Business Plan Assistance
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36 MATERIALS SCIENCE↗
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State-Tribal Collaboration: How Tribal Entities Govern Business and Commerce
This is one of 6 fact sheets on the State/Tribal Collaboration Project for the Office of Policy. This fact sheet is on how Tribal entities govern.
29 ENERGY PLANNING, POLICY, AND ECONOMY↗
Building the Business Case with JUSTIFI: Quantifying Multiple Benefits in the Automotive Industry
The Michigan State University Industrial Training and Assessment Center (MSU ITAC) conducted a pilot study at an automotive parts manufacturer in Michigan. The study identified energy-productivity enhancements through the application of the JUSTIFI software. Key recommendations included replacing six inefficient rooftop units (RTUs) with a new air rotational unit. By quantifying operational savings for this project, the expected payback period went from 6.6 years to 1.4 years. Additionally, the installation of variable frequency drives (VFDs) on condenser tower motors was suggested. By including all operational benefits, the payback period was reduced from 8.2 years to 1.3 years. This comprehensive analysis aims to bolster the manufacturer's goals of reducing energy while enhancing overall operational efficiency.
32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA New England Outreach Center
The NASA New England Outreach Center in Nashua, New Hampshire was established to serve as a catalyst for heightening regional business awareness of NASA procurement, technology and commercialization opportunities. Emphasis is placed on small business participation, with the highest priority given to small disadvantaged businesses, women-owned businesses, HUBZone businesses, service disabled veteran owned businesses, and historically black colleges and universities and minority institutions. The Center assists firms and organizations to understand NASA requirements and to develop strategies to capture NASA related procurement and technology opportunities. The establishment of the NASA Outreach Center serves to stimulate business in a historically underserved area. NASA direct business awards have traditionally been highly present in the West, Midwest, South, and Southeast areas of the United States. The Center guides and assists businesses and organizations in the northeast to target opportunities within NASA and its prime contractors and capture business and technology opportunities. The Center employs an array of technology access, one-on-one meetings, seminars, site visits, and targeted conferences to acquaint Northeast firms and organizations with representatives from NASA and its prime contractors to learn about and discuss opportunities to do business and access the inventory of NASA technology. This stimulus of interaction also provides firms and organizations the opportunity to propose the use of their developed technology and ideas for current and future requirements at NASA. The Center provides a complement to the NASA Northeast Regional Technology Transfer Center in developing prospects for commercialization of NASA technology. In addition, the Center responds to local requests for assistance and NASA material and documents, and is available to address immediate concerns and needs in assessing opportunities, timely support to interact with NASA Centers on a local level, and develop easy access to information. The Center acts in the manner of a "NASA Center or Field Office" with direction from NASA Headquarters, Code K.
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General Public Space Travel and Tourism: Executive Summary - Volume 1
Travel and tourism is one of the world's largest businesses. Its gross revenues exceed $400 billion per year in the U.S. alone, and it is our second largest employer. U.S. private sector business revenues in the space information area now approximate $10 billion per year, and are increasing rapidly. Not so in the human spaceflight area. After spending $100s of billions (1998 dollars) in public funds thereon, and continuing to spend over $5 billion per year, the government is still the only customer for human spaceflight goods and services. Serious and detailed consideration was first given to the possibility of space being opened up to trips by the general public three decades ago, and some initial attempts to do so were made a dozen years ago. But the difficulties were great and the Challenger disaster put an end to them. In recent years professional space tourism studies have been conducted in the United Kingdom, Germany and, especially, Japan. In the U.S., technological progress has been pronounced; we have had nearly a decade's experience in seeing our astronauts travel to-from low Earth orbit (LEO) safely, and we expect to commence assembly of a LEO space station housing a half-dozen people this year. Too, NASA and our space industry now have new and promising space transportation development programs underway, especially the X-33 and X-34 programs, and some related, further generation, basic technology development programs. And five private companies are also working on the design of new surface - LEO vehicles. The first professional space tourism market studies have been conducted in several countries in the past few years, especially in Japan and here. The U.S. study makes it clear that, conceptually, tens of millions of us would like to take a trip to space if we could do so with reasonable safety, comfort and reliability, and at an acceptable price. Initial businesses will address the desires of those willing to pay a greater price and accept a greater risk. A two-year cooperative Space Act agreement study has been conducted by our National Aeronautics and Space Administration and the Space Transportation Association. It was conducted by NASA and STA study leaders drawing upon the competence, experience and hard-nosed imagination of a national Steering Group and scores of attendees at a multi-day Workshop. The study has involved scores of professionals and business people from various areas: astronauts; space booster technology and operations professionals; a hotel architect and a hotel operator; an airline planner; insurance underwriters; space sickness experts; space theme park designers; space and travel and tourism association and business executives; a space-related financier; university tourism and space policy experts; present and former space-responsible government officials; space entrepreneurs; space writers; This study concludes that serious national attention should now be given to activities that would enable the expansion of today's terrestrial space tourism businesses, and the creation of in-space travel and tourism businesses. Indeed, it concludes that, in time, it should become a very important part of our Country's overall commercial and civil space business-program structure.
ONeil, Daniel↗
Tech Transfer News
On October 28, 2011, the White House released a Presidential Memorandum entitled: Accelerating Technology Transfer and Commercialization of Federal Research in Support of High-Growth Businesses. With this memo, the President challenged all federal agencies conducting R&D to accelerate technology transfer and commercialization of federally developed technology to help stimulate the national economy. The NASA Technology Transfer Program responded by asking the center technology transfer offices to reach out to - and work more closely with - their regional economic development organizations to promote the transfer of NASA technologies to the local private sector for use in the marketplace. Toward that effort, the KSC Technology Transfer Office teamed with the Florida Space Coast Economic Development Commission (EDC) to host a technology transfer forum designed to increase our business community's awareness of available KSC technologies for transfer. In addition, the forum provided opportunities for commercial businesses to collaborate with KSC in technology development. (see article on page 12) The forum, held on September 12, 2013, focused on KSC technology transfer and partnership opportunities within the Robotics, Sustainability, Information Technology and Environmental Remediation technology areas. The event was well attended with over 120 business leaders from the community. KSC Center Director Robert Cabana and the Center Chief Technologist Karen Thompson provided remarks, and several KSC lead researchers presented technical information and answered questions, which were not in short supply. Florida Today and the Orlando Sentinel ran news stories on the forum and both NASA TV and Channel 6 News filmed portions of the event. Given the reaction by the media and local business to the forum, it is evident the community is recognizing the opportunities that NASA-developed technologies can provide to aspiring entrepreneurs and existing companies to bring new technologies to market, as well as the positive impact KSC technology transfer can have on the local economy. We see even more evidence of this in the efforts by several other organizations to develop programs that provide aspiring entrepreneurs with the opportunity and training needed to identify the commercial potential of specific NASA technologies and develop business plans to exploit that potential. Several initiatives include Florida Startup Quest, CareerSource Brevard Energy Launch, Rollins College Entrepreneurial Scholar of Distinction Program, and a new effort led by the University of Central Florida Office of Research and Commercialization to stimulate new business growth in Florida based on NASA technologies. The KSC Technology Transfer Office has stepped up to support each of these programs and is providing them with the NASA technologies they need to help move the economy forward.
News↗
Guia de Edificios Saludables para Pequenas Empresas: Una Referencia Rapida para Mejorar la Calidad del Aire Interior (Restaurantes Excluidos)
Indoor air pollutant concentrations can be higher than those outdoors, putting occupants at risk. These pollutants come from a variety of sources: materials used to build and furnish indoor spaces, retail products and services, and occupants themselves. Ventilation, temperature, and humidity also affect indoor air quality. It is important to consider the documented benefits of healthy indoor environments at any time - not just during a public health crisis - and it is key to consider the indoor air quality where we do business as well as at home. Small businesses vary in size, services, products, ownership style, and building mechanical systems, yet all benefit from healthy indoor spaces for employees and customers. This guide provides steps, in conjunction with public health guidance, that small businesses can take to improve and maintain indoor air quality. Small businesses often have unique ownership structures - the building owner and business owner can be different parties - so this guide addresses both building and business owner action items. There are many ways to pursue healthy indoor air, including eliminating, minimizing, and/or controlling the contaminants we bring in, and removing or diluting any existing contaminants through ventilation, filtration, air cleaning, and/or disinfection. Best results are achieved through a comprehensive approach combining various strategies, including those discussed in this guide.
air filtration↗
Program on stimulating operational private sector use of Earth observation satellite information
Ideas for new businesses specializing in using remote sensing and computerized spatial data systems were developd. Each such business serves as an 'information middleman', buying raw satellite or aircraft imagery, processing these data, combining them in a computer system with customer-specific information, and marketing the resulting information products. Examples of the businesses the project designed are: (1) an agricultural facility site evaluation firm; (2) a mass media grocery price and supply analyst and forecaster; (3) a management service for privately held woodlots; (4) a brokerage for insulation and roofing contractors, based on infrared imagery; (5) an expanded real estate information service. In addition, more than twenty-five other commercially attractive ideas in agribusiness, forestry, mining, real estate, urban planning and redevelopment, and consumer information were created. The commercial feasibility of the five business was assessed. This assessment included market surveys, revenue projections, cost analyses, and profitability studies. The results show that there are large and enthusiastic markets willing to pay for the services these businesses offer, and that the businesses could operate profitably.
Eastwood, L. F., Jr.↗
The experience factory: Can it make you a 5? or what is its relationship to other quality and improvement concepts?
The concepts of quality improvements have permeated many businesses. It is clear that the nineties will be the quality era for software and there is a growing need to develop or adapt quality improvement approaches to the software business. Thus we must understand software as an artifact and software as a business. Since the business we are dealing with is software, we must understand the nature of software and software development. The software discipline is evolutionary and experimental; it is a laboratory science. Software is development not production. The technologies of the discipline are human based. There is a lack of models that allow us to reason about the process and the product. All software is not the same; process is a variable, goals are variable, etc. Packaged, reusable, experiences require additional resources in the form of organization, processes, people, etc. There have been a variety of organizational frameworks proposed to improve quality for various businesses. The ones discussed in this presentation include: Plan-Do-Check-Act, a quality improvement process based upon a feedback cycle for optimizing a single process model/production line; the Experience Factory/Quality Improvement Paradigm, continuous improvements through the experimentation, packaging, and reuse of experiences based upon a business's needs; Total Quality Management, a management approach to long term success through customer satisfaction based on the participation of all members of an organization; the SEI capability maturity model, a staged process improvement based upon assessment with regard to a set of key process areas until you reach a level 5 which represents a continuous process improvement; and Lean (software) Development, a principle supporting the concentration of the production on 'value added' activities and the elimination of reduction of 'not value added' activities.
Basili, Victor R.↗
Using CASE to Exploit Process Modeling in Technology Transfer
A successful business will be one that has processes in place to run that business. Creating processes, reengineering processes, and continually improving processes can be accomplished through extensive modeling. Casewise(R) Corporate Modeler(TM) CASE is a computer aided software engineering tool that will enable the Technology Transfer Department (TT) at NASA Marshall Space Flight Center (MSFC) to capture these abilities. After successful implementation of CASE, it could then go on to be applied in other departments at MSFC and other centers at NASA. The success of a business process is dependent upon the players working as a team and continuously improving the process. A good process fosters customer satisfaction as well as internal satisfaction in the organizational infrastructure. CASE provides a method for business process success through functions consisting of systems and processes business models; specialized diagrams; matrix management; simulation; report generation and publishing; and, linking, importing, and exporting documents and files. The software has an underlying repository or database to support these functions. The Casewise. manual informs us that dynamics modeling is a technique used in business design and analysis. Feedback is used as a tool for the end users and generates different ways of dealing with the process. Feedback on this project resulted from collection of issues through a systems analyst interface approach of interviews with process coordinators and Technical Points of Contact (TPOCs).
Renz-Olar, Cheryl↗
NASA Johnson Space Center SBIR STTR Program Technology Innovations
The Small Business Innovation Research (SBIR) Program increases opportunities for small businesses to participate in research and development (R&D), increases employment, and improves U.S. competitiveness. Specifically the program stimulates U.S. technological innovation by using small businesses to meet federal R&D needs, increasing private-sector commercialization of innovations derived from federal R&D, and fostering and encouraging the participation of socially disadvantaged businesses. In 2000, the Small Business Technology Transfer (STTR) Program extended and strengthened the SBIR Program, increasing its emphasis on pursuing commercial applications by awarding contracts to small business concerns for cooperative R&D with a nonprofit research institution. Modeled after the SBIR Program, STTR is nevertheless a separately funded activity. Technologies that have resulted from the Johnson Space Center SBIR STTR Program include: a device for regenerating iodinated resin beds; laser-assisted in-situ keratomileusis or LASIK; a miniature physiological monitoring device capable of collecting and analyzing a multitude of real-time signals to transmit medical data from remote locations to medical centers for diagnosis and intervention; a new thermal management system for fibers and fabrics giving rise to new line of garments and thermal-enhancing environments; and a highly electropositive material that attracts and retains electronegative particles in water.
Krishen, Kumar↗
KSC SBIR/STTR 2004 Program Year Report
The Kennedy Space Center Level III SBIR/STTR management staff is under the Technology Transfer Office within the Spaceport Engineering and Technology Directorate. The SBIR and STTR programs provide an opportunity for small high technology companies and research institutions to participate in Government-sponsored research and development (R&D) programs in key technology areas. The SBIR program was established by Congress in 1982 to provide increased opportunities for small businesses to participate in R&D programs, increase employment, and improve U.S. competitiveness. The program's specific objectives are to stimulate U.S. technological innovation, use small businesses to meet Federal research and development needs, increase private sector commercialization of innovations, and foster and encourage participation by socially disadvantaged businesses. Legislation enacted in December 2000 reauthorized the program and strengthened emphasis on pursuing commercial applications of SBIR projects. An SBIR Phase I contract is the opportunity to establish the feasibility and technical merit of a proposed innovation. Selected competitively, the Phase I contract lasts for 6 months and is funded up to $70,000. SBIR Phase II contracts continue the most promising Phase I projects based on scientific! technical merit, expected value to NASA, company capability, and commercial potential. Phase II contracts are usually for a period of 24 months and may not exceed $600,000. NASA usually selects approximately 40 percent of Phase I projects to continue to the Phase II level. Phase III is the process of furthering the development of a product to make it commercially available. The STTR program awards contracts to small business concerns for cooperative R&D with a nonprofit research institution. Research institutions include nonprofit research organizations, Federal laboratories, or universities. The goal of the program established by Congress is to facilitate the transfer of technology developed by a research institution through the entrepreneurship of a small business. The STIR program is smaller in funding than the SBIR program. While the proposal is submitted by the small business concern, at least 30 percent of the funding and work must originate with the research institution. STTR Phase I projects receive up to $100K for a one-year effort, and a Phase II contract receives up to $600K for two years.
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Evaluating the role of green infrastructure features in post-disaster recovery – Case Study of Beaumont, Texas after tropical storm imelda
While green infrastructure (GI) can provide multiple environmental benefits, its role in post-disaster economic and social recovery remains relatively underexplored. This article investigates whether different characteristics of GI, such as size, shape, connectivity, and amenities, affect the resilience of local businesses following Tropical Storm Imelda in Beaumont, Texas. The study utilizes SafeGraph mobility data to analyze foot traffic patterns to local businesses before, during, and after the disaster. FRAGSTATS indices measure GI characteristics (e.g., area, shape index, fractal dimension, proximity) while park features such as sports facilities, playgrounds, water features, and accessibility are cataloged through manual observation. Ordinary Least Squares regression models assess the relationship between park characteristics and post-recovery business performance, controlling for demographic variables including income, race, and poverty levels. Results indicate that certain GI attributes significantly enhance business recovery. Points of interest within walking distance (0.5 miles) of parks demonstrated better post-recovery status compared to those beyond this range. Specifically, parks with larger areas (p < 0.01) and more complex shapes measured by fractal dimension index (p < 0.01) had the strongest positive impact on surrounding businesses' recovery. Interestingly, playgrounds showed a negative correlation with recovery (p < 0.05), likely due to flood damage rendering them unusable during the immediate recovery period. Social vulnerability factors, including higher poverty rates and minority populations, negatively affected recovery outcomes despite park proximity.
Economic resilience↗
Wyandotte Integrated Renewable Energy Strategy (WIRES 2) (Final Technical Report)
Wyandotte Municipal Services (WMS), a Michigan Municipal Utility offering electric generation, transmission & distribution, water filtration & distribution and Broadband/Video sought to deploy a set of renewable energy projects for their Electric Utility that contributed to reducing the City’s environmental and energy impact, provided examples that would encourage businesses and citizens to adopt cleaner energy practices and help WMS meet the required renewable energy standards of the State of Michigan (10% in 2015, 15% in 2021). WMS generates and delivers roughly 280,000 megawatt hours (MWh) of electricity annually to more than 10,000 homes and 1,000 businesses within the City of Wyandotte. The Wyandotte Integrated Renewable Energy Strategy – WIRES 2 resulted in deployment of a set of community-scale micro-wind turbines, evaluation and installation of energy-efficient and low-maintenance light-emitting diode (LED) street lights and park lights in highly visible locations in the City and expansion of the geothermal heating and cooling district that already included residential geothermal systems, to include larger scale business/institutional systems at the Utility’s largest electric customer and at the City Library. Finally, WMS identified the need for job training in energy efficiency and renewable energy technologies to further develop a local skilled workforce in these areas. Partially funded by the grant, the wind turbine project provides a benchmark for WMS, local businesses and residents in the evaluation of utility-scale wind v. micro-wind in an urban environment as a renewable energy strategy. Also partially funded by the grant, the LED project benefited the City of Wyandotte by reducing load on the electric system for the public utility but also reduced City costs for streetlighting, parking lot lighting and park lighting without a compromise in security. The project also resulted in a visual success that has led to additional approvals for non-Grant related LED lighting installations resulting in further reduction in the electric load in the City. Commercial Geothermal installations resulted in the Utility being able to eliminate steam customers who formerly utilized the byproduct of steam from WMS electric production. Due to the reduction in natural gas prices and the overall reduction in market purchased power, it was no longer feasible for WMS to operate its Power Plant as a base load plant and to only operate on a market dispatch philosophy when market prices dictated that WMS could produce electricity cheaper than the market purchase price. This has resulted in fewer operating days for the WMS Power Plant, resulting in less environmental impact. WMS has now completely exited the steam business and the ability to offer a geothermal option to two (2) former steam customers (BASF-Wyandotte and the Bacon Memorial Library) allowed for that. In addition, peak loads have been shaved for these two (2) large customers due to the consistent temperature offered by geothermal heating and cooling, reducing the swings associated with thermostat changes caused by outside temperature changes during extreme high and low temperatures. Finally, energy efficiency and renewable energy college-level classes at Wayne County Community College allowed a group of interested students to pursue studies in those technologies through grant provided tuition, books and course materials. This effort provided a foundation of potential future employees not only for WMS but other energy efficiency/renewable energy employers such as Franklin Energy, a partner with WMS in energy optimization efforts with Wyandotte businesses.
17 WIND ENERGY↗
Application of Domain Knowledge to Software Quality Assurance
This work focused on capturing, using, and evolving a qualitative decision support structure across the life cycle of a project. The particular application of this study was towards business process reengineering and the representation of the business process in a set of Business Rules (BR). In this work, we defined a decision model which captured the qualitative decision deliberation process. It represented arguments both for and against proposed alternatives to a problem. It was felt that the subjective nature of many critical business policy decisions required a qualitative modeling approach similar to that of Lee and Mylopoulos. While previous work was limited almost exclusively to the decision capture phase, which occurs early in the project life cycle, we investigated the use of such a model during the later stages as well. One of our significant developments was the use of the decision model during the operational phase of a project. By operational phase, we mean the phase in which the system or set of policies which were earlier decided are deployed and put into practice. By making the decision model available to operational decision makers, they would have access to the arguments pro and con for a variety of actions and can thus make a more informed decision which balances the often conflicting criteria by which the value of action is measured. We also developed the concept of a 'monitored decision' in which metrics of performance were identified during the decision making process and used to evaluate the quality of that decision. It is important to monitor those decision which seem at highest risk of not meeting their stated objectives. Operational decisions are also potentially high risk decisions. Finally, we investigated the use of performance metrics for monitored decisions and audit logs of operational decisions in order to feed an evolutionary phase of the the life cycle. During evolution, decisions are revisisted, assumptions verified or refuted, and possible reassessments resulting in new policy are made. In this regard we implemented a machine learning algorithm which automatically defined business rules based on expert assessment of the quality of operational decisions as recorded during deployment.
Wild, Christian W.↗
Macroeconomic Benefits of Low-Cost Reusable Launch Vehicles
The National Aeronautics and Space Administration (NASA) initiated its Reusable Launch Vehicle (RLV) Technology Program to provide information on the technical and commercial feasibility of single-stage to orbit (SSTO), fully-reusable launchers. Because RLVs would not depend on expendable hardware to achieve orbit, they could take better advantage of economies of scale than expendable launch vehicles (ELVs) that discard costly hardware on ascent. The X-33 experimental vehicle, a sub-orbital, 60%-scale prototype of Lockheed Martin's VentureStar SSTO RLV concept, is being built by Skunk Works for a 1999 first flight. If RLVs achieve prices to low-earth orbit of less than $1000 US per pound, they could hold promise for eliciting an elastic response from the launch services market. As opposed to the capture of existing market, this elastic market would represent new space-based industry businesses. These new opportunities would be created from the next tier of business concepts, such as space manufacturing and satellite servicing, that cannot earn a profit at today's launch prices but could when enabled by lower launch costs. New business creation contributes benefits to the US Government (USG) and the US economy through increases in tax revenues and employment. Assumptions about the costs and revenues of these new ventures, based on existing space-based and aeronautics sector businesses, can be used to estimate the macroeconomic benefits provided by new businesses. This paper examines these benefits and the flight prices and rates that may be required to enable these new space industries.
Shaw, Eric J.↗
NASA Alternate Access to Station Service Concept
The evolving nature of the NASA space enterprise compels the agency to develop new and innovative space systems concepts. NASA, working with increasingly strained budgets and a declining manpower base, is attempting to transform from operational activities to procurement of commercial services. NASA's current generation reusable launch vehicle, the Shuttle, is in transition from a government owned and operated entity to a commercial venture to reduce the civil servant necessities for that program. NASA foresees its second generation launch vehicles being designed and operated by industry for commercial and government services. The "service" concept is a pioneering effort by NASA. The purpose the "service" is not only to reduce the civil servant overhead but will free up government resources for further research - and enable industry to develop a space business case so that industry can sustain itself beyond government programs. In addition, NASA desires a decreased responsibility thereby decreasing liability. The Second Generation Reusable Launch Vehicle (RLV) program is implementing NASA's Space Launch Initiative (SLI) to enable industry to develop the launch vehicles of the future. The Alternate Access to Station (AAS) project office within this program is chartered with enabling industry to demonstrate an alternate access capability for the International Space Station (ISS). The project will not accomplish this by traditional government procurement methods, not by integrating the space system within the project office, or by providing the only source of business for the new capability. The project funds will ultimately be used to purchase a service to take re-supply cargo to the ISS, much the same as any business might purchase a service from FedEx to deliver a package to its customer. In the near term, the project will fund risk mitigation efforts for enabling technologies. AAS is in some ways a precursor to the 2nd Generation RLV. By accomplishing ISS resupply with existing technologies, not only will a new category of autonomous vehicles deliver cargo, but a commercial business base will be incubated that will improve the likelihood of commercial convergence with the next generation of RLVs. Traditional paradigms in government management and acquisition philosophy are being challenged in order to bring about the objective of the AAS project. The phased procurement approach is proving to be the most questionable aspect to date. This work addresses the fresh approach AAS is adopting in management and procurement through a study of the AAS history, current solutions, key technologies, procurement complications, and an incremental forward plan leading to the purchase of a service to deliver goods to ISS. Included in this work is a discussion of the Commercial Space Act of 1998 and how it affects government purchase of space launch and space vehicle services. Industry should find these topics pertinent to their current state of business.
Bailey, Michelle D.↗
Advanced Information Technology in Simulation Based Life Cycle Design
In this research a Collaborative Optimization (CO) approach for multidisciplinary systems design is used to develop a decision based design framework for non-deterministic optimization. To date CO strategies have been developed for use in application to deterministic systems design problems. In this research the decision based design (DBD) framework proposed by Hazelrigg is modified for use in a collaborative optimization framework. The Hazelrigg framework as originally proposed provides a single level optimization strategy that combines engineering decisions with business decisions in a single level optimization. By transforming this framework for use in collaborative optimization one can decompose the business and engineering decision making processes. In the new multilevel framework of Decision Based Collaborative Optimization (DBCO) the business decisions are made at the system level. These business decisions result in a set of engineering performance targets that disciplinary engineering design teams seek to satisfy as part of subspace optimizations. The Decision Based Collaborative Optimization framework more accurately models the existing relationship between business and engineering in multidisciplinary systems design.
Renaud, John E.↗