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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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All sourcesNASA NTRSDOE OSTI
NASA NTRS2003

Using Knowledge-Based Systems to Support Learning of Organizational Knowledge: A Case Study

This paper describes the deployment of a knowledge system to support learning of organizational knowledge at the Jet Propulsion Laboratory (JPL), a US national research laboratory whose mission is planetary exploration and to 'do what no one has done before.' Data collected over 19 weeks of operation were used to assess system performance with respect to design considerations, participation, effectiveness of communication mechanisms, and individual-based learning. These results are discussed in the context of organizational learning research and implications for practice.

knowledge management↗
NASA NTRS1995

NASA/DOD Aerospace Knowledge Diffusion Research Project. Paper 52: A comparison of the technical communications practices of Japanese and US aerospace engineers and scientists

To understand the diffusion of aerospace knowledge, it is necessary to understand the communications practices and the information-seeking behaviors of those involved in the production, transfer, and use of aerospace knowledge at the individual, organizational, national, and international levels. In this paper, we report selected results from a survey of Japanese and U.S. aerospace engineers and scientists that focused on communications practices and information-seeking behaviors in the workplace. Data are presented for the following topics: importance of and time spent communicating information, collaborative writing, need for an undergraduate course in technical communications, use of libraries, the use and importance of electronic (computer) networks, and the use and importance of foreign and domestically produced technical reports. The responses of the survey respondents are placed within the context of the Japanese culture. We assume that differences in Japanese and U.S. cultures influence the communications practices and information-seeking behaviors of Japanese and U.S. aerospace engineers and scientists.

Pinelli, Thomas E.↗
NASA NTRS1996

A Comparison of the Technical Communications Practices of Japanese and U.S. Aerospace Engineers and Scientists

To understand the diffusion of aerospace knowledge, it is necessary to understand the communications practices and the information-seeking behaviors of those involved in the production, transfer, and use of aerospace knowledge at the individual, organizational, national, and international levels. In this paper, we report selected results from a survey of Japanese and U.S. aerospace engineers and scientists that focused on communications practices and information-seeking behaviors in the workplace. Data are presented for the following topics: importance of and time spent communicating information, collaborative writing, need for an undergraduate course in technical communications, use of libraries, the use and importance of electronic (computer) networks, and the use and importance of foreign and domestically produced technical reports. The responses of the survey respondents are placed within the context of the Japanese culture. We assume that differences in Japanese and U.S. cultures influence the communications practices and information-seeking behaviors of Japanese and U.S. aerospace engineers and scientists.

Pinelli, Thomas E.↗
NASA NTRS2001

Shift changes, updates, and the on-call architecture in space shuttle mission control

In domains such as nuclear power, industrial process control, and space shuttle mission control, there is increased interest in reducing personnel during nominal operations. An essential element in maintaining safe operations in high risk environments with this 'on-call' organizational architecture is to understand how to bring called-in practitioners up to speed quickly during escalating situations. Targeted field observations were conducted to investigate what it means to update a supervisory controller on the status of a continuous, anomaly-driven process in a complex, distributed environment. Sixteen shift changes, or handovers, at the NASA Johnson Space Center were observed during the STS-76 Space Shuttle mission. The findings from this observational study highlight the importance of prior knowledge in the updates and demonstrate how missing updates can leave flight controllers vulnerable to being unprepared. Implications for mitigating risk in the transition to 'on-call' architectures are discussed.

Non-NASA Center↗
DOE OSTI2023

A Data Processing Pipeline for Socio-Technical Network Analysis [Slides]

With the rapid adoption of emerging technologies, there is a need to catalog and model sociotechnical interdependencies that have been historically used to influence the operation of Critical Infrastructure networks including the impacts of mergers and acquisitions, hostile takeovers, and foreign investment. Our research intends to address this need with two primary contributions. First, we have developed a data curation and processing pipeline to generate sociotechnical networks extracted from a variety of data sources including SEC filings and infrastructure asset databases. The pipeline, implemented in Apache Airflow, extracts and normalizes the representation of entities and relations, specified within ontologies. Second, networks produced by our pipeline enable the development of graph-theoretic metrics that consider the properties of network components in addition to its topology. Measures of network complexity, such as degree distribution, reachability analyses, temporal analysis, and community detection may be adapted to indicate adversarial organizational influence. Our intent is to provide an extensible, machine-actionable approach to quickly communicate such models, reproduce previous results, and adapt them to new, unanticipated situations.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2022

Dynamic Role-Based Access Control Policy for Smart Grid Applications: An Offline Deep Reinforcement Learning Approach

Role-based access control (RBAC) is adopted in the information and communication technology domain for authentication purposes. However, due to a very large number of entities within organizational access control (AC) systems, static RBAC management can be inefficient, costly, and can lead to cybersecurity threats. In this paper, a novel hybrid RBAC model is proposed, based on the principles of offline deep reinforcement learning (RL) and Bayesian belief networks. The considered framework utilizes a fully offline RL agent, which models the behavioral history of users as a Bayesian belief-based trust indicator. Thus, the initial static RBAC policy is improved in a dynamic manner through off-policy learning while guaranteeing compliance of the internal users with the security rules of the system. By deploying our implementation within the smart grid domain and specifically within a Distributed Energy Resources (DER) ecosystem, we provide an end-to-end proof of concept of our model. Finally, detailed analysis and evaluation regarding the offline training phase of the RL agent are provided, while the online deployment of the hybrid RL-based RBAC model into the DER ecosystem highlights its key operation features and salient benefits over traditional RBAC models.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS2015

Decision Making and Communications Process Assessment of NASA Using Three Change Requests from the Space Launch System Program

This thesis investigated the communication and decision making process as part of the Systems Engineering practices at the NASA/Marshall Center to determine its level of effectiveness. Data was collected across three change requests to assess how decisions were made, how the decisions were communicated, and whether a process mattered in the formulation and dissemination of those decisions. Data results revealed the comprehensive decision making process for the technical change requests to be effective. Evidence revealed that the process was sufficiently tailored to accommodate the need of each individual technical change which promoted effective communication amongst the stakeholders in the formulation of the strategic decision recommendations elevated to upper management. However, data results also revealed the dissemination of the final decision and approval of the change requests from the higher organizational level down to all stakeholders was less effective. An establishment of a culmination meeting at the end of the change request decision process in which to close the communication loop with all entities would be beneficial.

Hicks, Karen Campbell↗
DOE OSTI2021

DOE Fffice of Nuclear Energy cybersecurity research, development and demonstration program plan

This document describes the Cybersecurity Research Development and Demonstration (RD&D) Program, established by the Department of Energy Office of Nuclear Energy (NE) to provide sciencebased methods and technologies necessary for cost-effective, cyber-secure digital instrumentation, control and communication in collaboration with nuclear energy stakeholders. It provides an overview of program goals, objectives, linkages to organizational strategies, management structure, and stakeholder and cross-program interfaces.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2023

The geographies, typologies, and trends of community-based organizations for solar energy in the United States

Community-based organizations (CBOs)1 play an important role in developing solar energy in low- and moderate-income (LMI) communities. This article shares the perspectives of CBO leaders in LMI communities, identifies and addresses solar information gaps, and provides recommendations State Energy Agencies and other government leaders can use to better involve CBOs in solar program initiatives. Using semi-structured interviews and focus groups with CBOs from across the United States (US) we develop typologies of CBO structure and function, and determine the primary motivations, challenges, opportunities, and communication barriers CBOs face. We explore the correlation between key typologies such as tenure, staff capacity, population served, organizational structure, and region with the organizational activities performed by solar-related CBOs. CBOs operate in disparate regional political and economic ecologies. Our findings suggest strategies for states to support their engagement in solar-related endeavors, particularly with respect to the dissemination of the Bipartisan Infrastructure Law, Inflation Reduction Act, and the EPA Greenhouse Gas Reduction Fund: Solar for All. Developing policies that encourage CBOs to enter the solar training and installation domains, alongside targeted grants and capacity-building initiatives can help maximize community benefits. Furthermore, states can additionally contribute to the positive trajectory and collaboration between state agencies and CBOs in advancing solar energy adoption by fostering a supportive environment.

14 SOLAR ENERGY↗
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 NTRS1972

Organizing, staffing and initiating the program.

This paper describes and discusses those test laboratory management considerations prerequisite to test conduct and test reporting. These considerations are identified as (1) organizational requirements; they have to be determined, not only to implement a successful test program, but to match the communications needs of the other elements of the parent organization: (2) the role of supervision; decision making processes, types of decisions, and charters and role statements are presented: (3) planning; involves establishing objectives, definitions, procedures and the review and appraisal process: (4) delegation; some things cannot be delegated, others have to be.

Van Biene, F. K.↗
NASA NTRS1975

Cases in the relation of research on remote sensing to decisionmakers in a state agency

The use is considered of various management tools in order to assess their effects on the anticipated relevance of the remote sensing research to the needs of government agencies. Among these tools are different organizational structures and ways of functioning, which are applied to the design and management of projects and to the communication of research results. The characteristics of data and information flow, and technology transfer are discussed along with the management of three projects and a remote sensing data center in terms of the use of some tools for influencing these processes.

Jondrow, J. W.↗
NASA NTRS2009

Enhancing Team Performance for Long-Duration Space Missions

Success of exploration missions will depend on skilled performance by a distributed team that includes both the astronauts in space and Mission Control personnel. Coordinated and collaborative teamwork will be required to cope with challenging complex problems in a hostile environment. While thorough preflight training and procedures will equip creW'S to address technical problems that can be anticipated, preparing them to solve novel problems is much more challenging. This presentation will review components of effective team performance, challenges to effective teamwork, and strategies for ensuring effective team performance. Teamwork skills essential for successful team performance include the behaviors involved in developing shared mental models, team situation awareness, collaborative decision making, adaptive coordination behaviors, effective team communication, and team cohesion. Challenges to teamwork include both chronic and acute stressors. Chronic stressors are associated with the isolated and confined environment and include monotony, noise, temperatures, weightlessness, poor sleep and circadian disruptions. Acute stressors include high workload, time pressure, imminent danger, and specific task-related stressors. Of particular concern are social and organizational stressors that can disrupt individual resilience and effective mission performance. Effective team performance can be developed by training teamwork skills, techniques for coping with team conflict, intracrew and intercrew communication, and working in a multicultural team; leadership and teamwork skills can be fostered through outdoor survival training exercises. The presentation will conclude with an evaluation of the special requirements associated with preparing crews to function autonomously in long-duration missions.

Orasanu, Judith M.↗
NASA NTRS1971

Program on application of communications satellites to educational development

Interdisciplinary research in needs analysis, communications technology studies, and systems synthesis is reported. Existing and planned educational telecommunications services are studied and library utilization of telecommunications is described. Preliminary estimates are presented of ranges of utilization of educational telecommunications services for 1975 and 1985; instructional and public television, computer-aided instruction, computing resources, and information resource sharing for various educational levels and purposes. Communications technology studies include transmission schemes for still-picture television, use of Gunn effect devices, and TV receiver front ends for direct satellite reception at 12 GHz. Two major studies in the systems synthesis project concern (1) organizational and administrative aspects of a large-scale instructional satellite system to be used with schools and (2) an analysis of future development of instructional television, with emphasis on the use of video tape recorders and cable television. A communications satellite system synthesis program developed for NASA is now operational on the university IBM 360-50 computer.

Morgan, R. P.↗
NASA NTRS1988

Information sciences and human factors overview

An overview of program objectives of the Information Sciences and Human Factors Division of NASA's Office of Aeronautics and Space Technology is given in viewgraph form. Information is given on the organizational structure, goals, the research and technology base, telerobotics, systems autonomy in space operations, space sensors, humans in space, space communications, space data systems, transportation vehicle guidance and control, spacecraft control, and major program directions in space.

Holcomb, Lee B.↗
DOE OSTI2020

Understanding Structures of Cyber Competition in an Era of Major Power Rivalry

Over the past two decades, the cyber domain has emerged and evolved into a key strategic domain for nations across the globe. Security strategies are espoused by heads of state that focus on how to manage the increasingly enormous, crosscutting impact that the cyber domain has on national security across economic, military, intelligence, intellectual property, and countless other facets. These strategies frequently evolve, and even change entirely, as leaders adapt to new technologies and administrations change. Even if these strategies did not change at all, they would take inordinate amounts of time to effectively implement within the organizational structures of government. The time required to go from setting department and agency-level goals, to the time small teams have well-oiled processes and expertise to accomplish tactical objectives that meet the strategic vision is lengthy. With near certainty, by the time objectives and vision are implemented, the landscape, strategy, or both has changed entirely. While this churn will likely never cease due to the rapidly changing nature of the cyber domain, this problem raises an important question: can governmental structures be organized to rapidly adapt to changing cyber strategies? As offices responsible for particular missions in cyberspace shuffle about within the bureaucracy, are technical capabilities enabled or enhanced? No matter how advanced a particular technical capability is or how adept the staff is at solving problems, they will be ineffective if placed haphazardly within the organization: the right authorities may not exist for their office, the correct lines of interpersonal communication may not be established properly, or insufficient resources have not been allocated to effectively deploy a brilliant technical solution. This concept of organizational agility in the context of national cyber capabilities is important when taking into account the National Defense Strategy’s emphasis on cyber capability and the ability of the United States to compete and rapidly adapt to new challenges posed by rivals. As a nation, we are at a point where technology evolves rapidly enough to warrant thoughtful and nimble changes to the bureaucratic structures that support how cyber operations are carried out. Taking these questions and cross-comparing them to the organizational structures across China, Russia, and the United States provides for an interesting thought experiment. As non-democratic regimes, China and Russia have differing priorities and internal power dynamics than the United States and thus organize their governments differently. By combining known and broadcasted strategies of these nations with the observed technical capabilities demonstrated in the public domain, we can begin to see how organizational structures map to strategic goals and directly enable technical capabilities. Insight can be gained by introducing organizational structures into traditional analysis focusing solely around strategies and capabilities; additionally, otherwise unknown capabilities or intents might be discovered or inferred by analyzing organizational structures alone. Analyzing cyber operations from this oft-overlooked perspective could potentially provide useful insight and more concrete actions that can be undertaken to realize the National Defense Strategy’s goals.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
NASA NTRS2008

Integrated Network Architecture for NASA's Orion Missions

NASA is planning a series of short and long duration human and robotic missions to explore the Moon and then Mars. The series of missions will begin with a new crew exploration vehicle (called Orion) that will initially provide crew exchange and cargo supply support to the International Space Station (ISS) and then become a human conveyance for travel to the Moon. The Orion vehicle will be mounted atop the Ares I launch vehicle for a series of pre-launch tests and then launched and inserted into low Earth orbit (LEO) for crew exchange missions to the ISS. The Orion and Ares I comprise the initial vehicles in the Constellation system of systems that later includes Ares V, Earth departure stage, lunar lander, and other lunar surface systems for the lunar exploration missions. These key systems will enable the lunar surface exploration missions to be initiated in 2018. The complexity of the Constellation system of systems and missions will require a communication and navigation infrastructure to provide low and high rate forward and return communication services, tracking services, and ground network services. The infrastructure must provide robust, reliable, safe, sustainable, and autonomous operations at minimum cost while maximizing the exploration capabilities and science return. The infrastructure will be based on a network of networks architecture that will integrate NASA legacy communication, modified elements, and navigation systems. New networks will be added to extend communication, navigation, and timing services for the Moon missions. Internet protocol (IP) and network management systems within the networks will enable interoperability throughout the Constellation system of systems. An integrated network architecture has developed based on the emerging Constellation requirements for Orion missions. The architecture, as presented in this paper, addresses the early Orion missions to the ISS with communication, navigation, and network services over five phases of a mission: pre-launch, launch from T0 to T+6.5 min, launch from T+6.5 min to 12 min, in LEO for rendezvous and docking with ISS, and return to Earth. The network of networks that supports the mission during each of these phases and the concepts of operations during those phases are developed as a high level operational concepts graphic called OV-1, an architecture diagram type described in the Department of Defense Architecture Framework (DoDAF). Additional operational views on organizational relationships (OV-4), operational activities (OV-5), and operational node connectivity (OV-2) are also discussed. The system interfaces view (SV-1) that provides the communication and navigation services to Orion is also included and described. The challenges of architecting integrated network architecture for the NASA Orion missions are highlighted.

Bhasin, Kul B.↗
DOE OSTI2021

Incentivizing Adoption of Software Quality Practices

Although many software teams across the laboratories comply with yearly software quality engineering (SQE) assessments, the practice of introducing quality into each phase of the software lifecycle, or the team processes, may vary substantially. Even with the support of a quality engineer, many teams struggle to adapt and right-size software engineering best practices in quality to fit their context, and these activities aren’t framed in a way that motivates teams to take action. In short, software quality is often a “check the box for compliance” activity instead of a cultural practice that both values software quality and knows how to achieve it. In this report, we present the results of our 6600 VISTA Innovation Tournament project, "Incentivizing and Motivating High Confidence and Research Software Teams to Adopt the Practice of Quality." We present our findings and roadmap for future work based on 1) a rapid review of relevant literature, 2) lessons learned from an internal design thinking workshop, and 3) an external Collegeville 2021 workshop. These activities provided an opportunity for team ideation and community engagement/feedback. Based on our findings, we believe a coordinated effort (e.g. strategic communication campaign) aimed at diffusing the innovation of the practice of quality across Sandia National Laboratories could over time effect meaningful organizational change. As such, our roadmap addresses strategies for motivating and incentivizing individuals ranging from early career to seasoned software developers/scientists.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗