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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 55 records · Page 3
All sourcesNASA NTRSDOE OSTI
NASA NTRS2010

Space Flight Resource Management for ISS Operations

Although the astronaut training flow for the International Space Station (ISS) spans 2 years, each astronaut or cosmonaut often spends most of their training alone. Rarely is it operationally feasible for all six ISS crewmembers to train together, even more unlikely that crewmembers can practice living together before launch. Likewise, ISS Flight Controller training spans 18 months of learning to manage incredibly complex systems remotely in plug-and-play ground teams that have little to no exposure to crewmembers before a mission. How then do all of these people quickly become a team - a team that must respond flexibly yet decisively to a variety of situations? The answer implemented at NASA is Space Flight Resource Management (SFRM), the so-called "soft skills" or team performance skills. Based on Crew Resource Management, SFRM was developed first for shuttle astronauts and focused on managing human errors during time-critical events (Rogers, et al. 2002). Given the nature of life on ISS, the scope of SFRM for ISS broadened to include teamwork during prolonged and routine operations (O'Keefe, 2008). The ISS SFRM model resembles a star with one competency for each point: Communication, Cross-Culture, Teamwork, Decision Making, Team Care, Leadership/Followership, Conflict Management, and Situation Awareness. These eight competencies were developed with international participation by the Human Behavior and Performance Training Working Group. Over the last two years, these competencies have been used to build a multi-modal SFRM training flow for astronaut candidates and flight controllers that integrates team performance skills into the practice of technical skills. Preliminary results show trainee skill increases as the flow progresses; and participants find the training invaluable to performing well and staying healthy during ISS operations. Future development of SFRM training will aim to help support indirect handovers as ISS operations evolve further with the retirement of the Space Shuttle Program.

Schmidt, Lacey L.↗
NASA NTRS2012

Managing the Right Projects: Best Practices to Align Project and Corporate Strategies

If there's a human endeavor that exemplifies teamwork, it is space exploration. And that teamwork absolutely cannot happen effectively if the boots on the ground the people doing the work - don't understand how their work aligns with the larger goal. This presentation will discuss some best management practices from NASA's Marshall Space Flight Center that have succeeded in helping employees become informed, engaged and committed to the space agency's important missions. Specific topics include: Alignment Criteria: Linking Projects To Corporate Strategy. Resource Management: Best Practices For Resource Management. Strategic Analysis: Supporting Decision Making In A Changing Environment. Communication Strategies: Best Practices To Communicate Change. Benefits Achieved And Lessons Learned.

Watkins, Bobby↗
NASA NTRS2017

Application of Human-Autonomy Teaming to an Advanced Ground Station for Reduced Crew Operations

Within human factors there is burgeoning interest in the "human-autonomy teaming" (HAT) concept as a way to address the challenges of interacting with complex, increasingly autonomous systems. The HAT concept comes out of an aspiration to interact with increasingly autonomous systems as a team member, rather than simply use automation as a tool. The authors, and others, have proposed core tenets for HAT that include bi-directional communication, automation and system transparency, and advanced coordination between human and automated teammates via predefined, dynamic task sequences known as "plays." It is believed that, with proper implementation, HAT should foster appropriate teamwork, thus increasing trust and reliance on the system, which in turn will reduce workload, increase situation awareness, and improve performance. To this end, HAT has been demonstrated and/or studied in multiple applications including search and rescue operations, healthcare and medicine, autonomous vehicles, photography, and aviation. The current paper presents one such effort to apply HAT. It details the design of a HAT agent, developed by Human Automation Teaming Solutions, Inc., to facilitate teamwork between the automation and the human operator of an advanced ground dispatch station. This dispatch station was developed to support a NASA project investigating a concept called Reduced Crew Operations (RCO); consequently, we have named the agent R-HATS. Part of the RCO concept involves a ground operator providing enhanced support to a large number of aircraft with a single pilot on the flight deck. When assisted by R-HATS, operators can monitor and support or manage a large number of aircraft and use plays to respond in real-time to complicated, workload-intensive events (e.g., an airport closure). A play is a plan that encapsulates goals, tasks, and a task allocation strategy appropriate for a particular situation. In the current implementation, when a play is initiated by a user, R-HATS determines what tasks need to be completed and has the ability to autonomously execute them (e.g., determining diversion options and uplinking new routes to aircraft) when it is safe and appropriate. R-HATS has been designed to both support end users and researchers in RCO and HAT. Additionally, R-HATS and its underlying architecture were developed with generalizability in mind as a modular software applicable outside of RCO/aviation domains. This paper will also discuss future further development and testing of RHATS.

automation↗
DOE OSTI2024

Best practices: Organizational execution

This article, the fourth and final installment in the DOE–IDEA series, focuses on organizational execution and how strong management practices, teamwork, and preparedness contribute to successful district energy systems. It highlights case studies from Ashley Energy and Cornell University to illustrate effective operational strategies. Ashley Energy demonstrates the importance of emergency preparedness and rapid response. After a major flood disrupted its plant, the organization restored service in under 72 hours by relying on pre-established plans, vendor relationships, and trained staff. The case emphasizes proactive contingency planning, understanding insurance processes, and empowering skilled personnel to improvise during crises. Cornell University’s example highlights the role of collaboration and transparency in long-term success. Its district energy system benefits from strong data sharing, real-time energy monitoring, and active involvement of faculty and students in system planning and innovation. This culture of teamwork and data-driven decision-making supports sustainability goals and continuous system improvement. Overall, the article shows that effective organizational execution—through preparedness, collaboration, and data transparency—is essential for maintaining reliable, efficient, and sustainable district energy systems.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
NASA NTRS2012

Using Collaborative Engineering to Inform Collaboration Engineering

Collaboration is a critical competency for modern organizations as they struggle to compete in an increasingly complex, global environment. A large body of research on collaboration in the workplace focuses both on teams, investigating how groups use teamwork to perform their task work, and on the use of information systems to support team processes ("collaboration engineering"). This research essay presents collaboration from an engineering perspective ("collaborative engineering"). It uses examples from professional and student engineering teams to illustrate key differences in collaborative versus collaboration engineering and investigates how challenges in the former can inform opportunities for the latter.

Collaboration Engineering↗
DOE OSTI2024

Electronic Visualization Laboratory's 50th Anniversary Retrospective: Look to the Future, Build on the Past

September 2023 marks the 50th anniversary of the Electronic Visualization Laboratory (EVL) at University of Illinois Chicago (UIC). EVL's introduction of the CAVE Automatic Virtual Environment in 1992, the first widely replicated, projection-based, walk-in, virtual-reality (VR) system in the world, put EVL at the forefront of collaborative, immersive data exploration and analytics. However, the journey did not begin then. Since its founding in 1973, EVL has been developing tools and techniques for real-time, interactive visualizations—pillars of VR. But EVL's culture is also relevant to its successes, as it has always been an interdisciplinary lab that fosters teamwork, where each person's expertise contributes to the development of the necessary tools, hardware, system software, applications, and human interface models to solve problems. Over the years, as multidisciplinary collaborations evolved and advanced scientific instruments and data resources were distributed globally, the need to access and share data and visualizations while working with colleagues, local and remote, synchronous and asynchronous, also became important fields of study. This paper is a retrospective of EVL's past 50 years that surveys the many networked, immersive, collaborative visualization and VR systems and applications it developed and deployed, as well as lessons learned and future plans.

Johnson, Andrew E.↗
DOE OSTI2022

Oklahoma State University – Industrial Assessment Center (Final Report)

Our first primary objective is to provide industrial assessments to clients in Oklahoma, Arkansas, Kansas, and north and northwest Texas, including the Texas Panhandle (about 10% of the state of Texas). This geographical region extends about 400 miles north and south and about 600 miles east and west. In addition, the partnership links two universities, Oklahoma State University (OSU) and Wichita State University (WSU) within our region together in a significant collaboration focused on improving our region’s industrial competitiveness. Our second primary objective is to produce competent, motivated energy engineers. Student training will be a combination of classroom work, individual mentoring, and on-the-job training. The focus will be on energy conservation technologies, in conjunction with increased productivity, the economics of the same, and client relationships including client recruiting, on-site assessment, reporting, and client-related communications. Finally, we will work to provide resources and expertise to complement the first two primary objectives. The effectiveness and efficiency of our IAC will be measured, internally, by four broad criteria: (1) client benefits, (2) student development and acceptance after graduation, (3) regional/national contribution to lowering energy use and reducing pollutants, and (4) compliance with DOE/FM requirements. Client-related benefits include client contacts, timeliness of assessments and reports, the value of recommendations provided, and the value of recommendations implemented. Student development includes many students trained and the level of training provided in energy, waste, and productivity-related technologies as well as teamwork and communication skills. The contribution to lower national energy use and waste production is a natural outcome of the program. Compliance with DOE/FM requirements includes timeliness of reports, participation in Best Practices activities, contributions to EERE goals and objectives, and other requirements as communicated to the IAC.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2023

Oak Ridge National Laboratory Annual Sustainability Report 2023

ORNL, managed under contract by UT-Battelle LLC, is DOE’s largest science and energy laboratory and, as such, executes the widest range of mission capabilities. Diverse expertise spans a broad range of scientific and engineering disciplines, enabling research and science achievements to accelerate the delivery of solutions to the marketplace. ORNL supports DOE’s national missions of scientific discovery, clean energy, and security. To execute these activities, ORNL has grown significantly over 80 years of continuous operations, consisting of facilities with commissioning dates ranging from the 1940s to the present—an extraordinary set of distinctive scientific facilities and equipment. The complexities of such a variety of facilities require teamwork among divisions, a wide variety of conservation projects, and creative strategies to achieve the desired energy and water savings. Such a diverse and unique set of major facilities, totaling over 5.5 million square feet, with 6,000 employees, requires an innovative plan to accomplish advancements in operational efficiencies. ORNL is tasked with the management of an extraordinary set of distinctive scientific facilities and equipment for DOE. ORNL is mission-driven, and its mission has grown substantially over the decades. ORNL’s core research capabilities provide broad science and technology support for DOE in the areas of energy, environment, and national security. Currently, ORNL is a world leader in materials, neutron, and nuclear science and engineering, and in high-performance computing and data analytics. ORNL’s vast portfolio of research facilities must be maintained and carefully upgraded to protect the nation’s investment in scientific analysis. The goal of sustainable and resilient operations is to enable more effective execution of ORNL’s science and technology mission. Sustainable operational practices and enhanced resilience strive for excellent results while remaining diligent in energy conservation, environmental stewardship, asset management, and community engagement. The Sustainable ORNL Program (Sustainable ORNL) Continuous improvements in operational and business processes must be integrated into the fabric of the ORNL culture to maximize the return from the investment made in modernizing facilities and equipment. The Sustainable ORNL program promotes the legacy of system-wide best practices, management commitment, and employee engagement that will lead ORNL into a future of efficient, resilient, and sustainable operations. ORNL leadership and Sustainable ORNL champions receive regular status reports on the progress of each project and focus area (i.e., roadmap) and periodic summary reports. More information can be found at the program’s website. The Sustainable ORNL roadmap structure endorses 15 vital roadmaps. The figure below summarizes the current project assignments and demonstrates that each project contributes to the wellbeing of the whole. Continuous employee engagement and regular status reports confirm the ideals of the program. The roadmap structure is not static; as the science mission advances and the needs of the organization evolve, the Sustainable ORNL roadmap structure elements are modified to align with developing priorities. In 2022, Sustainable ORNL made roadmap changes to better align ORNL to support new federal requirements that have been issued.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2023

Ombuds Office 2023 Biennial Report

The Los Alamos National Laboratory (LANL) Ombuds Charter requires the Ombuds Office to issue a report every two years to the Laboratory Director. The prior Ombuds Biennial Report was published in July of 2021, celebrating 25 years of Ombuds history at the Lab. This 2023 report details office transitions and new initiatives over the past two years, along with our ongoing conflict resolution work of one-on-one discussions, classes, presentations, workshops, and facilitations. The Ombuds Office supports the mission of LANL in myriad ways. We champion the LANL culture statement of “ How we do work is as important as What we do,” and we reinforce LANL’s values of integrity, service, excellence, and teamwork. Accordingly, the mission of the Ombuds Office is to support employees in their work, enhance communication, mitigate conflict, and encourage a positive working environment. The Ombuds Office adheres to the International Ombuds Association’s (IOA) Standards of Practice and Code of Ethics (see Appendix). As such, the Ombuds Office is informal, confidential, impartial, and independent. We do not advocate for managers or employees. We don’t tell people what to do; we don’t give advice. All of our services are voluntary. LANL employees seek out the Ombuds Office as a neutral place where they can collect their thoughts, whether in person, on the phone, or online. We help individuals explore and navigate tough issues. Employees expand their understanding of their options, assess what is within their control, and decide what is in their best interest. The Ombuds Office promotes smart, professional conflict management. This report highlights the work of the Ombuds Office and provides a closer look at both quantitative and qualitative data, including anecdotal information and endorsements. It concludes with a discussion of further opportunities to expand the reach of the Ombuds Office to more LANL employees.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2023

National Solar Jobs Accelerator (Final Technical Report (FTR))

The aptitudes and experiences gained through military service—such as dynamic leadership, teamwork and critical thinking skills, technical specialization, and a mission-completion work ethic—make veterans exceptional candidates for a wide range of solar energy careers. The solar industry offers a highly collaborative and purpose-driven work environment that resonates with service members and veterans looking to rise to their next challenge, and solar employers are eager to tap into this valuable talent pool. From October 2019 - February 2023, The National Solar Jobs Accelerator (publicly the Solar Ready Vets Network TM (SRV Network; SRVN)) enhanced and streamlined options for military service members and veterans to pursue solar training, certification, and employment, while advancing solar employers’ efforts and capacity to invest in military talent as part of a long-term workforce development strategy. The SRVN was led by the Interstate Renewable Energy Council (IREC) in partnership with the Solar Energy Industries Association (SEIA), the US Chamber of Commerce Foundation’s Hiring Our Heroes program (HOH) and the North American Board of Certified Energy Practitioners (NABCEP). Through several direct-impact and indirect, high-impact capacity building initiatives aligned with six key objectives, the SRV Network strengthened solar career pathways, and promoted increased representation of military talent across all levels and sectors of the solar workforce. A work-based learning Corporate Fellowship model connected transitioning service members with on-the-job experience in leadership roles with solar employers nationwide. The project advanced broader veteran recruitment and talent development by expanding GI Bill eligibility and streamlining veterans’ pathways for solar training and credentialing, supported direct connections to jobs with top solar employers, and led coordination among key education and industry partners to advance registered apprenticeships aligned with solar career pathways. To ensure that the project best served the needs of all stakeholders, an Advisory Committee of military-connected solar professionals, solar employers, and training providers met biannually to guide project activities and sustainability plans. The project team engaged the broader “SRV Network” (comprised of over 2,000 veterans, employers and training organizations) through regular newsletters and targeted outreach to share resources, hiring fairs, webinars, and other opportunities for engagement. The work done under this award builds on the previous iterations of the Department of Energy’s Solar Ready Vets ® program. As the solar industry continues to grow rapidly over the next decade, the military community will continue to be a highly valuable source of talent. The relationships established and work accomplished through this project will have an enduring positive impact well beyond the funding period.

14 SOLAR ENERGY↗
NASA NTRS1972

Unmanned space project management: Surveyor and lunar orbiter

An analysis of the management of two major NASA projects, Surveyor and Lunar Orbiter is presented. The analysis reflects the comments and criticisms of many NASA officials who were responsible for various phases of the projects as well as comments by knowledgeable persons outside NASA. Findings are submitted with respect to; (1) environment, (2) role of individuals, (3) teamwork, (4) roles and missions, (5) organization, and (6) cost performance.

Kloman, E. H.↗
NASA NTRS1983

Structural optimization - Challenges and opportunities

A review of developments in structural optimization techniques and their interface with growing computer capabilities is presented. Structural design steps comprise functional definition of an object, an evaluation phase wherein external influences are quantified, selection of the design concept, material, object geometry, and the internal layout, and quantification of the physical characteristics. Optimization of a fully stressed design is facilitated by use of nonlinear mathematical programming which permits automated definition of the physics of a problem. Design iterations terminate when convergence is acquired between mathematical and physical criteria. A constrained minimum algorithm has been formulated using an Augmented Lagrangian approach and a generalized reduced gradient to obtain fast convergence. Various approximation techniques are mentioned. The synergistic application of all the methods surveyed requires multidisciplinary teamwork during a design effort.

Sobieszczanski-Sobieski, J.↗
NASA NTRS1984

Structural optimization: Challenges and opportunities

A review of developments in structural optimization techniques and their interface with growing computer capabilities is presented. Structural design steps comprise functional definition of an object, an evaluation phase wherein external influences are quantified, selection of the design concept, material, object geometry, and the internal layout, and quantification of the physical characteristics. Optimization of a fully stressed design is facilitated by use of nonlinear mathematical programming which permits automated definition of the physics of a problem. Design iterations terminate when convergence is acquired between mathematical and physical criteria. A constrained minimum algorithm has been formulated using an Augmented Lagrangian approach and a generalized reduced gradient to obtain fast convergence. Various approximation techniques are mentioned. The synergistic application of all the methods surveyed requires multidisciplinary teamwork during a design effort.

Sobieszczanski-Sobieski, J.↗
NASA NTRS1984

Preparing for the unexpected - A psychologist's case for improved training

In the procedures designed to minimize human errors that lead to aircraft incidents, the improved human factor engineering and automation approaches must be supplemented by new training methods. Changes are suggested in the preprogrammed training principles which are currently based almost exclusively on the procedures-oriented environment, with insufficient training for cognitive processing and awareness. Use of the Line-Oriented Flight Training procedure, in which a training simulator is supplemented by a highly structured script or scenario to simulate the total line operational environment for the purpose of simultaneously training the entire flight crew, offers one way of providing pilots and other crewmembers with the experience of dealing with unexpected or stressful events. Of primary importance is maximal coordination between the aircraft captain and other crewmembers during the flight, which puts emphasis on the importance of teamwork and personal relations among all other crewmembers. The current FARs governing training and proficiency will have to be modified to accommodate new training appoaches.

Foushee, H. C.↗
NASA NTRS1988

Crew productivity issues in long-duration space flight

Considerable evidence suggests the importance of teamwork, coordination, and conflict resolution to the performance and survival of isolated, confined groups in high-technology environments. With the advent of long-duration space flight, group-related issues of crew functioning will take on added significance. This paper discusses the influence of crew roles, status, leadership, and norms on the performance of small, confined groups, and offers guidelines and suggestions regarding organizational design, crew selection, training, and team building for crew productivity and social well-being in long-duration spaceflight.

Nicholas, John M.↗
NASA NTRS1986

Integrating automated structured analysis and design with Ada programming support environments

Ada Programming Support Environments (APSE) include many powerful tools that address the implementation of Ada code. These tools do not address the entire software development process. Structured analysis is a methodology that addresses the creation of complete and accurate system specifications. Structured design takes a specification and derives a plan to decompose the system subcomponents, and provides heuristics to optimize the software design to minimize errors and maintenance. It can also produce the creation of useable modules. Studies have shown that most software errors result from poor system specifications, and that these errors also become more expensive to fix as the development process continues. Structured analysis and design help to uncover error in the early stages of development. The APSE tools help to insure that the code produced is correct, and aid in finding obscure coding errors. However, they do not have the capability to detect errors in specifications or to detect poor designs. An automated system for structured analysis and design TEAMWORK, which can be integrated with an APSE to support software systems development from specification through implementation is described. These tools completement each other to help developers improve quality and productivity, as well as to reduce development and maintenance costs. Complete system documentation and reusable code also resultss from the use of these tools. Integrating an APSE with automated tools for structured analysis and design provide capabilities and advantages beyond those realized with any of these systems used by themselves.

Hecht, Alan↗
NASA NTRS1989

The importance of batteries in unmanned missions

The planetary program has historically used batteries to supply peak power needs for mission specific applications. Any time that additional power has been required in order to meet peak power demands or those applications where only limited amounts of power were required, batteries have always been used. Up until the mid to late 70's they have performed their task admirably. Recently, however, we have all become aware of the growing problem of developing reliable NiCd batteries for long mission and high cycle life applications. Here, the role rechargeable batteries will play for future planetary and earth observing spacecraft is discussed. In conclusion, NiCds have been and will continue to be the mainstay of the power system engineers tools for peak power production. Recent experience has tarnished its once sterling reputation. However, the industry has stood up to this challenge and implemented wide ranging plans to rectify the situation. These efforts should be applauded and supported as new designs and materials become available. In addition, project managers must become aware of their responsibility to test their batteries and insure quality and mission operating characteristics. Without this teamwork, the role of NiCds in the future will diminish, and other batteries, not as optimum for high performance applications (low mass and volume) will take their place.

Klein, John W.↗