual/Team Performance Guidelines were developed for each of the four job roles: the secure power systems engineer, incident responder, intrusion analyst, and security operator. They enable an “at-a-glance” view of the multidisciplinary and collaborative nature of SPSP job roles, for which skill sets were studied and then mapped to stories of critical incidents or vignettes. This afforded an enumeration of tasks required of each job role to effectively perform responsibilities and to meet bestpractice goals for that operation. Assignment of these tasks among the job roles, either as an individual responsibility or a collaborative responsibility, was validated during a job performance model analysis. The analysis identified 13 master vignettes from the collection of critical incident stories, many of which shared a common set of job responsibilities and tasks that were grouped into four vignette categories according to the task requirement for effective response to each event.

24 POWER TRANSMISSION AND DISTRIBUTION↗
DOE OSTI2016

Learning Team Review 2016-0001: Installing Outlets for Programmatic Equipment

The purpose of a Learning Team is to transfer and communicate the information into operational feedback and improvement. We want to pay attention to the small things that go wrong because they are often early warning signals and may provide insight into the health of the whole system. An ESR was placed in the October of 2015 to move/install a number of 120V and 208V outlets in 455-104B to support programmatic furnace needs. Electrical design review was completed for ESR 22217 on February 22, 2016 and a Design Change Form completed describing the modification needed as: demolish 1 existing receptacle and circuit leaving conduit and jbox for use to install new receptacle and 5 new receptacles/circuits are required and one existing receptacle is to be relocated, listed under FSR 149229. The FSR scope of work was written:: Please have the Electricians come out to perform demolition (1ea.), installation (6ea.)& relocation (1ea.) of receptacles / circuits. ESR 22217 & DCF-16-35-0455-1281 is in place for this work. Coordinate final receptacle locations with Laboratory Resident. Contact John Dunwoody or O-MC for this information. WO# 545580-01 was signed on April 20, 2016.: Electricians to perform demolition, installation, & relocation of receptacles / circuits PER attached DCF-16-0455-1281-SK-1.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2018

Science and Engineering Team Repository Selection and Validation

The National Nuclear Security Administration’s Office of Nuclear Smuggling Detection and Deterrence (NSDD), Science and Engineering Team (SET) has engaged Brookhaven National Laboratory (BNL) in the selection, development and management of a knowledge management platform. This platform will serve as a repository for programmatic documents, data, and other relevant files. In support of this effort, BNL implemented a sixteen-month process to ensure the selection of the most relevant and user-friendly repository from among several commercially available and open source options.

98 NUCLEAR DISARMAMENT, SAFEGUARDS, AND PHYSICAL P↗
DOE OSTI2016

Response to External Peer Review Team Report for Corrective Action Unit 97: Yucca Flat/Climax Mine, Nevada National Security Site, Nye County, Nevada, Revision 1

The Underground Test Area (UGTA) Corrective Action Unit (CAU) 97, Yucca Flat/Climax Mine (YF/CM), in the northeast part of the Nevada National Security Site (NNSS) requires environmental corrective action activities to assess contamination resulting from underground nuclear testing. These activities are necessary to comply with the UGTA corrective action strategy defined in Appendix VI, Revision No. 4, of the Federal Facility Agreement and Consent Order (FFACO) (1996, as amended). The Phase I Flow and Transport Model Document for Corrective Action Unit 97: Yucca Flat/Climax Mine, Nevada National Security Site, Nye County, Nevada (N-I, 2013a) was developed and subjected to an external peer review as required by the corrective action investigation (CAI) stage of the UGTA strategy. The YF/CM Peer Review Committee (PRC) raised a number of questions and provided recommendations for supplemental analyses (in the External Peer Review Team Report for Corrective Action Unit 97: Yucca Flat/Climax Mine, Nevada National Security Site, Nye County, Nevada [N-I, 2015]). The purpose of this document is to provide responses to the PRC recommendations addressing the uncertainties identified by the PRC so that sufficient confidence in the contaminant boundary forecasts is established to advance to the Corrective Action Decision Document (CADD)/Corrective Action Plan (CAP) stage and initiate model evaluations. The PRC summarized their concerns and recommendations, and presented discussions of each of these uncertainties in their report (N-I, 2015). The U.S. Department of Energy (DOE), National Nuclear Security Administration Nevada Field Office (NNSA/NFO) responses are summarized in Table ES-1.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗