Engineering Papers⌕ Search

SEARCH · Engineering Papers

Results for “Strategic Plan”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 559 records · Page 31
All sourcesNASA NTRSDOE OSTI
NASA NTRS2010

Adaptive Planning: Understanding Organizational Workload to Capability/ Capacity through Modeling and Simulation

In August 2003, the Secretary of Defense (SECDEF) established the Adaptive Planning (AP) initiative [1] with an objective of reducing the time necessary to develop and revise Combatant Commander (COCOM) contingency plans and increase SECDEF plan visibility. In addition to reducing the traditional plan development timeline from twenty-four months to less than twelve months (with a goal of six months)[2], AP increased plan visibility to Department of Defense (DoD) leadership through In-Progress Reviews (IPRs). The IPR process, as well as the increased number of campaign and contingency plans COCOMs had to develop, increased the workload while the number of planners remained fixed. Several efforts from collaborative planning tools to streamlined processes were initiated to compensate for the increased workload enabling COCOMS to better meet shorter planning timelines. This paper examines the Joint Strategic Capabilities Plan (JSCP) directed contingency planning and staffing requirements assigned to a combatant commander staff through the lens of modeling and simulation. The dynamics of developing a COCOM plan are captured with an ExtendSim [3] simulation. The resulting analysis provides a quantifiable means by which to measure a combatant commander staffs workload associated with development and staffing JSCP [4] directed contingency plans with COCOM capability/capacity. Modeling and simulation bring significant opportunities in measuring the sensitivity of key variables in the assessment of workload to capability/capacity analysis. Gaining an understanding of the relationship between plan complexity, number of plans, planning processes, and number of planners with time required for plan development provides valuable information to DoD leadership. Through modeling and simulation AP leadership can gain greater insight in making key decisions on knowing where to best allocate scarce resources in an effort to meet DoD planning objectives.

Hase, Chris↗
NASA NTRS2005

Addendum to Air Quality: Decision Support Tools, Partner Plans, Working Groups, Committees

In the original report dated February 11, 2005, the utility of NASA Earth science data in the air quality activities of other agencies and organizations was assessed by reviewing strategic and mission plans and by conducting personal interviews with agency experts to identify and investigate agencies with the potential for partnership with NASA. The overarching agency strategic plans were reviewed and commonalities such as the desire for partnerships and technology development were noted. This addendum to the original report contains such information about the Tennessee Valley Authority and will be inserted as Section 2.6 of "Air Quality: Decision Support Tools, Partner Plans, Working Groups, Committees."

Holekamp, Kara↗
NASA NTRS2005

Addendum to Air Quality: Decision Support Tools, Partner Plans, Working Groups, Committees

In the original report dated February 11, 2005, the utility of the NASA Earth science data in the air quality activities of other agencies and organizations was assessed by reviewing strategic and mission plans and by conducting personal interviews with agency experts to identify and investigate agencies with the potential for partnership with NASA. The overarching agency strategic plans were reviewed and commonalities such as the desire for partnerships and technology development were noted. The addendum to the original report contains such information about the Tennessee Valley Authority and will be inserted in Section 2.6 of "Air Quality Decision Support Tools, Partner Plans, Working Groups, Committees".

Holekamp, Kara↗
DOE OSTI2026

Playa de Ponce's Advancements in Energy Affordability and Reliability (Spanish Translation)

Un Nuevo Amanecer Inc. (UNA), a community-based nonprofit organization, partnered with the U.S. Department of Energy's Energy Technology Innovation Partnership Project (ETIPP) to develop a Strategic Energy Plan (SEP) for the community of Playa de Ponce on the southern coast of Puerto Rico. The SEP provides a community-driven roadmap to improve local energy systems by identifying shared priorities, strategies, and actions that support a more reliable, affordable, and resilient energy future. Over a seven-month period, researchers from the National Laboratory of the Rockies (NLR) worked with UNA, the Puerto Rico Hispanic Federation, community leaders, and residents to gather input through engagement workshops held in March and June 2025. These discussions helped define the community's energy vision and identify key challenges, including high electricity costs, unreliable service during extreme weather events, and risks to public health and safety - particularly for the community's aging population. This fact sheet summarizes the key elements of the Strategic Energy Plan, including four priority strategies organized around three focus areas identified by the community: energy reliability, safety and security, and stakeholder participation, education, and capacity building. Together, these strategies outline actionable pathways to strengthen Playa de Ponce's energy resilience and support long-term community goals. The plan serves as a shared reference for community members, local organizations, and government partners working to advance energy solutions in Playa de Ponce and complements broader municipal and island-wide planning efforts. This is the Spanish translation of NLR/FS-7A40-99609.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2011

Crew Field Notes: A New Tool for Planetary Surface Exploration

The Desert Research and Technology Studies (DRATS) field tests of 2010 focused on the simultaneous operation of two rovers, a historical first. The complexity and data volume of two rovers operating simultaneously presented significant operational challenges for the on-site Mission Control Center, including the real time science support function. The latter was split into two "tactical" back rooms, one for each rover, that supported the real time traverse activities; in addition, a "strategic" science team convened overnight to synthesize the day's findings, and to conduct the strategic forward planning of the next day or days as detailed in [1, 2]. Current DRATS simulations and operations differ dramatically from those of Apollo, including the most evolved Apollo 15-17 missions, due to the advent of digital technologies. Modern digital still and video cameras, combined with the capability for real time transmission of large volumes of data, including multiple video streams, offer the prospect for the ground based science support room(s) in Mission Control to witness all crew activities in unprecedented detail and in real time. It was not uncommon during DRATS 2010 that each tactical science back room simultaneously received some 4-6 video streams from cameras mounted on the rover or the crews' backpacks. Some of the rover cameras are controllable PZT (pan, zoom, tilt) devices that can be operated by the crews (during extensive drives) or remotely by the back room (during EVAs). Typically, a dedicated "expert" and professional geologist in the tactical back room(s) controls, monitors and analyses a single video stream and provides the findings to the team, commonly supported by screen-saved images. It seems obvious, that the real time comprehension and synthesis of the verbal descriptions, extensive imagery, and other information (e.g. navigation data; time lines etc) flowing into the science support room(s) constitute a fundamental challenge to future mission operations: how can one analyze, comprehend and synthesize -in real time- the enormous data volume coming to the ground? Real time understanding of all data is needed for constructive interaction with the surface crews, and it becomes critical for the strategic forward planning process.

Horz, Friedrich↗
NASA NTRS2016

3D-CDTI User Manual v2.1

The 3D-Cockpit Display of Traffic Information (3D-CDTI) is a flight deck tool that presents aircrew with: proximal traffic aircraft location, their current status and flight plan data; strategic conflict detection and alerting; automated conflict resolution strategies; the facility to graphically plan manual route changes; time-based, in-trail spacing on approach. The CDTI is manipulated via a touchpad on the flight deck, and by mouse when presented as part of a desktop flight simulator.

3D CDTI↗
NASA NTRS2016

Conflict Resolution for Wind-Optimal Aircraft Trajectories in North Atlantic Oceanic Airspace with Wind Uncertainties

Air traffic in the North Atlantic oceanic airspace (NAT) experiences very strong winds caused by jet streams. Flying wind-optimal trajectories increases individual flight efficiency, which is advantageous when operating in the NAT. However, as the NAT is highly congested during peak hours, a large number of potential conflicts between flights are detected for the sets of wind-optimal trajectories. Conflict resolution performed at the strategic level of flight planning can significantly reduce the airspace congestion. However, being completed far in advance, strategic planning can only use predicted environmental conditions that may significantly differ from the real conditions experienced further by aircraft. The forecast uncertainties result in uncertainties in conflict prediction, and thus, conflict resolution becomes less efficient. This work considers wind uncertainties in order to improve the robustness of conflict resolution in the NAT. First, the influence of wind uncertainties on conflict prediction is investigated. Then, conflict resolution methods accounting for wind uncertainties are proposed.

wind uncertainties↗
NASA NTRS2001

Ask Pete, software planning and estimation through project characterization

Ask Pete, was developed by NASA to provide a tool for integrating the estimation and planning activities for a software development effort. It incorporates COCOMO II estimating with NASA's software development practices and IV&V criteria to characterize a project. This characterization is then used to generate estimates and tailored planning documents.

Project characterization↗
NASA NTRSDate not supplied

Exploration Capabilities Data Analysis: An Integrated Approach

In preparation for humanity’s return to the Moon, it is necessary to advance technologies and capabilities that will allow for human sustainability on the lunar surface, as well as on eventual missions to send humans to Mars. Guided by Space Policy Directive-1 and through the National Aeronautical and Space Administration (NASA) Artemis program, the advancement and development of technologies on the lunar surface will be leveraged towards technologies and knowledge needed for humans to successfully and safely go to Mars and return. In order to understand the capability needs for lunar and Mars missions, the Capabilities Integration Team identifies integration approaches and overlaps between missions to develop strategies for advancing key capabilities that support those needs. Since 2013, the Capabilities Integration Team has reached out to subject matter experts, principal technologists, and system capability leadership teams throughout NASA to gather information about the critical technologies and capabilities needed in order to support the lunar and Mars exploration missions. To properly gather this data, the Capabilities Integration Team used a capability-driven approach to identify gaps between the current state of the art and the needs of proposed exploration missions, as well as activities that may close those gaps. These inputs are used to shape technology investment strategies and are incorporated in missions to the lunar and Mars surfaces. Data collected included: gap definitions and identifying information; gap closure information and metrics for success; mapping of gaps to elements of NASA's Artemis program and future exploration architecture. . The data collected, specifically from the technology gap list, has been used to support the NASA Human Exploration and Operations Mission Directorate Planning, Programming, Budgeting, and Execution processes, as well as the NASA Space Technology Mission Directorate Strategic Technology Plans. This paper discusses the integration approach used by the Capabilities Integration Team to identify current capability gaps for the Moon to Mars architecture and what capabilities exist or must be developed to support those architecture needs. In addition, this paper also details the performance, gap characterization, current capability gap closure opportunities, and risk impacts towards Artemis, and the overall Moon to Mars architecture.

Gregory Benjamin↗
DOE OSTI2023

Integrating equity in transportation scenario planning: A systematic review

To address the growing uncertainties in the future transportation industry, planners and engineers have identified and implemented scenario planning, a multi-step and strategic approach, in long-range transportation planning. A comprehensive examination of how equity is envisioned, planned, and analyzed during this process remains absent, despite several key guidelines of scenario planning exercises. This paper conducts a systematic literature review focusing on how equity has been considered and evaluated in scenario planning. The resources include academic papers, agency reports, and materials from the recent scenario planning conference, the 2nd Conference on Scenario Planning in Transportation hosted by the Transportation Research Board. This paper examines equity in scenario planning in three important ways: 1) the ways equity has been integrated across steps; 2) how equity analysis has evolved; and 3) when it is necessary to consider equity. This work adds value to the existing body of knowledge by presenting the policy implications based on the review of the current scenario planning research and practices. Early policy recommendations include the need for more vertical equity evaluations, the construction of robustness and justice indicators, and the adoption of a flexible mindset of planning for rather than being fixated on a single scenario.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
NASA NTRS2020

Hybrid Electric MC-12 Ground Testing Plan Chapter

In the commercial aviation world, hybrid/electric propulsion is a promising technology for fuel, emissions, and noise reduction in support of the challenging goals established by 2050 EU Flightpath/SRIA, NASA ARMD Strategic Implementation Plan, and the US Air Force ATTAM programs. Ongoing results indicate operational benefits are possible in those three technical areas. Considering military applications, hybrid/electric propulsion may yield further significant improvements by enabling new, unorthodox mission capabilities. Potential benefits are expected in the areas of vehicle signature reduction (lower noise, lower exhaust signature), usage in enhanced flight environments, minimized human-in-the-loop workload by offering a platform compatible with future goals of autonomous operations facilitation, maintenance cost reductions, and performance burst/dash energy. Additional synergies are likely when used in conjunction with energy weapons. Some potential areas of mutual interest could include, dusty operations capability, remote supply capability, extended surveillance, dispatch able power, fuel-flexible vehicles, and autonomous rescue equipment. Many of the key technologies that have been demonstrated in ground operation must now be qualified for altitude conditions. We expect to have many flight qualified powertrain systems over the next decade for military planners to choose from for new future battlefield capability. This requires new flight-weight and flight-efficient powertrain components, fault tolerant power management, and electromagnetic interference mitigation technologies. Moreover, initial studies indicate some combination of ambient and cryogenic thermal management and relatively high bus voltages when compared to state of practice will be required to achieve a net system benefit. Developing all these powertrain technologies within a realistic aircraft architectural geometry and under realistic operational conditions requires a unique electric aircraft test bed. The MC-12 surveillance aircraft is an ideal military aircraft for demonstrating some of the benefits of incorporating hybrid electric propulsion. This report details an approach for full-scale ground-based altitude testing the hybrid electric MC-12 powertrain through a full flight profile.

military electric aircraft propulsion↗
NASA NTRS2008

Generation Y Perspectives

Are you familiar with the famed Generation Y, or "Gen Yers?" Generation Y is projected to be 47 percent of the workforce by 2014. They were born roughly between 1977 and 2000, but that is definitely not their only defining factor. But who is this group, and what do they have to do with the future of the space program and the Johnson Space Center (JSC)? During 2007, a group of Gen Yers at JSC participated on a committee to address the NASA Headquarters strategic communications plan. Fitzpatrick, along with his co-authors, created a presentation to share the Gen Yers' perspective on their generation in conjunction with the strategic communications strategy released. This knowledge capture (KC) event is that presentation.

Fitzpatrick, Garret↗
NASA NTRS1998

Communications Contingency Plan: Planning for Crises and Controversy

Interviews were conducted with a variety of Marshall Space Flight Center personnel and local media representatives in Huntsville, Alabama, in order to identify the current perceptions of these individuals regarding communication effectiveness between MSFC and the media. The purposes of the Phase One report are to (1) assess the need for a contingency plan for communicating in situations of crisis and controversy; (2) identify goals and objectives for the planning process; and (3) provide recommendations for future planning activities to achieve the goals and objectives outlined in Phase One. It is strongly recommended that MSFC personnel who are involved in communications with the media participate in a facilitated, strategic communications planning process in order to develop Phase Two of the Communications Contingency Plan (CCP). Phase Two will address (1) the categorizing, ranking and prioritizing of crises and controversies; (2) the development of action steps and implementation strategies for the CCP; and (3) the development of a monitoring and evaluation process for ongoing plan effectiveness.

Treise, Deborah↗
NASA NTRSDate not supplied

Creating Portfolio Management Concepts for Highly Agile and Innovative Government Research Programs Using Design Thinking and Lean Startup Methodologies

Managing a research and development (R&D) portfolio presents numerous challenges, such as prioritizing research areas, remaining agile, strategic workforce planning, and measuring return on investment, impact, and innovation. One government R&D program is charged with producing a high degree of innovative, transformational breakthroughs in aviation technology. A practical, structured methodology for strategically prioritizing emerging aviation R&D in such an environment is lacking. The existing multi-criteria decision aid tools are primarily utilized at an enterprise level, take months to set up and collect data, require large teams of experts, are used on an infrequent basis, and are not conducive to a highly innovative, high-risk portfolio. Prior to audaciously creating a new portfolio prioritization process, the exact challenges with portfolio management for R&D projects were identified using the design thinking and lean start-up methods. A key part of this discovery process was interviewing stakeholders, as well as other managers of organizations charged with producing innovative portfolios. These interviews, as well as additional techniques, were used to develop a deeper understanding of the challenges and, subsequently, lay the foundation for development of an effective portfolio prioritization process. Four potential concepts that represent key findings emerged: carefully selected criteria for portfolio assessment and selection, targeted portfolio turnover rate, dynamic portfolio prioritization framework, and streamlined transition or commercialization of R&D. Acting on any one of the resulting portfolio management concepts will increase the transparency and confidence in portfolio decisions and, ideally, result in a greater degree of transformational breakthroughs in aviation technology.

project portfolio management↗
NASA NTRS2022

First 210 solar days of Mars 2020 Perseverance Robotic Operations – Mobility, Robotic Arm, Sampling, and Helicopter

This paper includes the summary, lessonslearned, and upcoming plans for the first 210 Mars solar days(sols) of the mission. The focus of the paper is on roboticoperations which has the primary responsibility for strategicplanning, uplink commanding and downlink analysis forrover mobility and navigation, robotic arm operation, thesampling and caching capability including coring, theadaptive caching assembly and the 2nd sample handlingrobotic arm, and interface to the Mars helicopter Ingenuity.As of Sol 210 the rover has driven 2663.65 meters, executed20764 robotic arm and sampling commands, and hassuccessfully completed 13 helicopter flights covering 2382meters horizontal distance. It includes the OperationsReadiness Tests in preparation for landing, landing and initialcheckouts, strategic route planning to the science destinationand waypoints, surface checkout of all of the roboticscapability of the rover. It also discusses the strategic planningand tactical agility needed for interleaving scienceinvestigation and technology demonstration of the Marshelicopter flights where a minimum distance had to bemaintained between the rover and helicopter during flights. Itdiscusses the challenges with planning robotic operations andaddressing anomalies with the larger uncertainty presentduring early mission operations. It also discusses the impacton robotic operations from lessons incorporated fromprevious missions.

Ono, Hiro↗
DOE OSTI2024

Research Reactors Division Infrastructure Investment Plan for the High Flux Isotope Reactor

The High Flux Isotope Reactor (HFIR) is a unique national asset. Operational for nearly 60 years, continued investment into the aging infrastructure is necessary to ensure operation for another 6 decades. Additionally, growing missions require HFIR as well as important upgrades. Consequently, carefully integrated planning is required to ensure that infrastructure investments are timely executed to ensure long-term, reliable operation of HFIR. Concerns about challenges to the operational reliability of HFIR resulted in a recommendation from the 2023 Operations Review by the US Department of Energy (DOE) Office of Basic Energy Sciences that a HFIR management strategy be developed to address the infrastructure needs. This report defines the investment needs, which are evolving as new upgrade efforts are better defined. HFIR is part of the three-source strategy within the Neutron Sciences Directorate (NScD) and contributes to the five strategic science areas outlined in the NScD 10 Year Strategic Science Plan: quantum materials, soft matter, materials and engineering, chemistry, and biosciences. Fundamental to this strategy are three core values: operational excellence, responsible stewardship, and servant leadership. These values guide our mission of safe and reliable operation of the reactor and require a strong and just nuclear safety culture, a solemn respect for responsible care of the facility, good workforce development, robust procedures and processes, an effective communication strategy, world-class asset management, a determined customer focus, and a commitment to protecting the environment, the safety and health of the public and our people, and the quality of work performed within our facility. These principles are all essential to operate HFIR at a world-class level. The Research Reactors Division (RRD) will lead a new era of neutron science and isotope production at HFIR through responsible and purposeful leadership and unwavering support of the science community. The approach outlined in this plan highlights the direction leadership is taking to ensure that HFIR is ready to support the science challenges and national needs of the future and that the United States maintains world leadership in neutron sciences. The plan is in alignment with the DOE’s desire to continue operating HFIR and with the NScD strategic science goals for the future. HFIR is an aging facility with numerous infrastructure challenges and needs. It has an aging workforce in relation to the general population of Oak Ridge National Laboratory (ORNL), with many expected retirements over the next 5–10 years. With an increase in work scope caused by changing national priorities and science goals, several critical hires have been identified. To manage HFIR’s infrastructure needs, a prioritized list of equipment upgrades has been identified along with an analysis of future staffing requirements. A desire to operate HFIR at eight cycles per year will necessarily require some significant changes to procedures and processes currently in place as well as targeted staffing additions. Many of the equipment upgrades identified in this plan will significantly increase the reliability of the plant, thus contributing to the effort to reach the goal of safely operating eight cycles per year. A plan to attain eight-cycle operation is being prepared in parallel with the activities identified in this plan, although the actions identified to satisfy both plans will overlap. This plan identifies new infrastructure needs—for both plant equipment and staffing—thus necessitating formulation of future budget requests to fund the increased work scope and improvement activities. Some activities are currently being scheduled with the expectation that funding will be received. Any delays to funding or reductions of funding from the identified cost estimations will directly and negatively affect the plan’s implementation.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
DOE OSTI2023

A Supply Chain Road Map for Offshore Wind Energy in the United States

"A Supply Chain Road Map for Offshore Wind Energy in the United States" identifies pathways to developing a domestic offshore wind supply chain that can manufacture and deploy the major components needed to set the United States on a pathway to installing 30 GW of offshore wind by 2030 and 110 GW by 2050. The report estimates that this supply chain could require an investment of at least $\$$22.7 billion this decade to meet an annual demand for components, ports, and vessels in 2030. Although this is a considerable investment, it could allow the industry to install around $\$$100 billion worth of offshore wind this decade by reducing risk of delays due to global supply chain bottlenecks and creating a robust network of assets that will continue to be effective well beyond 2030. The United States would need at least 34 manufacturing facilities employing 10,000 workers, 39,000 jobs in the supporting supply chain, 10 marshaling ports, 4-6 dedicated wind turbine installation vessels, 4-6 dedicated heavy-lift vessels, and 4-8 U.S.-flagged specialized feeder barges to come online this decade to support an average annual deployment of 4-6 gigawatts offshore wind capacity per year. This supply chain could be developed in 6-9 years, but would require near-term decision making and efficient permitting and planning to strategically develop these resources by 2030. Additional investment and expansion would be required in the 2030s as the sector expands into new regions (such as the Gulf of Mexico) and new technologies (such as larger wind turbines and floating wind energy projects). Furthermore, the planning process needs to meaningfully engage with communities that will be impacted by supply chain expansion to achieve just outcomes and maximize benefits to these stakeholders, which will result in a more equitable and sustainable supply chain. While U.S. offshore wind has made significant progress in recent years, remaining supply chain challenges include uncertainty surrounding deployment and procurement timelines; a lack of port and vessel infrastructure; and limitations in the available workforce, supporting supplier networks, and energy justice best practices. However, many of these problems can be addressed through improved communication between key stakeholder groups, support from federal and state governments, and forward-thinking designs of supply chain assets to accommodate future technology changes for fixed-bottom and floating offshore wind. Although it is a significant task, developing these domestic capabilities represents a once-in-a-generation opportunity to contribute to a decarbonized energy future and also create massive economic benefits that are distributed throughout the country.

17 WIND ENERGY↗
DOE OSTI2025

Planning for a Sustainable and Resilient Energy Future on Beaver Island, Michigan

Beaver Island formed the Smart Energy Team to identify and seek solutions to existing energy challenges on the island. The Smart Energy Team applied and was selected as one of the communities in the Transitions Initiative Partnership Project (ETIPP), sponsored by the U.S. Department of Energy. The focus of ETIPP is to provide strategic energy planning for remote and island communities to address local energy and infrastructure challenges and enhance the long-term resilience of their energy systems. Through ETIPP, the community received technical assistance from Pacific Northwest National Laboratory (PNNL). This report is the culmination of the technical assistance provided to Beaver Island which includes understanding how energy is used on the island, exploring opportunities to lower energy demand and potential energy generation avenues for the island, as well as stakeholder engagement with the local community.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗