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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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NASA NTRS2006

Advancing the practice of systems engineering at JPL

In FY 2004, JPL launched an initiative to improve the way it practices systems engineering. The Lab's senior management formed the Systems Engineering Advancement (SEA) Project in order to "significantly advance the practice and organizational capabilities of systems engineering at JPL on flight projects and ground support tasks." The scope of the SEA Project includes the systems engineering work performed in all three dimensions of a program, project, or task: 1. the full life-cycle, i.e., concept through end of operations 2. the full depth, i.e., Program, Project, System, Subsystem, Element (SE Levels 1 to 5) 3. the full technical scope, e.g., the flight, ground and launch systems, avionics, power, propulsion, telecommunications, thermal, etc. The initial focus of their efforts defined the following basic systems engineering functions at JPL: systems architecture, requirements management, interface definition, technical resource management, system design and analysis, system verification and validation, risk management, technical peer reviews, design process management and systems engineering task management, They also developed a list of highly valued personal behaviors of systems engineers, and are working to inculcate those behaviors into members of their systems engineering community. The SEA Project is developing products, services, and training to support managers and practitioners throughout the entire system lifecycle. As these are developed, each one needs to be systematically deployed. Hence, the SEA Project developed a deployment process that includes four aspects: infrastructure and operations, communication and outreach, education and training, and consulting support. In addition, the SEA Project has taken a proactive approach to organizational change management and customer relationship management - both concepts and approaches not usually invoked in an engineering environment. This paper'3 describes JPL's approach to advancing the practice of systems engineering at the Lab. It describes the general approach used and how they addressed the three key aspects of change: people, process and technology. It highlights a list of highly valued personal behaviors of systems engineers, discusses the various products, services and training that were developed, describes the deployment approach used, and concludes with several lessons learned.

process improvement↗

NASA NTRS2012

Elements of Engineering Excellence

The inspiration for this Contract Report (CR) originated in discussions with the director of Marshall Space Flight Center (MSFC) Engineering who asked that we investigate the question: "How do you achieve excellence in aerospace engineering?" Engineering a space system is a complex activity. Avoiding its inherent potential pitfalls and achieving a successful product is a challenge. This CR presents one approach to answering the question of how to achieve Engineering Excellence. We first investigated the root causes of NASA major failures as a basis for developing a proposed answer to the question of Excellence. The following discussions integrate a triad of Technical Understanding and Execution, Partnership with the Project, and Individual and Organizational Culture. The thesis is that you must focus on the whole process and its underlying culture, not just on the technical aspects. In addition to the engineering process, emphasis is given to the need and characteristics of a Learning Organization as a mechanism for changing the culture.

Blair, J. C.↗

NASA NTRS2020

Urban Air Mobility: Predictive Modelling on the Behavior of Air-Service Bookings in Metropolitan Areas

The demand for a ride to work without running into the inefficiencies of traffic in a bustling, metropolitan area beckons for a system to tackle on-the ground traffic congestion, thus fueling the need for Urban Air Mobility (UAM). The instant gratification culture, notably its effect on Generation Z, has given way to the nature of impulsive decision making. The 2020 COVID-19 crisis, with its use of tap-to-gratify technology, highlights passengers preferring late booking. This last-minute airport reorganization crisis spearheaded our research goal to create a more user-personalized assessment of cancellation rates. Our research highlights that there will be a market in the 2030s for UAM, short-distance air transportation, and the world must prepare for the challenges that come with this new market. Through a two-part model, we obtained two randomized sets of profiles of user-specific and ridership attributes and their relationship with cancellations. Recommendations for future research include factoring this personalized aspect into cancellation projections to provide reasoned user discounts as well as a remedy for the scheduling chaos that stems from the airport organizational crisis.

Srushti Adesara↗

NASA NTRSDate not supplied

Algorithmic Analysis of the Effect of Human Behavior on Future Urban Air Mobility Operations

Harbani Jaggi↗

NASA NTRS1985

Spacelab Hitchhiker, a quick reaction carrier

It is pointed out that NASA is developing a new way to get payloads into orbit in a short time and at a low cost. The 'Spacelab Hitchhiker' is the carrier program which will accomplish this objective. The Spacelab Hitchhiker carrier is a Shuttle payload. The primary application of the considered program will be related to science and technology payloads. Attention is given to the Hitchhiker concept, details regarding the Hitchhiker-G and Hitchhiker-M, aspects of integration and operations, Orbiter resources and STS interfaces, the conduction of Hitchhiker flights as 'flights of opportunity', questions of payload selection, and organizational interfaces.

James, E. F.↗

NASA NTRS2003

U.S. Climate Change Science Program. Vision for the Program and Highlights of the Scientific Strategic Plan

The vision document provides an overview of the Climate Change Science Program (CCSP) long-term strategic plan to enhance scientific understanding of global climate change.This document is a companion to the comprehensive Strategic Plan for the Climate Change Science Program. The report responds to the Presidents direction that climate change research activities be accelerated to provide the best possible scientific information to support public discussion and decisionmaking on climate-related issues.The plan also responds to Section 104 of the Global Change Research Act of 1990, which mandates the development and periodic updating of a long-term national global change research plan coordinated through the National Science and Technology Council.This is the first comprehensive update of a strategic plan for U.S. global change and climate change research since the origal plan for the U.S. Global Change Research Program was adopted at the inception of the program in 1989.

Climate change↗

NASA NTRS2018

Working at the Speed of Innovation: Impedance Mismatch in Rapid and Innovation Projects

In this paper we report on the results of an ethnographic study of a rapid design innovation (RDI) experiment in NASA Aeronautics. This work is based on the study of the Aeronautics Autonomy Testbed Capability (AATC) team in the Convergent Aeronautics Solutions (CAS) project. This paper focuses on and summarizes one of the key over-arching findings from the study: there is a significant mismatch in the organizational culture in the rest of the organization compared with that required for RDI. And, if this organizational cultural mismatch is not addressed, the likelihood of any organization being able to advance a new and different type of work (such as RDI) will be jeopardized. We delineate several aspects of the two different cultures identified in order to enable leaders and practitioners to better understand what contributes to the cultural dissonance and the implications of the differences in the cultures. As well, we identify ways in which those differences can be addressed. Research from organization and other social sciences are incorporated to highlight the differences. The implications of the research suggest that the significant cultural differences trigger a strong and resistive response from the dominant culture that may negate leadership’s strategy to build the new capacity for RDI. While the research results noted the pervasive nature of innovation throughout the workplace, the type of innovation envisioned in RDI is a rare type of innovation that requires significantly new methods, work processes, tools, and skills such that approaches used in the dominate culture cannot be adopted by expediting the existing approaches. Examples include: innovation teaming and leadership; the need for adaptive leadership that changes the relationship of a research leader to the other researchers; and, an interdisciplinary teaming approach which shapes team relationships and activities. Each of these aspects requires new teaming, tools, and skills in order to succeed. Thus, when introducing RDI activities where there is a different dominant culture, teams need to be: well trained; protected; recognized and rewarded. And, team leaders must also be trained in the unique types of teaming and innovation tools used in RDI. Both RDI teaming and team leadership must be sanctioned, supported, and rewarded by leadership. Because of the cultural mismatch, in some organizations looking to add RDI to their existing and established organizations, sep to avoid or mitigate the negative impact of the culture mismatch.

Crain, Cathleen↗

DOE OSTI2024

Expert and operator perspectives on barriers to energy efficiency in data centers

Abstract It was last estimated in 2016 that data centers (DCs) comprise approximately 2% of total US electricity consumption. However, this estimate is currently being updated to account for the massive increase in computing needs due to streaming, cryptocurrency, and artificial intelligence (AI). To prevent energy consumption that tracks with increasing computing needs, it is imperative we identify energy efficiency strategies and investments beyond the low-hanging fruit solutions. In a two-phased research approach, we ask: What non-technical barriers still impede energy efficiency (EE) practices and investments in the data center sector, and what can be done to overcome these barriers? In particular, we are focused on social and organizational barriers to EE. In Phase I, we performed a literature review and found that technical solutions are abundant in the literature, but fail to address the top-down cultural shifts that need to take place in order to adapt new energy efficiency strategies. In Phase II, reported here, we interviewed 16 data center operators/experts to ground-truth our literature findings. Our interview protocols focus on three aspects of DC decision-making: procurement practices, metrics and monitoring, and perceived barriers to energy efficiency. We find that vendors are the key drivers of procurement decisions, advanced efficiency metrics are facility-specific, and there is convergence in the design of advanced facilities due to the heat density of parallelized infrastructure. Our ultimate goals for our research are to design DC decarbonization policies that target organizational structure, empower individual staff, and foster a supportive external market.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

NASA NTRSDate not supplied

Behavioral Components Of NASA’s 2021 Astronaut Selection Cycle

To successfully implement the behavioral aspects required to select and screen for long-duration missions on the International Space Station and for Artemis Program lunar missions, a multi-phase process combining best practice elements from the fields of industrial-organizational psychology, operational psychology, aerospace psychology and aerospace psychiatry, are needed. Furthermore, this process should preferably be implemented by professionals with extensive experience in human spaceflight operations.

Gary Edward Beven↗

NASA NTRS1973

Public science policy and administration

Science, the overwhelming concern of our time, is no longer a matter of private research and development but one of public policy and administration, in which government, industry, foundations, and educational institutions must all work together as never before. Few other single tasks are of such decisive importance to the collective and individual welfare of American citizens as the formulation of public science policy and the administration of scientific programs. Eleven national authorities of varied background in science, education, and government administration contribute their experience and their judgment in an effort to deal with the major aspects of the subject. Their focus is on the meeting of actual problems; they consider the decision making process in both public and public-private organizations. Topics are grouped in three general categories: personnel needs and resources, organizational problems and techniques, and the administrative role in policy leadership.

Rosenthal, A. H.↗

NASA NTRS1994

A new high-speed IR camera system

A multi-organizational team at the Goddard Space Flight Center is developing a new far infrared (FIR) camera system which furthers the state of the art for this type of instrument by the incorporating recent advances in several technological disciplines. All aspects of the camera system are optimized for operation at the high data rates required for astronomical observations in the far infrared. The instrument is built around a Blocked Impurity Band (BIB) detector array which exhibits responsivity over a broad wavelength band and which is capable of operating at 1000 frames/sec, and consists of a focal plane dewar, a compact camera head electronics package, and a Digital Signal Processor (DSP)-based data system residing in a standard 486 personal computer. In this paper we discuss the overall system architecture, the focal plane dewar, and advanced features and design considerations for the electronics. This system, or one derived from it, may prove useful for many commercial and/or industrial infrared imaging or spectroscopic applications, including thermal machine vision for robotic manufacturing, photographic observation of short-duration thermal events such as combustion or chemical reactions, and high-resolution surveillance imaging.

Travis, Jeffrey W.↗

NASA NTRS1993

Security aspects of space operations data

This paper deals with data security. It identifies security threats to European Space Agency's (ESA) In Orbit Infrastructure Ground Segment (IOI GS) and proposes a method of dealing with its complex data structures from the security point of view. It is part of the 'Analysis of Failure Modes, Effects Hazards and Risks of the IOI GS for Operations, including Backup Facilities and Functions' carried out on behalf of the European Space Operations Center (ESOC). The security part of this analysis has been prepared with the following aspects in mind: ESA's large decentralized ground facilities for operations, the multiple organizations/users involved in the operations and the developments of ground data systems, and the large heterogeneous network structure enabling access to (sensitive) data which does involve crossing organizational boundaries. An IOI GS data objects classification is introduced to determine the extent of the necessary protection mechanisms. The proposal of security countermeasures is oriented towards the European 'Information Technology Security Evaluation Criteria (ITSEC)' whose hierarchically organized requirements can be directly mapped to the security sensitivity classification.

Schmitz, Stefan↗

NASA NTRSDate not supplied

Statistical Influence

Advancing the spread and practice of statistics enhances an organization’s ability to successfully achieve their mission. While there may be leadership mandates to employ statistical methods, often the spread of statistical concepts flourishes more effectively through the practice of statistical influence. At first glance, the term influence may seem to imply a passive and unenthusiastic posture toward promoting organizational change. However, a classical definition states that ,“In a general sense, influence denotes power whose operation is invisible and known only by its effects, or a power whose cause and operation are unseen.” This definition articulates the powerful and yet subtle aspects of influence that embodies the theme of this presentation. Stated plainly, powerful statistical concepts become more widely known and engrained primarily through demonstrated impact; a strategy known only by its effects. In this presentation, elements of statistical influence are exemplified through practice at NASA.

Peter A. Parker↗

NASA NTRS1985

The quantitative modelling of human spatial habitability

A model for the quantitative assessment of human spatial habitability is presented in the space station context. The visual aspect assesses how interior spaces appear to the inhabitants. This aspect concerns criteria such as sensed spaciousness and the affective (emotional) connotations of settings' appearances. The kinesthetic aspect evaluates the available space in terms of its suitability to accommodate human movement patterns, as well as the postural and anthrometric changes due to microgravity. Finally, social logic concerns how the volume and geometry of available space either affirms or contravenes established social and organizational expectations for spatial arrangements. Here, the criteria include privacy, status, social power, and proxemics (the uses of space as a medium of social communication).

Wise, J. A.↗

NASA NTRS1996

International GPS Service for Geodynamics

This 1995 annual report of the IGS International GPS (Global Positioning System) Service for Geodynamics - describes the second operational year of the service. It provides the many IGS contributing agencies and the rapidly growing user community with essential information on current organizational and technical matters promoting the IGS standards and products (including organizational framework, data processing strategies, and statistics showing the remarkable expansion of the GPS monitoring network, the improvement of IGS performance, and product quality). It also introduces important practical concepts for network densification by integration of regional stations and the combination of station coordinate solutions. There are groups of articles describing general aspects of the IGS, the Associate Analysis Centers (AACs), Data Centers, and IGS stations.

Zumberge, J. F.↗

NASA NTRS2011

Project Management Using Modern Guidance, Navigation and Control Theory

Implementing guidance, navigation, and control (GN&C) theory principles and applying them to the human element of project management and control is not a new concept. As both the literature on the subject and the real-world applications are neither readily available nor comprehensive with regard to how such principles might be applied, this paper has been written to educate the project manager on the "laws of physics" of his or her project (not to teach a GN&C engineer how to become a project manager) and to provide an intuitive, mathematical explanation as to the control and behavior of projects. This paper will also address how the fundamental principles of modern GN&C were applied to the National Aeronautics and Space Administration's (NASA) Constellation Program (CxP) space suit project, ensuring the project was managed within cost, schedule, and budget. A project that is akin to a physical system can be modeled and managed using the same over arching principles of GN&C that would be used if that project were a complex vehicle, a complex system(s), or complex software with time-varying processes (at times nonlinear) containing multiple data inputs of varying accuracy and a range of operating points. The classic GN&C theory approach could thus be applied to small, well-defined projects; yet when working with larger, multiyear projects necessitating multiple organizational structures, numerous external influences, and a multitude of diverse resources, modern GN&C principles are required to model and manage the project. The fundamental principles of a GN&C system incorporate these basic concepts: State, Behavior, Feedback Control, Navigation, Guidance and Planning Logic systems. The State of a system defines the aspects of the system that can change over time; e.g., position, velocity, acceleration, coordinate-based attitude, and temperature, etc. The Behavior of the system focuses more on what changes are possible within the system; this is denoted in the state of the system. The behavior of a system, as captured in the system modeling, when properly done will aid in accurately predicting future system performance. The Feedback Control system understands the state and behavior of the system and uses feedback to adjust control inputs into the system. The feedback, which is the right arm of the Control system, allows change to be affected in the overall system; it therefore is important to not only correctly identify the system feedback inputs, but also the system response to the feedback inputs. The Navigation system takes multiple data inputs and based on a priori knowledge of the inputs, develops a statistically based weighting of the inputs and measurements to determine the system's state. Guidance and Planning Logic of the system, complete with an understanding of where the system is (provided by the Navigation system), will in turn determine where the system needs to be and how to get it there. With any system/project, it is critical that the objective of the system/project be clearly defined -- not only to plan but to measure performance and to aid in guiding the system or the project. The system principles discussed above, which can be and have been applied to the current CxP space suit development project, can also be mapped to real-world constituents, thus allowing project managers to apply systems theories that are well defined in engineering and mathematics to a discipline (i.e., Project Management) that historically has been based in personal experience and intuition. This mapping of GN&C theory to Project Management will, in turn, permit a direct, methodical approach to Project Management, planning and control providing a tool to help predict (and guide) performance and an understanding of the project constraints, how the project can be controlled, and the impacts to external influences and inputs. This approach, to a project manager, flows down to the three bottom-line variables of cost, schedule, and scope ando the needed control of these three variables to successfully perform and complete a project.

Hill, Terry R.↗

NASA NTRS2010

Human Performance in Space

Human factors is a critical discipline for human spaceflight. Nearly every human factors research area is relevant to space exploration -- from the ergonomics of hand tools used by astronauts, to the displays and controls of a spacecraft cockpit or mission control workstation, to levels of automation designed into rovers on Mars, to organizational issues of communication between crew and ground. This chapter focuses more on the ways in which the space environment (especially altered gravity and the isolated and confined nature of long-duration spaceflight) affects crew performance, and thus has specific novel implications for human factors research and practice. We focus on four aspects of human performance: neurovestibular integration, motor control and musculo-skeletal effects, cognitive effects, and behavioral health. We also provide a sampler of recent human factors studies from NASA.

Jones, Patricia M.↗

NASA NTRS1997

Study of a Solar X-Ray Telescope

The highly structured nature of the outer solar atmosphere seems to be intimately linked to the presence, at the solar surface, of magnetic fields that have been generated inside the Sun and have emerged to the surface. The corona is brightest (and also hottest) at just those locations where the magnetic field has emerged from inside the Sun. Dynamo theory predicts that strong magnetic fields will be generated deep in the solar interior and that bundles or 'ropes' of magnetic flux will float to the surface. When this happens, a magnetically bipolar region will become visible, extending above the surface in a three-dimensional structure. The field lines penetrate through the surface, showing two magnetic poles, and also exhibit a three-dimensional structure above the surface. The structure created by the field emergence is rooted in the (relatively) cool photosphere and extends through the chromosphere and transition region to the corona. Thus, the magnetic field creates a region, called an active region, which contains portions at temperatures from less than 10(exp 4) K to greater than 10(exp 6) K, and is therefore visible at wavelengths from the infrared through x-rays. The locations where the magnetic field leaves and reenters the visible surface are called the 'footpoints' of the coronal structures associated with the magnetic field. The magnetic fields themselves are not directly visible. However, the hot coronal plasma is, for the most part, constrained to follow the direction of the magnetic field lines in the atmosphere. Now, 100 years after the discovery of x-rays by Wilhelm Roentgen in 1896, we can routinely make observations of the solar corona from outside the Earth's atmosphere in this region of the electromagnetic spectrum. As shown by comparing x-ray images with magnetograms, the bright corona over these bipolar magnetic regions consists of closed structures that seem to follow the orientation of the magnetic field. Although we can see down to the photosphere at x-ray wavelengths when observing the disk of the Sun, this part of the solar atmosphere emits so little that far from the peak of its Planck curve it appears dark in x-ray images. This impression of hot plasma following the magnetic field direction is further strengthened by quantitative studies that calculate coronal magnetic field strength and direction based on photospheric measurements and compare them with the observed brightness and location of the x-ray emitting structures. Such comparisons make it clear that, for the most part, the hot plasma conforms to the geometry of the magnetic field and that the coronal brightness is strongly linked to the strength of the magnetic fields which have erupted to the solar surface from the interior. It is also the case that the larger-scale, fainter corona, as well as coronal holes, are strongly influenced by the large-scale solar magnetic field. We may get a small hint of the reason that the coronal plasma outlines the direction of B by examining the thermal conductivity of a hot plasma in the presence of a magnetic field. This quantity has enormously different values in the directions parallel and perpendicular to the field for a coronal temperature of 10(exp 6) K, a particle density of 10(exp 9)/cu cm and a magnetic field strength of 100 G, the conductivity along the field is approximately 13 orders of magnitude greater than that perpendicular to the field. It is therefore not surprising that a parcel of plasma which is locally heated would conduct that heat preferentially in the direction of the field. We also note that the thermal conductivity parallel to the magnetic field increases with temperature T, while the perpendicular conductivity decreases. To the extent that the loop aspect ratio, i.e., the ratio of loop length to loop width, is determined by the thermal conductivity, we would expect that higher temperature loops are longer and thinner than cooler ones. However, if the loop width becomes smaller than the spatial resolution of the observing instrument, this effect will not be directly observable. For organizational purposes, we provide a listing of some scientific objectives for a Solar-B x-ray telescope, arranged in terms of identifiable features in the corona.

Golub, Leon↗