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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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Report describes operation, installation, and performance of solar-energy system which provides alternative to natural gas pool heating. System is comprised of 2,500 square feet of liquid flat-plate collectors connected to 3,600 galloon; gallongalloon storage tank, with microcomputer-based controls. Extension of building incorporates vertical-wall, passive collection system which provides quarter of heated fresh air for office.
Teams participating in the 2006 ROV competition organized by the Marine Advanced Technology Education (MATE) Center and the Marine Technology Society's (MTS) ROV Committee experienced first-hand the scientific and technical challenges that many ocean scientists, technicians, and engineers face every day. The competition tasked more than 1,000 middle and high school, college, and university students from Newfoundland to Hong Kong with designing and building ROVs to support the next generation of ocean observing systems. Teaming up with the National Office for Integrated and Sustained Ocean Observations, Ocean. US, and the Ocean Research Interactive Observatory Networks (ORION) Program, the competition highlighted ocean observing systems and the careers, organizations, and technologies associated with ocean observatories. The student teams were challenged to develop vehicles that can deploy, install, and maintain networks of instruments as well as to explore the practical applications and the research questions made possible by observing systems.
Artemis Internal Science Training Team partners closely with the xEVA Trainers and Crew Training Office in FOD; together, all parties acknowledge the importance of integrated science and operations skill-building within training for surface operations.
NASA's Advanced Information Systems Technology (AIST) Program is one of several Technology programs managed by the Earth Science Technology Office (ESTO) in the Earth Science Division (ESD). The AIST Program focuses on advanced information systems and novel computer science technologies that will be needed by NASA Earth Science in the next 5 to 10 years. The three main thrusts of the AIST Program deal with New Observing Strategies, Analytic Collaborative Frameworks and Earth System Digital Twins. This paper describes these three thrusts and how they work together to create future Earth Science information systems.
The National Aeronautics and Space Administration (NASA)'s Constellation Program is developing new launch vehicles (Ares) and spacecraft (Orion) to send astronauts to the Moon, Mars, and beyond. This paper presents plans, projections, and progress toward fielding the Ares I and Ares V vehicles, and the Ares I-X test flight in 2009. NASA is building on both new research and aeronautical capabilities, as well as lessons learned from almost 50 years of aerospace experience. The Ares Projects Office (APO) completed the Ares I System Requirements Review (SRR) in 2006 and the System Definition Review in autumn 2007; and will focus on the Preliminary Design Review in 2008. Ares I is currently being refined to meet safety, operability, reliability, and affordability goals. The Ares team is simultaneously testing Ares I elements and building hardware for Ares I-X, while the Ares V is in the early design stage, with the team validating requirements and ensuring commonality with Ares I. Ares I and V are key to opening the space frontier for peaceful endeavors.
Primary cementing is the most important operation performed on a subterranean well. Cement, placed in the annulus between the casing and the formations, serves as a hydraulic seal preventing fluids and gas migrations, protecting steel casing from corrosion, and supporting the well structure. Poor cementing jobs can be directly responsible for wells not reaching their full capacity, casing corrosion, compromised well integrity and, in the worst-case scenarios, well collapse. Geothermal, thermal recovery, and carbon storage wells offer environments that are especially difficult for cements to survive while the required lifespan of these wells can be years. In these wells currently used cements cannot provide durable well integrity, and new solutions are necessary. The necessity of stabilizing the electric grid, increasing its flexibility, and providing energy on demand will further expand the market of durable cement solutions for applications in high-temperature underground reservoir thermal energy storage wells (HT RTES). The design challenges of special cement systems for such wells originate from chemistry limitations of currently used well cements, aggressive environments, temperature and repeated shock conditions associated with them, and very weak formations that are not uncommon in these wells. During the last 70 years the most common systems for thermal-well construction have been Ordinary Portland Cement (OPC) (absolute majority of the wells), silica-lime system, and high aluminum cement-containing formulations. The major issues of calcium-silicate hydrates, that form during the hydration of OPC resulting in hardened material, are their poor chemical resistance to acids due to the calcium interactions with acid anions followed by its eventual dissolution, even in mild acids, such as carbonic acid from CO 2 dissolution, and inadequate bonding to the steel causing serious casing corrosion problems (Sugama & Pyatina, 2019). Performance of OPC-based cement may be significantly improved with organic additives; however, those are limited by their temperature stability. An alternative to calcium-silicate cement was developed by BNL and commercialized by Halliburton as ThermaLock TM cement. Calcium-aluminate-phosphate-based chemistry of the material allowed overcoming acid-resistance problems of OPC, especially in CO 2 -rich geothermal environments. In 2012-2015, building upon this experience, BNL developed Thermal Shock Resistant Cement (TSRC) with the support of Geothermal Technology Office (GTO) of DOE. TSRC has high-temperature stable chemistry, superior properties of cement-metal casing bond and corrosion protection (4-times better than currently used OPC-based formulation), significantly outperforms common well-cements in thermal-shock tests, has self-healing properties, and like ThermaLock TM is CO 2 resistant incorporating carbonate ions into stable hydrates (Gill et al., 2012).
An integrated approach to building a networking infrastructure is an absolute necessity for meeting the multidisciplinary science networking requirements of the Office of Space Science and Applications (OSSA) science community. These networking requirements include communication connectivity between computational resources, databases, and library systems, as well as to other scientists and researchers around the world. A consolidated networking approach allows strategic use of the existing science networking within the Federal government, and it provides networking capability that takes into consideration national and international trends towards multivendor and multiprotocol service. It also offers a practical vehicle for optimizing costs and maximizing performance. Finally, and perhaps most important to the development of high speed computing is that an integrated network constitutes a focus for phasing to the National Research and Education Network (NREN). The NASA Science Internet (NSI) program, established in mid 1988, is structured to provide just such an integrated network. A description of the NSI is presented.
End-use load profiles (EULP), which quantify how and when energy is used, are critically important to utilities, public utility commissions, state energy offices, and other stakeholders. Applications of EULPs focus on understanding how efficiency, demand response, and other distributed energy resources are valued and used in R&D prioritization, utility resource and distribution system planning, and state and local energy planning and regulations. Consequently, high-quality EULPs are critical for widespread adoption of electrification, demand flexibility, and grid-interactive efficient buildings. For example, EULPs can be used to forecast energy savings in buildings or to identify energy using activities that can be shifted to different times of the day.
With threats to nuclear facilities continuously evolving, the development and implementation of insider threat mitigation programs is increasingly important. The Office of International Nuclear Security within the U.S. Department of Energy’s National Nuclear Security Administration (DOE/NNSA’s) developed the “Insider Threat Mitigation Program: Facility Implementation Handbook” to assist organizations to be better positioned to minimize the risks posed by malicious insiders. The handbook identified eight elements that contribute to the development and implementation of insider threat mitigation programs. This report outlines the development of a capability building progression of an insider threat mitigation program at international nuclear power plants. This information can be stand-alone or be accompanied by a technical exchange with subject matter experts to support development and implementation of programs with interested international partners.
NASA's Advanced Information Systems Technology (AIST) Program is one of several Technology programs managed by the Earth Science Technology Office (ESTO) in the Earth Science Division (ESD). The AIST Program focuses on advanced information systems and novel computer science technologies that will be needed by NASA Earth Science in the next 5 to 10 years. The three main thrusts of the AIST Program deal with New Observing Strategies, Analytic Collaborative Frameworks and Earth System Digital Twins. This paper describes these three thrusts and how they work together to create future Earth Science information systems.
This paper will present a model that uses the Supply-Chain Operations Reference (SCOR) model as a foundation for a framework to illustrate the information needed throughout a product lifecycle to support a healthy supply chain management function and the subsequent contract requirements to enable it. It will also show where in the supply chain the information must be extracted. The ongoing case study used to exemplify the model is NASA's (National Aeronautics and Space Administration) Ares I program for human spaceflight. Effective supply chain management and contract requirements are ongoing opportunities for continuous improvement within government agencies, specifically development of systems for human spaceflight operations. Multiple reports from the Government Accountability Office (GAO) reinforce this importance. The SCOR model is a framework for describing a supply chain with process building blocks and business activities. It provides a set of metrics for measuring supply chain performance and best practices for continuously improving. This paper expands the application of the SCOR to also provide the framework for defining information needed from different levels of the supply chain and at different phases of the lifecycle. These needs can be incorporated into contracts to enable more effective supply chain management. Depending on the phase of the lifecycle, effective supply chain management will require involvement from different levels of the organization and different levels of the supply chain.
As electricity prices continue to rise and extreme weather events related to climate change become more frequent, many island and remote coastal communities are prioritizing their energy future. Isolated locations and coastal environments pose challenges for energy costs and grid resilience, but the ocean can be a key solution. Marine energy could provide these communities with clean, affordable, and reliable power. The U.S. Department of Energy's (DOE) National Renewable Energy Laboratory and Pacific Northwest National Laboratory are developing the Deployment Readiness Framework (DRF) to support remote, coastal, and island community-driven energy transitions. This framework can be used to better understand the readiness of communities for marine energy technology demonstration projects and their operation. The DRF builds on the Energy Transitions Initiative Partnership Project (ETIPP) supported in part by DOE's Water Power Technologies Office.
The first habitat and work station on the lunar surface undoubtedly has to be prefabricated, self-erecting, and self-contained. The building structure should be folded and compacted to the minimum size and made of materials of minimum weight. It must also be designed to provide maximum possible habitable and usable space on the Moon. For this purpose the concept of multistory, foldable structures was further developed. The idea is to contain foldable structural units in a cylinder or in a capsule adapted for launching. Upon landing on the lunar surface, the cylinder of the first proposal in this paper will open in two hinge-connected halves while the capsule of the second proposal will expand horizontally and vertically in all directions. In both proposals, the foldable structural units will self-erect providing a multistory building with several room enclosures. The solar radiation protection is maintained through regolith-filled pneumatic structures as in the first proposal, or two regolith-filled expandable capsule shells as in the second one, which provide the shielding while being supported by the erected internal skeletal structure.
In the Native Village of Tununak, located on Nelson Island in Southwest Alaska,buildings are exposed to wind-driven rain and snow throughout the year. The Cold Climate Housing Research Center (CCHRC) and Knauf Insulation partnered with the community in 2018 to design a residence for a public safety officer. Construction began in fall 2021 and is scheduled to conclude in summer 2022. The house will use integrated trusses with floor, attic, and wall cavities filled with blown-in fiberglass insulation. Hygrothermal models of the building envelope system demonstrate that the high ambient moisture load will wet the outer edges of the insulation annually regardless of the extent and integrity of exterior weather sealing measures; blown-in fiberglass is expected to be more resilient to this wetting than blown-in cellulose. To verify this, researchers will embed temperature, relative humidity, and moisture sensors in the two windward walls of the house to monitor the ability of the blown-in fiberglass insulation to dry out after wetting events that may have occurred during the transport of the insulation to the building site, storage of the insulation on site, construction process, or after installation in the wall. Sensors will remain in place for two years,documenting the wall's performance over time and verifying the design's potential for use in buildings located in climates where the chance for moisture damage is high. Here, we describe the wall system , design criteria, and the results from the hygrothermal modeling. We share details on the monitoring system's components and the planned management and analysis of data. Finally, we explain how the experiences and data from this project will inform future builds in similar locations.
Under NASA’s Artemis program, NASA is planning to send astronauts back to the Moon in the next couple of years. Near term missions will be analogous but much more sophisticated versions of the last couple of Apollo missions. However, unlike Apollo, this time NASA intends to put the infrastructure in place to support long term human presence and eventual industrialization of the Moon. To make this vision a reality, NASA plans to collaborate with commercial and international partners as much as possible as opposed to developing, building, and operating equipment on its own. Lunar infrastructure will eventually be built over time by many organizations, public and private, to support sustained human exploration, science, and industrial activities. Obviously, this vision for the future will be impossible without a robust lunar communications and navigation system that can support many users with varying degrees of services. On Earth, most people are very familiar with the 3rd Generation Partnership Project (3GPP) 5G mobile telecommunications technology. NASA’s Space Technology Mission Directorate and NASA’s Space Communications and Navigation office would like to see a lunar communications and navigation network with similar capabilities to the cellular communication networks most of us enjoy today. Building such a network will require participation by many organizations. This paper will provide an overview of NASA’s interest in using 5G and beyond on the lunar surface; it will also describe current work based on 3GPP standards within NASA or funded by NASA, such as Nokia’s upcoming Tipping Point demonstration of 4G / LTE on the lunar surface.
This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and disciplines to enable a successful tiger team approach. Advocacy was established with key stakeholders and NASA Headquarters (HQ) by defining a strategic vision, mission, goals and objectives for the project and team. As a technology-pull testbed capability the HDU project was able to collaborate and leverage the Exploration Technology Development Program (ETDP) and individual NASA center investments which capitalized on their respective center core competencies and skills. This approach enable the leveraging of over $7.5m of value to create an operational habitat demonstration unit 2010 PEM configuration.
This paper gives an overview of the National Aeronautics and Space Administration (NASA) led multi-center Habitat Demonstration Unit (HDU) project leadership and management strategies being used by the NASA HDU team for a rapid prototyping project. The HDU project team constructed and tested an analog prototype lunar surface habitat/laboratory called the Pressurized Excursion Module (PEM) during 2010. The prototype unit subsystems were integrated in a short amount of time, utilizing a tiger team rapid prototyping approach that brought together over 20 habitation-related technologies and innovations from a variety of NASA centers. This paper describes the leadership and management strategies as well as lessons learned pertaining to leading and managing a multi-center diverse team in a rapid prototype environment. The PEM configuration went from a paper design to an operational surface habitat demonstration unit in less than 12 months. The HDU project is part of the strategic plan from the Exploration Systems Mission Directorate (ESMD) Directorate Integration Office (DIO) and the Exploration Mission Systems Office (EMSO) to test destination elements in analog environments. The 2011 HDU-Deep Space Habitat (DSH) configuration will build upon the PEM work, and emphasize validity of crew operations (remote working and living), EVA operations, mission operations, logistics operations, and science operations that might be required in a deep space context for Near Earth Object (NEO) exploration mission architectures. The 2011 HDU-DSH will be field-tested during the 2011 Desert Research and Technologies Studies (DRaTS) field tests. The HDU project is a "technology-pull" project that integrates technologies and innovations from multiple NASA centers. This project will repurpose the HDU 2010 demo unit that was field tested in the 2010 DRaTS, adding habitation functionality to the prototype unit. This paper will describe the strategy of establishing a multi-center project management team that put in place the key multi-center leadership skills and disciplines to enable a successful tiger team approach. Advocacy was established with key stakeholders and NASA Headquarters (HQ) by defining a strategic vision, mission, goals and objectives for the project and team. As a technology-pull testbed capability the HDU project was able to collaborate and leverage the Exploration Technology Development Program (ETDP) and individual NASA center investments which capitalized on their respective center core competencies and skills. This approach enable the leveraging of over $7.5m of value to create an operational habitat demonstration unit 2010 PEM configuration.
As Chief Financial Officer of Kennedy Space Center (KSC), I'm not only responsible for financial planning and accounting but also for building strong partnerships with the CFO customers, who include Space Shuttle and International Space Station operations as well all who manage the KSC Spaceport. My never ending goal is to design, manage and continuously improve our core business processes so that they deliver world class products and services to the CFO's customers. I became interested in Six Sigma as Christa Casleton (KSC's first Six Sigma Black belt) applied Six Sigma tools and methods to our Plan and Account for Travel Costs Process. Her analysis was fresh, innovative and thorough but, even more impressive, was her approach to ensure ongoing, continuous process improvement. Encouraged by the results, I launched two more process improvement initiatives aimed at applying Six Sigma principles to CFO processes that not only touch most of my employees but also have direct customer impact. As many of you know, Six Sigma is a measurement scale that compares the output of a process with customer requirements. That's straight forward, but demands that you not only understand your processes but also know your products and the critical customer requirements. The objective is to isolate and eliminate the causes of process variation so that the customer sees consistently high quality.