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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 847 records · Page 47

All sources NASA NTRS DOE OSTI

NASA NTRS1992

Operationally efficient propulsion system study (OEPSS) data book: Launch Operations Index (LOI) Design Features and Options - Volume 7

A design tool of figure of merit was developed that allows the operability of a propulsion system design to be measured. This Launch Operations Index (LOI) relates Operations Efficiency to System Complexity. The figure of Merit can be used by conceptual designers to compare different propulsion system designs based on their impact on launch operations. The LOI will improve the design process by making sure direct launch operations experience is a necessary feedback to the design process.

Ziese, James M.↗

DOE OSTI2020

Optimal Operation for Resilient and Economic Modes in an Islanded Alaskan Grid

Legacy energy management systems for distribution system or microgrids are typically driven by economics. During extreme events, resiliency can be defined as ability of the system to keep supplying critical loads. Resilient operation during extreme events (e.g. avalanche in Alaska) may require decision variables to be different and conflicting with economic operation. Operational objectives are driven by a complex consideration of the economic, reliable and resilient operation of the system: economic and reliable in normal operating state and resilient during extreme events. Challenge is to move between economic and resilient operation in optimal manner and setting up problem formulation and constraints specially with Distributed Energy Resources (DERs). In this paper, we focus on striking a balance between optimal economic and resilient operation using novel formulation and developed tool called Resiliency Enabled Energy System Operation Toolbox (RE-ESOT). Simulation results are provided for a real islanded grid in Alaska with battery energy systems.

50 EE - Wind and Water Power Program - Water (EE-4↗

NASA NTRS1993

Influence of a new generation of operations support systems on current spacecraft operations philosophy: The users feedback

Current trends in the spacecraft mission operations area (spacecraft & mission complexity, project duration, required flexibility are requiring a breakthrough for what concerns philosophy, organization, and support tools. A major evolution is related to space operations 'informationalization', i.e adding to existing operations support & data processing systems a new generation of tools based on advanced information technologies (object-oriented programming, artificial intelligence, data bases, hypertext) that automate, at least partially, operations tasks that used be performed manually (mission & project planning/scheduling, operations procedures elaboration & execution, data analysis & failure diagnosis). All the major facets of this 'informationalization' are addressed at MATRA MARCONI SPACE, operational applications were fielded and generic products are becoming available. These various applications have generated a significant feedback from the users (at ESA, CNES, ARIANESPACE, MATRA MARCONI SPACE), which is now allowing us to precisely measure how the deployment of this new generation of tools, that we called OPSWARE, can 'reengineer' current spacecraft mission operations philosophy, how it can make space operations faster, better, and cheaper. This paper can be considered as an update of the keynote address 'Knowledge-Based Systems for Spacecraft Control' presented during the first 'Ground Data Systems for Spacecraft Control' conference in Darmstadt, June 1990, with a special emphasis on these last two years users feedback.

Darroy, Jean Michel↗

NASA NTRS2005

Multi-Agent Modeling and Simulation Approach for Design and Analysis of MER Mission Operations

A space mission operations system is a complex network of human organizations, information and deep-space network systems and spacecraft hardware. As in other organizations, one of the problems in mission operations is managing the relationship of the mission information systems related to how people actually work (practices). Brahms, a multi-agent modeling and simulation tool, was used to model and simulate NASA's Mars Exploration Rover (MER) mission work practice. The objective was to investigate the value of work practice modeling for mission operations design. From spring 2002 until winter 2003, a Brahms modeler participated in mission systems design sessions and operations testing for the MER mission held at Jet Propulsion Laboratory (JPL). He observed how designers interacted with the Brahms tool. This paper discussed mission system designers' reactions to the simulation output during model validation and the presentation of generated work procedures. This project spurred JPL's interest in the Brahms model, but it was never included as part of the formal mission design process. We discuss why this occurred. Subsequently, we used the MER model to develop a future mission operations concept. Team members were reluctant to use the MER model, even though it appeared to be highly relevant to their effort. We describe some of the tool issues we encountered.

Seah, Chin↗

NASA NTRSDate not supplied

An in-Time Aviation Safety Management System Concept of Operations and Modernization of the National Airspace System

The National Airspace System (NAS) is growing in complexity of aircraft, missions, and operations. In response, many organizations have published papers and concepts of operations (ConOps) for new and enhanced safety systems. The National Academies’ vision for an In-time Aviation Safety Management System (IASMS) is integral to Federal Aviation Administration (FAA) modernization efforts. The National Aeronautics and Space Administration (NASA) System-Wide Safety (SWS) project is conducting safety research, exploring solutions, and defining the safety needs of future missions, such as Advanced Air Mobility (AAM) and autonomous aircraft operating in a more connected, flexible, and dynamic airspace. IASMS enables and provides a path for bringing FAA’s operational vision to fruition through increasingly automated safety systems that integrate services, functions, and capabilities (SFCs). These SFCs provide the necessary responsiveness to monitor, assess, and mitigate known hazards and emergent risks. This paper describes how safety in today’s air transportation system will need to evolve, identifies key points regarding in-time safety, and explores the criticality of IASMS in the future NAS.

IASMS↗

NASA NTRSDate not supplied

An In-time Aviation Safety Management System Concept of Operations and Modernization of the National Airspace System

Airspace↗

NASA NTRSDate not supplied

Human Interfaces and Management of Information (HIMI) Challenges for “In-time” Aviation Safety Management Systems (IASMS)

The envisioned transformation of the National Airspace System to integrate an In-time Aviation Safety Management System(IASMS)to assure safety in Advanced Air Mobility(AAM)brings unprecedented challenges to the design of human interfaces and management of safety information. Safety in design and operational safety assurance are critical factors for how humans will interact with increasingly autonomous systems. The IASMS Concept of Operations builds from traditional commercial operator safety management and scales in complexity to AAM. The transformative changes in future aviation systems pose potential new critical safety risks with novel types of aircraft and other vehicles having different performance capabilities, flying in increasingly complex airspace, and using adaptive contingencies to manage normal and non-normal operations. These changes compel development of new and emerging capabilities that enable innovative ways for humans to interact with data and manage information. In-creasing complexity of AAM corresponds with use of predictive modeling, data analytics, machine learning, and artificial intelligence to effectively address known hazards and emergent risks. The roles of humans will dynamically evolve in increments with this technological and operational evolution. The interfaces for how humans will interact with increasingly complex and assured systems designed to operate autonomously and how information will need to be presented are important challenges to be resolved.

Lawrence J Prinzel↗

NASA NTRS2006

Cassini Distributed Instrument Operations: What We've Learned Since Saturn Orbit Insertion

The Cassini mission to Saturn is complex with 12 science teams conducting distributed operations across the United States and Europe. Each Team includes scientists from around the world who actively participate in operations, including observation design, instrument commanding, downlink processing, and archiving. This represents a change in how JPL complex deep-space missions have been operated. Since Saturn Orbit Insertion (SOI), the Cassini Project has spent 17 months conducting science operations and has gained real-world experience that has tested the assumptions and rationale for this approach. We have learned that many of the expected benefits have been realized, but there were numerous unexpected challenges as well. This paper will discuss the lessons learned from the Cassini Tour experience to date. It will revisit the assumptions and rationale behind the distributed instrument operations design and will describe the results, good and bad, of implementing this method of operations. We will describe how Instrument Teams are structured, their roles and responsibilities, what challenges they faced going into orbital operations (the 'tour') and what creative solutions were proposed when funding limitations and schedule milestones prevented optimum solutions. We will also discuss the problems that have been encountered both on the ground and with the instruments, how these problems and anomalies were overcome, and what was learned along the way about the characteristics of distributed instrument operations.

Cassini↗

NASA NTRS2006

Cassini distributed instrument operations – what we’ve learned since Saturn orbit insertion

The Cassini mission to Saturn is complex with 12 science teams conducting distributed operations across the United States and Europe. Each Team includes scientists from around the world who actively participate in operations, including observation design, instrument commanding, downlink processing, and archiving. This represents a change in how JPL complex deep-space missions have been operated. Since Saturn Orbit Insertion (SOI), the Cassini Project has spent 17 months conducting science operations and has gained realworld experience that has tested the assumptions and rationale for this approach. We have learned that many of the expected benefits have been realized, but there were numerous unexpected challenges as well. This paper will discuss the lessons learned from the Cassini Tour experience to date. It will revisit the assumptions and rationale behind the distributed instrument operations design and will describe the results, good and bad, of implementing this method of operations. We will describe how Instrument Teams are structured, their roles and responsibilities, what challenges they faced going into orbital operations (the “tour”) and what creative solutions were proposed when funding limitations and schedule milestones prevented optimum solutions. We will also discuss the problems that have been encountered both on the ground and with the instruments, how these problems and anomalies were overcome, and what was learned along the way about the characteristics of distributed instrument operations.

Woncik, Pam↗

NASA NTRS2010

The Right Stuff: A Look Back at Three Decades of Flight Controller Training for Space Shuttle Mission Operations

This paper will summarize the thirty-year history of Space Shuttle operations from the perspective of training in NASA Johnson Space Center's Mission Control Center. It will focus on training and development of flight controllers and instructors, and how training practices have evolved over the years as flight experience was gained, new technologies developed, and programmatic needs changed. Operations of human spaceflight systems is extremely complex, therefore the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center, in Houston, Texas manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. This paper will give an overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams are trained and certified. The training methodology for developing flight controllers has evolved significantly over the last thirty years, while the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. These changes have been driven by many factors including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. Flight controllers will share their experiences in training and operating the Space Shuttle throughout the Program s history. A primary method used for training Space Shuttle flight control teams is by running mission simulations of the orbit, ascent, and entry phases, to truly "train like you fly." The audience will learn what it is like to perform a simulation as a shuttle flight controller. Finally, we will reflect on the lessons learned in training for the shuttle program, and how those could be applied to future human spaceflight endeavors.

Dittemore, Gary D.↗

NASA NTRS2011

The Right Stuff: A Look Back at Three Decades of Flight Controller Training for Space Shuttle Mission Operations

Operations of human spaceflight systems is extremely complex, therefore the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center, in Houston, Texas manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. This paper will give an overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams are trained and certified. The training methodology for developing flight controllers has evolved significantly over the last thirty years, while the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. These changes have been driven by many factors including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. Flight controllers will share their experiences in training and operating the Space Shuttle throughout the Program s history. A primary method used for training Space Shuttle flight control teams is by running mission simulations of the orbit, ascent, and entry phases, to truly "train like you fly." The reader will learn what it is like to perform a simulation as a shuttle flight controller. Finally, the paper will reflect on the lessons learned in training for the shuttle program, and how those could be applied to future human spaceflight endeavors. These endeavors could range from going to the moon or to Mars. The lessons learned from operating the space shuttle for over thirty years will help the space industry build the next human transport space vehicle and inspire the next generation of space explorers.

Dittemore, Gary D.↗

NASA NTRS2011

The Final Count Down: A Review of Three Decades of Flight Controller Training Methods for Space Shuttle Mission Operations

Operations of human spaceflight systems is extremely complex, therefore the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center, in Houston, Texas manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. As the space shuttle program ends in 2011, a review of how training for STS-1 was conducted compared to STS-134 will show multiple changes in training of shuttle flight controller over a thirty year period. This paper will additionally give an overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams have been trained certified over the life span of the space shuttle. The training methods for developing flight controllers have evolved significantly over the last thirty years, while the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. These changes have been driven by many factors including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. A primary method used for training Space Shuttle flight control teams is by running mission simulations of the orbit, ascent, and entry phases, to truly "train like you fly." The reader will learn what it is like to perform a simulation as a shuttle flight controller. Finally, the paper will reflect on the lessons learned in training for the shuttle program, and how those could be applied to future human spaceflight endeavors.

Dittemore, Gary D.↗

NASA NTRS2011

The Final Count Down: A Review of Three Decades of Flight Controller Training Methods for Space Shuttle Mission Operations

Operations of human spaceflight systems is extremely complex; therefore, the training and certification of operations personnel is a critical piece of ensuring mission success. Mission Control Center (MCC-H), at the Lyndon B. Johnson Space Center in Houston, Texas, manages mission operations for the Space Shuttle Program, including the training and certification of the astronauts and flight control teams. An overview of a flight control team s makeup and responsibilities during a flight, and details on how those teams are trained and certified, reveals that while the training methodology for developing flight controllers has evolved significantly over the last thirty years the core goals and competencies have remained the same. In addition, the facilities and tools used in the control center have evolved. Changes in methodology and tools have been driven by many factors, including lessons learned, technology, shuttle accidents, shifts in risk posture, and generational differences. Flight controllers share their experiences in training and operating the space shuttle. The primary training method throughout the program has been mission simulations of the orbit, ascent, and entry phases, to truly train like you fly. A review of lessons learned from flight controller training suggests how they could be applied to future human spaceflight endeavors, including missions to the moon or to Mars. The lessons learned from operating the space shuttle for over thirty years will help the space industry build the next human transport space vehicle.

Dittermore, Gary↗

NASA NTRS2011

Natural Convection Cooling of the Advanced Stirling Radioisotope Generator Engineering Unit

After fueling and prior to launch, the Advanced Stirling Radioisotope Generator (ASRG) will be stored for a period of time then moved to the launch pad for integration with the space probe and mounting on the launch vehicle. During this time, which could be as long as 3 years, the ASRG will operate continuously with heat rejected from the housing and fins. Typically, the generator will be cooled by forced convection using fans. During some of the ground operations, maintaining forced convection may add significant complexity, so allowing natural convection may simplify operations. A test was conducted on the ASRG Engineering Unit (EU) to quantify temperatures and operating parameters with natural convection only and determine if the EU could be safely operated in such an environment. The results show that with natural convection cooling the ASRG EU Stirling convertor pressure vessel temperatures and other parameters had significant margins while the EU was operated for several days in this configuration. Additionally, an update is provided on ASRG EU testing at NASA Glenn Research Center, where the ASRG EU has operated for over 16,000 hr and underwent extensive testing.

Lewandowski, Edward J.↗

NASA NTRS2012

Influence of Natural Environments in Spacecraft Design, Development, and Operation

Spacecraft are growing in complexity and sensitivity to environmental effects. The spacecraft engineer must understand and take these effects into account in building reliable, survivable, and affordable spacecraft. Too much protections, however, means unnecessary expense while too little will potentially lead to early mission loss. The ability to balance cost and risk necessitates an understanding of how the environment impacts the spacecraft and is a critical factor in its design. This presentation is intended to address both the space environment and its effects with the intent of introducing the influence of the environment on spacecraft performance.

Edwards, Dave↗

NASA NTRS2013

Influence of Natural Environments in Spacecraft Design, Development, and Operation

Edwards, Dave↗

DOE OSTI2019

Including operational aspects in the planning of power systems with large amounts of variable generation: A review of modeling approaches

In the past, power system planning was based on meeting the load duration curve at minimum cost. The increasing share of variable generation (VG) makes operational constraints more important in the planning problem, and there is more and more interest in considering aspects such as sufficient ramping capability, sufficient reserve procurement, power system stability, storage behavior, and the integration of other energy sectors often through demand response assets. In VG integration studies, several methods have been applied to combine the planning and operational timescales. We present a four-level categorization for the modeling methods, in order of increasing complexity: (1a) investment model only, (1b) operational model only, (2) unidirectionally soft-linked investment and operational models, (3a) bidirectionally soft-linked investment and operational models, (3b) operational model with an investment update algorithm, and (4) co-optimization of investments and operation. The review shows that using a low temporal resolution or only few representative days will not suffice in order to determine the optimal generation portfolio. In addition, considering operational effects proves to be important in order to get a more optimal generation portfolio and more realistic estimations of system costs. However, operational details appear to be less significant than the temporal representation. Furthermore, the benefits and impacts of more advanced modeling techniques on the resulting generation capacity mix significantly depend on the system properties. Thus, the choice of the model should depend on the purpose of the study as well as on system characteristics.

24 POWER TRANSMISSION AND DISTRIBUTION↗

NASA NTRS1993

The FOT tool kit concept

Flight operations and the preparation for it has become increasingly complex as mission complexities increase. Further, the mission model dictates that a significant increase in flight operations activities is upon us. Finally, there is a need for process improvement and economy in the operations arena. It is therefore time that we recognize flight operations as a complex process requiring a defined, structured, and life cycle approach vitally linked to space segment, ground segment, and science operations processes. With this recognition, an FOT Tool Kit consisting of six major components designed to provide tools to guide flight operations activities throughout the mission life cycle was developed. The major components of the FOT Tool Kit and the concepts behind the flight operations life cycle process as developed at NASA's GSFC for GSFC-based missions are addressed. The Tool Kit is therefore intended to increase productivity, quality, cost, and schedule performance of the flight operations tasks through the use of documented, structured methodologies; knowledge of past lessons learned and upcoming new technology; and through reuse and sharing of key products and special application programs made possible through the development of standardized key products and special program directories.

Fatig, Michael↗