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NASA NTRS1990

Automated Platform Management System Scheduling

The Platform Management System was established to coordinate the operation of platform systems and instruments. The management functions are split between ground and space components. Since platforms are to be out of contact with the ground more than the manned base, the on-board functions are required to be more autonomous than those of the manned base. Under this concept, automated replanning and rescheduling, including on-board real-time schedule maintenance and schedule repair, are required to effectively and efficiently meet Space Station Freedom mission goals. In a FY88 study, we developed several promising alternatives for automated platform planning and scheduling. We recommended both a specific alternative and a phased approach to automated platform resource scheduling. Our recommended alternative was based upon use of exactly the same scheduling engine in both ground and space components of the platform management system. Our phased approach recommendation was based upon evolutionary development of the platform. In the past year, we developed platform scheduler requirements and implemented a rapid prototype of a baseline platform scheduler. Presently we are rehosting this platform scheduler rapid prototype and integrating the scheduler prototype into two Goddard Space Flight Center testbeds, as the ground scheduler in the Scheduling Concepts, Architectures, and Networks Testbed and as the on-board scheduler in the Platform Management System Testbed. Using these testbeds, we will investigate rescheduling issues, evaluate operational performance and enhance the platform scheduler prototype to demonstrate our evolutionary approach to automated platform scheduling. The work described in this paper was performed prior to Space Station Freedom rephasing, transfer of platform responsibility to Code E, and other recently discussed changes. We neither speculate on these changes nor attempt to predict the impact of the final decisions. As a consequence some of our work and results may be outdated when this paper is published.

Hull, Larry G.↗

NASA NTRS2016

Managing a Safe and Successful Multi-User Spaceport

Encouraged by the creation of the Office of Commercial Space Transportation within the U.S. Federal Aviation Administration (FAA) in 1984 and the Commercial Space Act of 1998, the National Aeronautics and Space Administration (NASA) now relies on an extensive network of support from commercial companies and organizations. At NASA's Kennedy Space Center (KSC), this collaboration opens competitive opportunities for launch providers, including repurposing underutilized Shuttle Program resources, constructing new facilities, and utilizing center services and laboratories. The resulting multi-user spaceport fosters diverse activity, though it engenders risk from hazards associated with various spaceflight processing activities. The KSC Safety & Mission Assurance (S&MA) Directorate, in coordination with the center's Spaceport Integration and Center Planning & Development organizations, has developed a novel approach to protect NASA's workforce, critical assets, and the public from hazardous, space-related activity associated with KSC's multi-user spaceport. For NASA KSC S&MA, the transformation to a multi-user spaceport required implementing methods to foster safe and successful commercial activity while resolving challenges involving: Retirement of the Space Shuttle program; Co-location of multiple NASA programs; Relationships between the NASA programs; Complex relationships between NASA programs and commercial partner operations in exclusive-use facilities; Complex relationships between NASA programs and commercial partner operations in shared-use facilities. NASA KSC S&MA challenges were met with long-term planning and solutions involving cooperation with the Spaceport Integration and Services Directorate. This directorate is responsible for managing active commercial partnerships with customer advocacy and services management, providing a dedicated and consistent level of support to a wide array of commercial operations. This paper explores these solutions, their relevance to the current commercial space industry, and the challenges that continue to drive improvement with a focus on areas of safety management and risk assessment that have been crucial in KSC's evolution into a multi-user spaceport. These solutions may be useful to government entities and private companies looking to partner with the commercial space industry.

Range↗

NASA NTRSDate not supplied

Supporting Space Weather with the Geospace Dynamics Constellation

The Geospace Dynamics Constellation (GDC) mission, planned to launch at the end of the decade, is a six-satellite constellation that will fly through the ionosphere and thermosphere at around 400 km. While GDC is a science mission, its comprehensive instrumentation will not only contribute to our understanding of space weather phenomena in the ionosphere-thermosphere system, but will also provide valuable, space weather-relevant data. Data from GDC will be made available at low latency via real-time space weather data stream. We are working with operational partners to identify space weather data products and coordinate reception of the space weather beacon data. Alongside preparations for real-time GDC data streams, we are working to identify current model capabilities and needs, to ensure that space weather models that can make use of GDC measurements are moving along the Research-toOperations pipeline. Before GDC launch, Observing System Simulation Experiments (OSSEs) carried out with synthetic GDC data can be used to demonstrate the capabilities of models and to predict the impact of GDC data. Following launch, Observing System Experiments (OSEs) will demonstrate the impact of GDC space weather data. In preparation for GDC, the ITM space weather community should establish baseline metrics for space weather parameters of scientific and operational interest. These metrics, tracked over time before and after the launch of GDC, will allow us to track advancements in forecasting, nowcasting, and hindcasting of the ITM system and to trace the impact of scientific progress from space weather research into operations. By demonstrating the impact of real-time GDC data, specific data needs can be identified and prioritized for long term investment on future observing systems.

Katherine Garcia-Sage↗

DOE OSTI2011

Office of Nuclear Energy Knowledge Management Program Situational Analysis Report

Knowledge management (KM) has been a high priority for the Department of Energy (DOE) Office of Nuclear Energy (NE) for the past several years. NE Programs are moving toward well-established knowledge management practices and a formal knowledge management program has been established. Knowledge management is being practiced to some level within each of the NE programs. Although it continues to evolve as NE programs evolve, a formal strategic plan that guides the implementation of KM has been developed. Despite the acceptance of KM within DOE NE, more work is necessary before the NE KM program can be considered fully successful. Per Dr. David J. Skyrme[1], an organization typically moves through the following evolutionary phases: (1) Ad-hoc - KM is being practiced to some level in some parts of the organization; (2) Formal - KM is established as a formal project or program; (3) Expanding - the use of KM as a discipline grows in practice across different parts of the organization; (4) Cohesive - there is a degree of coordination of KM; (5) Integrated - there are formal standards and approaches that give every individual access to most organizational knowledge through common interfaces; and (6) Embedded - KM is part-and-parcel of everyday tasks; it blends seamlessly into the background. According to the evolutionary phases, the NE KM program is operating at the two lower levels, Ad-hoc and Formal. Although KM is being practiced to some level, it is not being practiced in a consistent manner across the NE programs. To be fully successful, more emphasis must be placed on establishing KM standards and processes for collecting, organizing, sharing and accessing NE knowledge. Existing knowledge needs to be prioritized and gathered on a routine basis, its existence formally recorded in a knowledge inventory. Governance to ensure the quality of the knowledge being used must also be considered. For easy retrieval, knowledge must be organized according to a taxonomy that mimics nuclear energy programs. Technologies need to be established to make accessing the knowledge easier for the user. Finally, knowledge needs to be used as part of a well defined work process.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS2005

Chapter 12 - Flight Envelope

The term "flight envelope" is used to refer to the boundaries of aircraft loading and flight conditions within which operation of the aircraft is satisfactory, and beyond which some aspect becomes unacceptable. This flight envelope represents, in fact, the limiting conditions arising from a matrix of inter-related flight envelopes covering the appropriate variables. Thus, for each loading (i.e., external stores configuration and its associated range of weight and center of gravity (c.g.) position) and aircraft configuration (i.e., position of undercarriage (u/c), flaps, slats, etc.), the envelopes of airspeed versus altitude, airspeed versus load factor, angle of attack versus angle of sideslip, etc., must be investigated to establish the limits within which all aspects such as handling qualities, engine behavior, structural loads, etc., remain acceptable. Flight testing of new or derivative aircraft models is carried out with the initial purpose of defining a flight envelope which is, first and foremost, safe and secondarily, which enables the effective use of the vehicle for its intended purpose. Flight testing occurs only after numerous reviews of the design and review of results from ground tests and predictions of flight characteristics in such areas as structures, aerodynamics, stability and control, flight controls (particularly fly-by-wire control systems, propulsion, etc.). Accordingly, opening and expanding the envelope is a task that must be approached cautiously, systematically, and with coordination and cooperation of the many disciplines involved in the design and test of an airplane. (Sections 8 and 10 cover test planning and safety of flight considerations, respectively). The fundamental tenet in establishing a flight envelope via flight test is risk reduction. This is reflected in the typical sequence of events leading to initial flight test - design reviews (both hardware and software), then ground test involving singular disciplines (windtunnel tests for aerodynamics, structurally loading the wing/fuselage/nacelle on a ground test article with loads anticipated to occur in flight, flight control system control law checkout, propulsion test cell runs and/or flying test bed tests, etc.), and then ground tests involving multi-disciplines (See Section 9). Only after these have been accomplished will an initial, limited, low-risk, flight envelope be established. The limited envelope will typically be in the middle of the projected final flight envelope. Subsequent flight tests will then be devoted to expanding the initial envelope by operating the airplane at increasing ranges - representing increasing risk - of engine operation, airspeeds both fast and slow, altitude, load factor both above and below 1g, centers of gravity (fore and aft), and with system/subsystem failures. Whether flight tests are to define a flight envelope on a new model airplane with the attendant new airframe, new engine(s), and new subsystems (hydraulics, pressurization, etc.), or on an airplane involving only a few of these areas such as new engines in an old airframe, the fundamental approach to establishing an envelope is the same.

H Walgemoed↗

NASA NTRS2015

Implementing NASA's Capability-Driven Approach: Insight into NASA's Processes for Maturing Exploration Systems

NASA is engaged in transforming human spaceflight. The Agency is shifting from an exploration-based program with human activities focused on low Earth orbit (LEO) and targeted robotic missions in deep space to a more sustainable and integrated pioneering approach. Through pioneering, NASA seeks to address national goals to develop the capacity for people to work, learn, operate, live, and thrive safely beyond the Earth for extended periods of time. However, pioneering space involves more than the daunting technical challenges of transportation, maintaining health, and enabling crew productivity for long durations in remote, hostile, and alien environments. This shift also requires a change in operating processes for NASA. The Agency can no longer afford to engineer systems for specific missions and destinations and instead must focus on common capabilities that enable a range of destinations and missions. NASA has codified a capability driven approach, which provides flexible guidance for the development and maturation of common capabilities necessary for human pioneers beyond LEO. This approach has been included in NASA policy and is captured in the Agency's strategic goals. It is currently being implemented across NASA's centers and programs. Throughout 2014, NASA engaged in an Agency-wide process to define and refine exploration-related capabilities and associated gaps, focusing only on those that are critical for human exploration beyond LEO. NASA identified 12 common capabilities ranging from Environmental Control and Life Support Systems to Robotics, and established Agency-wide teams or working groups comprised of subject matter experts that are responsible for the maturation of these exploration capabilities. These teams, called the System Maturation Teams (SMTs) help formulate, guide and resolve performance gaps associated with the identified exploration capabilities. The SMTs are defining performance parameters and goals for each of the 12 capabilities, developing maturation plans and roadmaps for the identified performance gaps, specifying the interfaces between the various capabilities, and ensuring that the capabilities mature and integrate to enable future pioneering missions. By managing system development through the SMTs instead of traditional NASA programs and projects, the Agency is shifting from mission-driven development to a more flexible, capability-driven development. The process NASA uses to establish, integrate, prioritize, and manage the SMTs and associated capabilities is iterative. NASA relies on the Human Exploration and Operation Mission Directorate's SMT Integration Team within Advanced Exploration Systems to coordinate and facilitate the SMT process. The SMT Integration team conducts regular reviews and coordination meetings among the SMTs and has developed a number of tools to help the Agency implement capability driven processes. The SMT Integration team is uniquely positioned to help the Agency coordinate the SMTs and other processes that are making the capability-driven approach a reality. This paper will introduce the SMTs and the 12 key capabilities they represent. The role of the SMTs will be discussed with respect to Agency-wide processes to shift from mission-focused exploration to a capability-driven pioneering approach. Specific examples will be given to highlight systems development and testing within the SMTs. These examples will also show how NASA is using current investments in the International Space Station and future investments to develop and demonstrate capabilities. The paper will conclude by describing next steps and a process for soliciting feedback from the space exploration community to refine NASA's process for developing common exploration capabilities.

Williams-Byrd, Julie↗

NASA NTRS1986

Planetary exploration through year 2000, a core program: Mission operations

In 1980 the NASA Advisory Council created the Solar System Exploratory Committee (SSEC) to formulate a long-range program of planetary missions that was consistent with likely fiscal constraints on total program cost. The SSEC had as its primary goal the establishment of a scientifically valid, affordable program that would preserve the nation's leading role in solar system exploration, capitalize on two decades of investment, and be consistent with the coordinated set of scientific stategies developed earlier by the Committe on Planetary and Lunar Exploration (COMPLEX). The result of the SSEC effort was the design of a Core Program of planetary missions to be launched by the year 2000, together with a realistic and responsible funding plan. The Core Program Missions, subcommittee activities, science issues, transition period assumptions, and recommendations are discussed.

Source record↗

DOE OSTI2025

Hydrogen technology for maritime applications: A review of challenges, opportunities, and lessons from the port authority of New York and New Jersey

The maritime industry faces increasing demand for energy security, operational efficiency, and environmental performance improvements. Hydrogen technology, considered a potential energy carrier, is being explored for port operations, including cargo-handling equipment, heavy-duty vehicles, and stationary power systems. This review evaluates the feasibility, challenges, and potential benefits of hydrogen integration within port infrastructure, using the Port Authority of New York and New Jersey as a representative case study. Drawing on case studies, technical reports, and policy analyses, this study examines the infrastructural, regulatory, and operational factors influencing large-scale deployment, emphasizing supply chain development, storage requirements, and refueling infrastructure. By situating hydrogen within broader maritime energy transition efforts, this review provides an evidence-based assessment of its role in port operations and energy diversification strategies. In conclusion, the findings outline key barriers to adoption and emphasize the need for coordinated efforts among stakeholders to determine hydrogen's role alongside other emerging energy technologies.

08 HYDROGEN↗

DOE OSTI2016

On the Path to SunShot - Emerging Issues and Challenges with Integrating High Levels of Solar into the Distribution System

Wide use of advanced inverters could double the electricity-distribution system’s hosting capacity for distributed PV at low costs—from about 170 GW to 350 GW (see Palmintier et al. 2016). At the distribution system level, increased variable generation due to high penetrations of distributed PV (typically rooftop and smaller ground-mounted systems) could challenge the management of distribution voltage, potentially increase wear and tear on electromechanical utility equipment, and complicate the configuration of circuit-breakers and other protection systems—all of which could increase costs, limit further PV deployment, or both. However, improved analysis of distribution system hosting capacity—the amount of distributed PV that can be interconnected without changing the existing infrastructure or prematurely wearing out equipment—has overturned previous rule-of-thumb assumptions such as the idea that distributed PV penetrations higher than 15% require detailed impact studies. For example, new analysis suggests that the hosting capacity for distributed PV could rise from approximately 170 GW using traditional inverters to about 350 GW with the use of advanced inverters for voltage management, and it could be even higher using accessible and low-cost strategies such as careful siting of PV systems within a distribution feeder and additional minor changes in distribution operations. Also critical to facilitating distributed PV deployment is the improvement of interconnection processes, associated standards and codes, and compensation mechanisms so they embrace PV’s contributions to system-wide operations. Ultimately SunShot-level PV deployment will require unprecedented coordination of the historically separate distribution and transmission systems along with incorporation of energy storage and “virtual storage,” which exploits improved management of electric vehicle charging, building energy systems, and other large loads. Additional analysis and innovation are neede

14 SOLAR ENERGY↗

NASA NTRSDate not supplied

Safety Demonstrator Series for an In-Time Aviation Safety Management System

NASA's Advanced Air Mobility Integration Office has coordinated a meeting with the National Research Council Canada (NRC) to have an interchange of technical area activities to evaluate merit for international partnership. Both NASA and NRC will provide a brief overview of their Advanced Air Mobility activities. Additional aeronautics projects will have an opportunity to present a few slides on current activities and plans. Topics include wildfire, vehicle automation technologies and detect and avoid, and national campaign flight initiatives. NASA's System-Wide Safety (SWS) Project will provide a high-level overview of the the safety demonstrator series. The project has scheduled operational demonstrations of an in-time aviation safety management system across a series of disaster-oriented operations. First up is a wildland fire demonstration scheduled for 2025. Opportunities for synergy will be discussed.

system-wide safety↗

DOE OSTI2016

The National Opportunity for Interoperability and its Benefits for a Reliable, Robust, and Future Grid Realized Through Buildings

Today, increasing numbers of intermittent generation sources (e.g., wind and photovoltaic) and new mobile intermittent loads (e.g., electric vehicles) can significantly affect traditional utility business practices and operations. At the same time, a growing number of technologies and devices, from appliances to lighting systems, are being deployed at consumer premises that have more sophisticated controls and information that remain underused for anything beyond basic building equipment operations. The intersection of these two drivers is an untapped opportunity and underused resource that, if appropriately configured and realized in open standards, can provide significant energy efficiency and commensurate savings on utility bills, enhanced and lower cost reliability to utilities, and national economic benefits in the creation of new markets, sectors, and businesses being fueled by the seamless coordination of energy and information through device and technology interoperability. Or, as the Quadrennial Energy Review puts it, “A plethora of both consumer-level and grid-level devices are either in the market, under development, or at the conceptual stage. When tied together through the information technology that is increasingly being deployed on electric utilities’ distribution grids, they can be an important enabling part of the emerging grid of the future. However, what is missing is the ability for all of these devices to coordinate and communicate their operations with the grid, and among themselves, in a common language — an open standard.” In this paper, we define interoperability as the ability to exchange actionable information between two or more systems within a home or building, or across and within organizational boundaries. Interoperability relies on the shared meaning of the exchanged information, with agreed-upon expectations and consequences, for the response to the information exchange.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2013

Visible, Durable, Enforceable Institutional Controls: Weldon Spring Site - A 10-Year Journey - 13190

The DOE Office of Legacy Management's (LM's) mission is to manage the DOE's post-closure responsibilities and ensure the future protection of human health and the environment. LM has control and custody of legacy land, structures, and facilities and is responsible for maintaining them at levels suitable for their long-term use. This includes all engineered and institutional controls (ICs) designed as another level of assurance to prevent exposure to residual contamination and waste. The development and management of ICs has been, and continues to be, a critical component to the success of LM surveillance and maintenance activities. Many major federal laws, Executive Orders, regulations, and various other drivers influence the establishment and use of ICs at LM sites. LM uses a wide range of ICs to appropriately limit access to, or uses of, land, facilities, and other real and personal properties; protect the environment; maintain the physical safety and security of DOE facilities; and prevent or limit inadvertent human and environmental exposure to residual contaminants and other hazards. The ICs at the Weldon Spring, Missouri, Site were developed in close coordination with federal and state regulators. An Explanation of Significant Differences (ESD) was issued in February 2005, which clarified the use restrictions necessary for the remedial actions specified in the Records of Decision for the separate operable units to remain protective over the long-term. The operable units included the Chemical Plant Operable Unit, the Chemical Plant Groundwater Operable Unit, and the Quarry Residuals Operable Unit. The ESD clarified specific requirements for each site area that needed use restrictions and established how DOE would implement, maintain, and monitor the specific requirements. DOE developed the Long-Term Surveillance and Maintenance Plan for the U.S. Department of Energy Weldon Spring, Missouri, Site (LTS and M Plan) that addressed the full scope of the site management activities necessary to ensure that the Weldon Spring Site remains protective over the long-term. The LTS and M Plan is revised periodically to ensure its applicability to changing site, regulatory, or procedural conditions. In addition to addressing such activities as long-term groundwater monitoring and disposal cell maintenance, the LTS and M Plan was developed and issued to ensure that the use restrictions identified in the ESD were properly imposed and maintained. The LTS and M Plan included a detailed IC Implementation Plan, which includes a process for evaluating and identifying specific IC mechanisms that best accomplish the objectives set out in the ESD. Consistent with EPA guidance on selecting ICs, various IC mechanisms were evaluated, including government controls, proprietary controls, enforcement tools, and informational devices. Where appropriate, redundant mechanisms were employed to increase the effectiveness of the ICs. Information in the IC Implementation Plan includes: (1) a discussion of current site conditions (reflecting post-remedial action conditions for the Chemical Plant and Quarry Areas and the risk-basis for why use restrictions are needed); (2) the objectives of, or performance expectations for, the use restrictions; (3) specific ICs already in place and additional mechanisms identified for implementation; (4) a schedule for implementing additional ICs; (5) procedures for maintaining the ICs and for conducting periodic inspections; and (6) general provisions for the implementing ICs for the site. The actual agreements and documentation of the various ICs are included in an appendix of the LTS and M Plan. These documents are also available via the internet from the authorizing agencies (County, Missouri Department of Natural Resources, EPA, etc.) The Weldon Spring Site personnel have been successful in finalizing each of the ICs that were established for the site. The planning, establishment, and implementation of the ICs was a long and detailed process with several lessons-learned that were identified along the way. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRS2010

Improving Life-Cycle Cost Management of Spacecraft Missions

This presentation will explore the results of a recent NASA Life-Cycle Cost study and how project managers can use the findings and recommendations to improve planning and coordination early in the formulation cycle and avoid common pitfalls resulting in cost overruns. The typical NASA space science mission will exceed both the initial estimated and the confirmed life-cycle costs by the end of the mission. In a fixed-budget environment, these overruns translate to delays in starting or launching future missions, or in the worst case can lead to cancelled missions. Some of these overruns are due to issues outside the control of the project; others are due to the unpredictable problems (unknown unknowns) that can affect any development project. However, a recent study of life-cycle cost growth by the Discovery and New Frontiers Program Office identified a number of areas that are within the scope of project management to address. The study also found that the majority of the underlying causes for cost overruns are embedded in the project approach during the formulation and early design phases, but the actual impacts typically are not experienced until late in the project life cycle. Thus, project management focus in key areas such as integrated schedule development, management structure and contractor communications processes, heritage and technology assumptions, and operations planning, can be used to validate initial cost assumptions and set in place management processes to avoid the common pitfalls resulting in cost overruns.

Clardy, Dennon↗

DOE OSTI2019

India 2030 Wind and Solar Integration Study (Interim Report)

India has established several targets for renewable energy capacity growth in the coming years, most notably the target of deploying 175 gigawatts (GW) of generation capacity from wind, solar, biomass, and small hydropower by 2022, and furthering that vision with India's Nationally Determined Contribution target of 40% renewable electricity capacity (including hydro) by 2030 (GOI 2015). Given the rapid and significant changes to India's power system to help meet these targets, the objective of this interim report is to understand the operational challenges for India's power grid in 2030. The primary contribution of this report is to establish a 2030 unit commitment and dispatch model of India's grid, with hourly temporal resolution, high spatial resolution of renewable energy resources, interstate transmission constraints, and unit-level generator characteristics. Annual simulations of 2030 operations demonstrate that a 22% annual penetration of wind and solar is manageable by India's grid. Most days in the year do not show signs of stress, and 99.97% of energy is served with the plans as presented. Average coal plant load factors are 70% for the year, up from relatively low plant load factors in recent years (Patel 2018). However, the results highlight specific challenges the grid may face during a small number of high-demand periods, resulting in unserved energy. The drivers behind the unserved energy suggest that this could be avoided with better coordination in scheduling. This report is part of a broader set of analyses under the Energy Transitions Commission (ETC), which includes collaborations with The Energy and Resources Institute (TERI), Climate Policy Initiative (CPI), and a broad stakeholder community.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS2008

The Synergy of Gamma-Ray Burst Detectors in the GLAST Era

Simultaneous observations by the large number of gamma-ray burst detectors that will operate in the GLAST era will provide the spectra, lightcurves and locations necessary for studying burst physics and testing the putative relations between intrinsic burst properties. I review the burst detection sensitivities, spectral bands, and localization capabilities of the GLAST (GBM and LAT), Swift (BAT), INTEGRAL (ISGRI), Suzaku (wAM), AGILE (Super-AGILE) and wind (Konus) detectors; the detectors' energy band and the accumulation timescale of their trigger system affect their sensitivity to hard vs. soft and long vs. short bursts. In addition, I estimate the rate of simultaneous burst observations. In particular, coordination of the Swift observing plan consistent with Swift's other science objectives could increase the rate of GLAST bursts with redshifts

Band, David↗

DOE OSTI2018

FUSRAP Case Study - Benefits and Lessons Learned from Implementation of a Modern Data Solution at Maywood - 18399

This paper focuses on data production and management practices dating back to 1999 that continue to evolve to support the project today. In 2000, the FUSRAP Maywood Project began using a software environmental data management system and laboratory information management system, developed by a single database administrator (DA) and authored in Microsoft Access{sup TM} (MS Access). The original databases included basic functionality including sample number assignment and label generation, tracking of LIMS gamma spec QC and assignment of basic qualifiers and basic database queries. The DA continued over the next fifteen years to refine the EDMS/LIMS by integrating project-specific data evaluation guidance document processes and Quality Assurance/Quality Control (QA/QC) charting and excursion warning tools. With the retirement of the original DA, the U.S. Army Corps of Engineers (USACE)-Cabrera Team procured and implemented a commercial-leaning solution using modern database tools and an established EDMS vendor. For the database transition process, the project team established and configured the new EDMS/LIMS with basic architecture and accessibility; evaluated existing workflows; established/revised LIMS and EDMS-related documentation (manuals and procedures); and conducted dry runs and validation testing. The overall team coordinated closely to facilitate a seamless transition from initial assessment and authoring, to data migration, and finally to resumption of normal ongoing operations. Key features of the new EDMS Subcontractor's software included lookup tables, an import wizard, data checking options and unique indexes. Since the database systems became operational, the technical staff gathered useful feedback from end users (e.g., lab staff, field engineers, task managers, and the third-party data validator) to refine the EDMS/LIMS operation. This feedback triggered improvements in the performance of onsite laboratory qualification forms, promoted consistency in sample ID numbers between the database sample planning screens and field chain-of-custodies, corrected bugs in the LIMS Duplicate Evaluation Report, eliminated data import issues such as blank, inconsistent or missing data from key fields. One of the advantages of the commercial database solution was that it allowed the project to cut cost over time due to the lower cost of database maintenance provided by the commercial database vendor versus the cost of an on-staff DA. Cost savings are estimated at $40,000 per year. There were also indirect cost savings resulting from implementation of the new database since it allowed better integration of the LIMS and EDMS. While there will always be challenges associated with long term records/data management for any old remediation site, the Maywood Team's approach to an upgraded EDMS/LIMS implementation serves as one element of the overall effort to enhance the integrity and reproducibility of critical data that supports the remediation program while at the same time, more effectively using available resources. These lessons-learned will enhance implementation of cost-effective solutions for similar environmental remediation sites. (authors)

97 MATHEMATICS AND COMPUTING↗

DOE OSTI2016

Plan to Verify and Validate Multi-Hazard Risk-Informed Margin Management Methods and Tools

This report describes the development plan for verification and validation (V&V) of multihazard risk informed margin management (RIMM) methods and tools. The plan will include using new INL developed tool sets coupled with the new multi-partner External Hazards Experimental Group (EHEG) coordinated by the Idaho National Laboratory (INL) within the Risk-Informed Safety Margin Characterization (RISMC) technical pathway of the Light Water Reactor Sustainability Program. The RISMC pathway is developing a suite of new tools and methods for advanced evaluation of facility risk. The RISMC toolkit, includes tools and methods focused on evaluation of risk from external hazards (e.g, seismic and flooding events), which have been shown to be dominant risk contributors in probabilistic risk assessments performed for operating nuclear power plants (NPPs). The external events activity (EEA) within the RISMC pathway is tasked with developing tools and methods focused on evaluation of multi-hazard external risk (e.g, seismic and flooding events). The EHEG will provide technical expertise and experimental large-scale testing data needed for development and validation of tools and methods in the RISMC toolkit for external hazard safety evaluations. The EEA within RISMC has two key elements: (1) an organizational and research framework provided by INL and (2) a coordinated group of university and national laboratory partners with the complementary expertise and experimental capabilities needed to conduct large-scale external hazard-focused experiments. This cooperative group will allow INL to leverage a range of existing capabilities to meet the unique needs of RISMC tool and method development. In addition, the capabilities of the EHEG could be used to address needs of other national laboratories. Currently, there is limited data available for development and validation of the tools and methods being developed in the RISMC Toolkit. The EHEG is being developed to obtain high quality, large-scale experimental data validation of RISMC tools and methods in a timely and cost-effective way. The group of universities and national laboratories that will eventually form the EHEG (which is ultimately expected to include both the initial participants and other universities and national laboratories that have been identified) have the expertise and experimental capabilities needed to both obtain and compile existing data archives and perform additional seismic and flooding experiments. The data developed by EHEG will be stored in databases within RISMC. These databases will be used to validate the advanced external hazard tools and methods. The numerical tools under development in RISMC are used to evaluate the impacts that external hazards have on nuclear power plants. These analysis tools will be used to advanced current risk calculation processes and reduce uncertainty in these calculations. To have confidence in the predictive capability of these numerical tools it is important to verify and validate them. To verify and validate numerical tools the user must understand what physics is being used to represent the problem (i.e. constitutive models used to represent the soil and structure), the numerical solver approach used (i.e. finite element), what data already exists that could be used to validate the tools, and what data is needed for validation.

31274↗

NASA NTRS2007

The Synergy of Gamma-Ray Burst Detectors in the GLAST Era

Simultaneous observations by the large number of gamma-ray burst detectors operating in the GLAST era will provide the spectra, lightcurves and locations necessary for studying burst physics and testing the putative relations between intrinsic burst properties. 1 will review the burst detection sensitivities, spectral bands, and localization capabilities of the GLAST (GBM and LAT), Swift (BAT), INTEGRAL (ISGRI), Suzaku (WAM), AGILE (Super-AGILE) and Wind (Konus) detectors; the detectors' energy band and the accumulation timescale of their trigger system affect their sensitivity to hard vs. soft and long vs. short bursts. In addition, I estimate the rate of simultaneous burst observations. In particular, coordination of the Swift observing plan consistent with Swift's other science objectives could increase the rate of GLAST bursts with redshifts.

Band, David L.↗