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NASA NTRSDate not supplied

Standards Roadmapping for Mission Assurance in Commercial Spaceflight

This paper explores the application of established roadmapping approaches in standards planning and roadmap development to support mission assurance objectives. Mission assurance requires proactive planning across multiple domains including technical, schedule, cost, organizational, and policy. The intersection of these domains happens at the enterprise level, and enterprise systems engineering processes can systematically guide mission assurance activities, including development of standards roadmaps. Standards planning and development is a critical contributor to an effective mission assurance strategy, although standards are often developed and adopted reactively. Technology and standards planning is a key Enterprise Process Management activity, as identified by the Systems Engineering Body of Knowledge, and technology and standards roadmaps are strategic tools used to enable that process. Technology roadmapping has proven effective in guiding enterprise architecture and concept design, and standards planning supports enterprise requirements definition and management. However, there are limited methodologies to guide such standards planning activities. The application of technology roadmapping principles to standards planning formalizes the process and establishes a repeatable framework for standards development and integration. The framework development described in this paper fills a methodological gap by adapting proven roadmapping techniques to standards planning. Through a comparison of roadmapping methodologies and a case study analysis, this approach outlines a systematic process for anticipating and planning standards needs. In the case of developing a standards integration roadmap for NASA’s Office of Safety and Mission Assurance (OSMA), technology roadmapping principles were adapted to develop a roadmap framework to allow NASA and OSMA to define an agency-wide standards integration plan for commercial and industry safety and mission assurance standards. The outcome highlights key adaptations required for roadmapping in a standards context and describes the process steps to formalize a standards planning activity. The roadmapping framework adapted for standards development and integration enables more strategic, forward-looking standards planning and allows for better alignment between evolving capabilities and mission assurance requirements. Beyond its application to mission assurance, this methodology can be transferred to other domains requiring standards development, providing a systematic approach that integrates systems engineering principles into policy strategy and decision-making processes.

Enterprise Systems Engineering↗

NASA NTRS2002

A System for Planning Ahead

A software system that uses artificial intelligence techniques to help with complex Space Shuttle scheduling at Kennedy Space Center is commercially available. Stottler Henke Associates, Inc.(SHAI), is marketing its automatic scheduling system, the Automated Manifest Planner (AMP), to industries that must plan and project changes many different times before the tasks are executed. The system creates optimal schedules while reducing manpower costs. Using information entered into the system by expert planners, the system automatically makes scheduling decisions based upon resource limitations and other constraints. It provides a constraint authoring system for adding other constraints to the scheduling process as needed. AMP is adaptable to assist with a variety of complex scheduling problems in manufacturing, transportation, business, architecture, and construction. AMP can benefit vehicle assembly plants, batch processing plants, semiconductor manufacturing, printing and textiles, surface and underground mining operations, and maintenance shops. For most of SHAI's commercial sales, the company obtains a service contract to customize AMP to a specific domain and then issues the customer a user license.

Source record↗

NASA NTRS2014

Nuclear Cryogenic Propulsion Stage Affordable Development Strategy

The development of nuclear power for space use in nuclear thermal propulsion (NTP) systems will involve significant expenditures of funds and require major technology development efforts. The development effort must be economically viable yet sufficient to validate the systems designed. Efforts are underway within the National Aeronautics and Space Administration's (NASA) Nuclear Cryogenic Propulsion Stage Project (NCPS) to study what a viable program would entail. The study will produce an integrated schedule, cost estimate and technology development plan. This will include the evaluation of various options for test facilities, types of testing and use of the engine, components, and technology developed. A "Human Rating" approach will also be developed and factored into the schedule, budget and technology development approach.

Doughty, Glen E.↗

NASA NTRS1980

Future plans for NASA's Oceanic Processes Program

NASA's Oceanic Processes Program has the objectives to develop a scientific basis for viewing the oceans from space and to demonstrate the utility of such an undertaking. There are currently four flight projects concerning the oceanic area. These projects are related to the National Oceanic Satellite System (NOSS), the Dynamic Ocean Topography Experiment (TOPEX), the Gravity Satellite (GRAVSAT), and a Synthetic Aperture Radar (SAR) mission. NOSS is being planned as a limited operational demonstration of viewing the oceans from space. It is to provide a capability to observe surface winds, waves, temperature, color, ice cover, and currents. It is scheduled for launch in 1986. TOPEX and GRAVSAT are being planned as research missions and are both scheduled for launch about 1986. The SAR mission is being planned to provide a spaceborne capability to observe the surface of the land and the oceans.

Wilson, W. S.↗

NASA NTRS1979

Photovoltaic system criteria documents. Volume 1: Guidelines for evaluating the management and operations planning of photovoltaic applications

Guidelines are provided to the Field Centers for organization, scheduling, project and cost control, and performance in the areas of project management and operations planning for Photovoltaics Test and Applications. These guidelines may be used in organizing a T and A Project Team for system design/test, site construction and operation, and as the basis for evaluating T and A proposals. The attributes are described for project management and operations planning to be used by the Field Centers. Specifically, all project management and operational issues affecting costs, schedules and performance of photovoltaic systems are addressed. Photovoltaic tests and applications include residential, intermediate load center, central station, and stand-alone systems. The sub-categories of system maturity considered are: Initial System Evaluation Experiments (ISEE); System Readiness Experiments (SRE); and Commercial Readiness Demonstration Projects (CRDP).

Koenig, John C.↗

NASA NTRS2009

Implementing Earned Value Management in the CxP EVA Systems Project Office

Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

Sorge, Les L.↗

NASA NTRS2019

Lessons Learned from International Space Station Crew Autonomous Scheduling Test

In 2017, our team investigated and evaluated the novel concept of operations of astronaut self-scheduling (rescheduling their own timeline without creating violations) onboard International Space Station (ISS). Five test sessions were completed for this technology demonstration called Crew Autonomous Scheduling Test (CAST). For the first time in a spaceflight operational environment, an ISS crewmember planned, rescheduled, and executed their activities in real-time on a mobile device while abiding by flight and scheduling constraints. This paper discusses the lessons learned from deployment to execution.

planning and scheduling↗

NASA NTRS1971

Phase C/D program development plan. Volume 1: Program plan

The Phase C/D definition of the Modular Space Station has been developed. The modular approach selected during the option period was evaluated, requirements were defined, and program definition and preliminary design were accomplished. The Space Station Project is covered in depth, the research applications module is limited to a project-level definition, and the shuttle operations are included for interface requirements identification, scheduling, and costing. Discussed in detail are: (1) baseline program and project descriptions; (2) phase project planning; (3) modular space station program schedule; (4) program management plan; (5) operations; (6) facilities; (7) logistics; and (8) manpower.

Source record↗

NASA NTRS2001

SMM Observations of Saturn

During the past year I have participated in a series of team telecons to I plan our observation of Saturn with SMM. The observation, scheduled for this month (September), was canceled and a new observation is being planned for 2002.

Schnopper, Herbert↗

NASA NTRS1994

Scheduling with genetic algorithms

In many domains, scheduling a sequence of jobs is an important function contributing to the overall efficiency of the operation. At Boeing, we develop schedules for many different domains, including assembly of military and commercial aircraft, weapons systems, and space vehicles. Boeing is under contract to develop scheduling systems for the Space Station Payload Planning System (PPS) and Payload Operations and Integration Center (POIC). These applications require that we respect certain sequencing restrictions among the jobs to be scheduled while at the same time assigning resources to the jobs. We call this general problem scheduling and resource allocation. Genetic algorithms (GA's) offer a search method that uses a population of solutions and benefits from intrinsic parallelism to search the problem space rapidly, producing near-optimal solutions. Good intermediate solutions are probabalistically recombined to produce better offspring (based upon some application specific measure of solution fitness, e.g., minimum flowtime, or schedule completeness). Also, at any point in the search, any intermediate solution can be accepted as a final solution; allowing the search to proceed longer usually produces a better solution while terminating the search at virtually any time may yield an acceptable solution. Many processes are constrained by restrictions of sequence among the individual jobs. For a specific job, other jobs must be completed beforehand. While there are obviously many other constraints on processes, it is these on which we focussed for this research: how to allocate crews to jobs while satisfying job precedence requirements and personnel, and tooling and fixture (or, more generally, resource) requirements.

Fennel, Theron R.↗

NASA NTRS2018

Deep Space Optical Communications (DSOC)

NASA’s future deep space science and exploration missions will require enhanced communications and navigation services. Laser communications offers expanded bandwidth and the potential for satisfying this need, with comparable mass and power as state of the art telecommunication systems. Consequently, NASA is planning a Deep Space Optical Communications (DSOC) technology demonstration, to retire the risk for future enhanced optical communication services. NASA’s upcoming Psyche Mission scheduled to launch in August of 2022 plans to host a DSOC flight laser transceiver (FLT) for demonstrating optical links from deep-space to earth. Existing ground assets retrofitted with laser transmitters and photon-counting receivers will be used for the technology demonstration. Advancing optical technology from near-Earth ranges to deep space (> 0.01 astronomical units or AU) involves orders of magnitude increased link difficulty (defined as data-rate squared distance). The plan to bridge the difficulty gap implements new technologies developed over the past two decades. These technologies emphasize high photon efficiency (HPE) with the use of high-peak-to-average power laser transmitters in space, and single photon counting sensitivity detectors, that together support signaling schemes for achieving approximately 23 information bits per detected photon. Implementing HPE schemes relies on accurate and stable pointing of narrow laser beams from space platforms using active control. Key developments needed for future technology infusion, following a successful DSOC technology demonstration, include, cost-effective ground infrastructure, long term reliability of space lasers and detection systems, and solutions for high precision laser ranging. The current status of the DSOC Project and plans for future development will be discussed in this paper.

Biswas, Abhijit↗

DOE OSTI2025

AGR-5/6/7 Irradiation Test Final As-run Report

This document presents the as-run analysis of the Advanced Gas Reactor (AGR)-5/6/7 irradiation experiment. AGR-5/6/7 is the last of a series of experiments conducted in the Advanced Test Reactor (ATR) at Idaho National Laboratory in support of the development and qualification of tri-structural isotropic low-enriched fuel for use in high-temperature gas-cooled reactors. The test train contained five separate capsules that were independently controlled and monitored. Each capsule contained multiple 24.91-mm-long and 12.25-mm-dimeter compacts filled with low-enriched uranium carbide/oxide tri-structural isotropic fuel particles. The objectives of the AGR-5/6/7 experiment were to: • Irradiate reference-design fuel particles to support fuel qualification. • Establish operating margins for the fuel, beyond normal operating conditions. • Provide irradiated-fuel performance data and irradiated-fuel samples for post-irradiation examination and safety testing. The primary objective of the AGR-5/6 test (Capsules 1, 2, 4, and 5) was to verify the successful performance of the reference-design fuel under normal operating conditions. The AGR-7 test (Capsule 3) was designed to explore fuel performance at higher temperatures. Its primary objective was to demonstrate the capability of the fuel to withstand conditions beyond normal operating conditions, in support of plant design and licensing. AGR-5/6/7 will also provide irradiated-fuel performance data based on the fission gas release from particles during irradiation. To achieve the test objectives, the AGR-5/6/7 experiment was irradiated in the northeast flux trap of the ATR with a planned duration of 500 effective full-power days. The northeast flux trap was selected because its larger diameter provided greater flexibility for test-train design compared to the Large B positions used for the AGR-1 and AGR-2 irradiations, significantly enhancing test capabilities for the combined irradiation campaigns. Due to delays in the ATR schedule, the AGR-5/6/7 irradiation was significantly shorter than the originally planned 13-cycle schedule. Irradiation began on February 16, 2018 and ended on July 22, 2020, spanning nine ATR cycles (162B–168A) over two and a half years. Thus, the AGR-5/6/7 fuel compacts were irradiated for a total of approximately 360.9 effective full-power days. Final burnup values, on a per-compact basis, ranged from 5.66 to 15.26% fissions per initial heavy metal atom, while fast fluence values ranged from 1.62 to 5.55 × 1025 n/m2 (E >0.18 MeV). Time-averaged volume-averaged fuel temperatures on a capsule basis at the end of irradiation ranged from 756°C in Capsule 5 to 1313°C in Capsule 3 excluding days with significantly lower temperature during the two short powered axial locator mechanism cycles, 163A and 167A. By the end of irradiation, 48 out of 54 installed thermocouples had failed (the bottom three capsules lost all thermocouples). During the first five cycles (162B – 165A), the fission-gas isotope release-rate-to-birthrate (R/B) ratios were stable in the 10-8–10-6 range, and no in-pile particle failures were observed based on the gross gamma counts. During this time, the high exposed kernel fraction and high fuel particle temperatures in Capsule 1 led to a maximum R/B value of around 2 ? 10-6 for Kr-85m. The fission gas release in all capsules started to increase from the second half of Cycle 166A, when a large number of in-pile particle failures occurred in Capsule 1 and a gas line problem in this capsule caused fission gas leakage at various degrees into the other four capsules. This gas line problem also prevented a fission gas release measurement for Capsule 1 during the last three cycles due to gas flow isolation. By the end of irradiation, it is estimated that approximately 15 particles failed in Capsule 3, which was considered possible because the experiment was designed to operate beyond the high-temperature gas-cooled reactor normal operating temperature range. A few hundred in-pile particle failures were estimated for Capsule 1 by the end of Cycle 166A, but the total number of failures is unknown due to the lack of fission gas release data in the later cycles. Additionally, four potential in-pile failures were identified for Capsule 2 during the last cycle, Cycle 168A. In contrast, no in-pile failures were identified in the top two capsules (4 and 5) based on the absence of the typical spikes in gross gamma counts and low failure estimates using the AGR-3/4 R/B per exposed kernel model.

11 - NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

DOE OSTI2021

AGR-5/6/7 Irradiation Test Final As-run Report

This document presents the as-run analysis of the Advanced Gas Reactor (AGR) 5/6/7 irradiation experiment. AGR-5/6/7 is the last of a series of experiments conducted in the Advanced Test Reactor (ATR) at Idaho National Laboratory (INL) in support of the development and qualification of tri-structural isotropic (TRISO) low enriched fuel for use in high-temperature gas-cooled reactors (HTGR). The test train contained five separate capsules that were independently controlled and monitored. Each capsule contained multiple 24.91-mm-long and 12.25-mm-dimeter compacts filled with low-enriched uranium carbide/oxide tri-structural isotropic fuel particles. The objectives of the AGR 5/6/7 experiment were to: 1. Irradiate reference-design fuel particles to support fuel qualification. 2. Establish operating margins for the fuel, beyond normal operating conditions. 3. Provide irradiated-fuel performance data and irradiated-fuel samples for post irradiation examination and safety testing. The primary objective of the AGR-5/6 test (Capsules 1, 2, 4, and 5) was to verify the successful performance of the reference-design fuel under normal operating conditions. The AGR-7 test (Capsule 3) was designed to explore fuel performance at higher temperatures. Its primary objective is to demonstrate the capability of the fuel to withstand conditions beyond normal operating conditions, in support of plant design and licensing. AGR 5/6/7 will also provide irradiated-fuel performance data based on the fission gas release from particles during irradiation. To achieve the test objectives, the AGR-5/6/7 experiment was irradiated in the northeast (NE) flux trap of the ATR with a planned duration of 500 effective full-power days (EFPDs). The NE flux trap was selected because its larger diameter provided greater flexibility for test-train design compared to the Large B positions used for the AGR-1 and AGR-2 irradiations, significantly enhancing test capabilities for the combined irradiation campaigns. Due to delays in the ATR schedule, the AGR-5/6/7 irradiation was significantly shorter than the originally planned 13-cycle schedule. Irradiation began on February 16, 2018 and ended on July 22, 2020, spanning nine ATR cycles (162B?168A) over two and a half years. Thus, the AGR-5/6/7 fuel compacts were irradiated for a total of approximately 360.9 EFPDs. Final burnup values, on a per-compact basis, ranged from 5.66% to 15.26% fissions per initial heavy metal atom, while fast fluence values ranged from 1.62 to 5.55 × 1025 n/m2 (E >0.18 MeV). Time-averaged volume-averaged fuel temperatures on a capsule basis at the end of irradiation ranged from 756°C in Capsule 5 to 1313°C in Capsule 3 excluding days with significantly lower temperature during the two short powered axial locator mechanism cycles, 163A and 167A. By the end of irradiation, 48 out of 54 installed thermocouples (TC) had failed (the bottom three capsules lost all TCs). During the first five cycles (162B ? 165A), fission-gas isotope release-rate-to-birthrate (R/B) ratios were stable in the 10-8?10-6 range, and no in-pile particle failures were observed based on the gross gamma counts. During this time, the high exposed kernel fraction and high fuel particle temperatures in Capsule 1 led to the maximum R/B value of around 2 ? 10-6 for Kr-85m. The fission gas release in all capsules started to increase from the second half of Cycle 166A, when a large number of in-pile particle failures occurred in Capsule 1 and a gas line problem in this capsule caused fission gas leakage at various degrees into the other four capsules. This gas line problem also prevented fission gas release measurement for Capsule 1 during the last three cycles due to gas flow isolation. By the end of irradiation, it is estimated that approximately 15 particle failures in Capsule 3, which was considered possible at the start of the irradiation, since the experiment was designed to operate beyond the high-temperature gas-cooled reactor (HTGR) normal operating temperature range. A few hundred in-pile particle failures were estimated for Capsule 1 by the end of Cycle 166A, but the total number of failures is unknown due to lack of fission gas release data in the later cycles. Additionally, four potential in-pile failures were identified for Capsule 2 during the last cycle, 168A. In contrast, no in-pile failures were identified in the top two capsules (4 and 5) based on absence of the typical spikes in gross gamma counts and low failure estimates using the AGR-3/4 R/B per exposed kernel model.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

NASA NTRS2011

Efficiency Benefits Using the Terminal Area Precision Scheduling and Spacing System

NASA has developed a capability for terminal area precision scheduling and spacing (TAPSS) to increase the use of fuel-efficient arrival procedures during periods of traffic congestion at a high-density airport. Sustained use of fuel-efficient procedures throughout the entire arrival phase of flight reduces overall fuel burn, greenhouse gas emissions and noise pollution. The TAPSS system is a 4D trajectory-based strategic planning and control tool that computes schedules and sequences for arrivals to facilitate optimal profile descents. This paper focuses on quantifying the efficiency benefits associated with using the TAPSS system, measured by reduction of level segments during aircraft descent and flight distance and time savings. The TAPSS system was tested in a series of human-in-the-loop simulations and compared to current procedures. Compared to the current use of the TMA system, simulation results indicate a reduction of total level segment distance by 50% and flight distance and time savings by 7% in the arrival portion of flight (~200 nm from the airport). The TAPSS system resulted in aircraft maintaining continuous descent operations longer and with more precision, both achieved under heavy traffic demand levels.

Thipphavong, Jane↗

NASA NTRS1994

The IUE Science Operations Ground System

The International Ultraviolet Explorer (IUE) Science Operations System provides full realtime operations capabilities and support to the operations staff and astronomer users. The components of this very diverse and extremely flexible hardware and software system have played a major role in maintaining the scientific efficiency and productivity of the IUE. The software provides the staff and user with all the tools necessary for pre-visit and real-time planning and operations analysis for any day of the year. Examples of such tools include the effects of spacecraft constraints on target availability, maneuver times between targets, availability of guide stars, target identification, coordinate transforms, e-mail transfer of Observatory forms and messages, and quick-look analysis of image data. Most of this extensive software package can also be accessed remotely by individual users for information, scheduling of shifts, pre-visit planning, and actual observing program execution. Astronomers, with a modest investment in hardware and software, may establish remote observing sites. We currently have over 20 such sites in our remote observers' network.

Pitts, Ronald E.↗

NASA NTRSDate not supplied

Demand Capacity Balancing at Vertiports for Initial Strategic Conflict Management of Urban Air Mobility Operations

Urban Air Mobility (UAM) is a new transportation concept that enables highly automated, cooperative, passenger or cargo-carrying air transportation services in and around urban areas. To achieve the high level of operational density and complexity desired by the UAM community, an airspace system that allows UAM operators to readily access and operate safely and efficiently in the airspace is needed. This airspace system will require air traffic management designed to reduce the risk of conflicts and loss of separation between UAM flights. In general, strategic conflict management is considered as the first layer of conflict management for safe flight operations to condition the traffic to reduce the need for airborne separation provision, the second layer of conflict management. Demand Capacity Balancing (DCB) is one of the concept components to achieve strategic conflict management. DCB strategically evaluates traffic demand and resource capacities to allow UAM operators to determine when, where and how they operate, while mitigating conflicting needs for airspace and vertiport capacity. DCB can be applied whenever UAM demand exceeds the capacity in airspace or at vertiports. As the UAM ecosystem evolves with advanced technologies and matured operational procedures, more complicated conflict management will likely be needed. In the current UAM ‘Concept of Operation (ConOps) 1.0’ operational stage defined by FAA, however, it will be meaningful to explore the demand capacity balancing at vertiports only, as an initial strategic conflict management approach for UAM operations because vertiport capacity seems to be a bottleneck of UAM traffic. For this research, we developed a demand-capacity imbalance detection and resolution service for UAM. This DCB service identifies the demand from operators and compares the demand to a given capacity at the shared resources (i.e., vertiports) over the upcoming time horizon which is divided into time bins having a constant interval. When a new flight plan is submitted, the algorithm embedded in the DCB service checks the available time bins based on the desired departure time and estimated arrival time at origin and destination vertiports, respectively. If the time bins for the originally desired times are already occupied by other flights (i.e., demand is at or above capacity), the algorithm finds the next available time bins for takeoff and landing and shifts the conflicting departure time to the earliest time that satisfies the capacity constraints at both origin and destination vertiports. The details of the algorithm will be described in the final manuscript. Figure 1 shows that the proposed DCB algorithm works well for a sample traffic scenario. In this example, a total of 144 flights, split between two operators, are planned over 2 hours, traveling 10 routes between five vertiports. In the heatmaps, the horizontal axis shows 12 time bins where each bin represents a 12-minute interval, and the vertical axis shows five vertiports. The number in each cell shows the number of operations, counting both departures and arrivals, at a specific vertiport in each time bin. For the given capacity of 2 operations/vertiport/bin, Figure 1 shows that the original demand sometimes exceeds the capacity, but the modified demand is reduced to the given capacity after resolving demand-capacity imbalances. When UAM flights are operated, it is expected that many practical issues would arise in the federated system architecture with multiple operators. UAM operators may experience a time synchronization issue due to communication delay between operator and vehicle. UAM vehicles would fly at different flight speeds, depending on vehicle models. Actual departure and arrival times can have large variations, compared to the schedule. The lead time from flight plan submission to desired departure time can vary by service type (e.g., regular shuttle service vs. on-demand service). Using the proposed DCB algorithm, we also investigated how the actual flight schedule and DCB performance are affected by these uncertainties such as unsynchronized times between operators, flight speed differences, lead time differences, and departure time errors. The final manuscript will include the background of this research work, the description of the DCB algorithm and its use cases with traffic scenarios. It will also provide the analytical results about the impact of various uncertainties that can occur in actual UAM operations on the DCB at vertiports, in terms of demand distribution changes, number of simultaneous operations, and delay propagation.

Urban Air Mobility↗

DOE OSTI2025

Methods and Tools To Assess Robustness of Nuclear Plant Outages

Refueling outages are one of the most challenging phases in a nuclear power plant (NPP) operating cycle. Refueling outages are extremely costly for an NPP due to the large amount of required resources and because of lost revenue due to plant being off the grid. Outage durations have steadily decreased across the industry over that last few decades primarily due to improved planning and coordination, but there are still many plants that struggle to meet the performance metrics accomplished by other utilities. Schedule resilience is one of the issues. NPP outages require scheduling thousands of activities within 30 days on average. Despite detailed planning, once the outage starts, numerous emergent issues typically appear along with schedule delays requiring continuous replanning and adjustment. When schedule disruption occurs during an outage, plant staff make urgent efforts to recover but are often not able to maintain the planned outage duration. These outage delays can cost a utility several million dollars per day. Tools that could help outage schedulers create a more resilient schedule and allow them to optimally reschedule emergent work could significantly reduce outage delays. One key aspect of creating a resilient schedule is to have accurate estimates for activity duration. Another important outage scheduling capability is the ability to schedule emergent work with minimal disruption. This paper focuses on developing tools and methods to support NPPs with outage schedule optimization and it describes the initial development of tools to support outage management that leverage computational and machine learning methods.

97 - MATHEMATICS AND COMPUTING↗

DOE OSTI2020

Latest Developments in PM Systems and Methods and their Application to WM Projects - 20364

How do you improve on an industry that is well established yet often misses the mark on key metrics demonstrating effective planning and execution of project scope, schedule and budget? With the increased complexity of DOE projects relative to either poorly kept records of what wastes are stored or the lack of specific knowledge relative to the waste concentrations/quantities, this is a question continually asked and investigated by many. In fact, in 2017, the GAO's report to Congress indicated that although the DOE has made some progress on its monitoring effectiveness and demonstrating progress criteria, these goals were not met and there needs to be more improvement and monitoring. This paper will offer some insights into the latest developments in project management methodologies and the possible application of these to waste management projects. Traditional data generated via a project schedule that utilizes critical path methodology (CPM) and additional earned value management (EVM) data needs to be accurate and enable the project manager to better understand the probability of project success. Although this data has readily been available on most large-scale projects, success as measured by various stakeholder groups including the client, project team, regulators, etc. is less than optimal. Therefore, an urgent need exists to explore how traditional project data (CPM and EVM) coupled with new methodologies allows for better planning and execution by the project team. Many new approaches/methodologies can even be used to predict the success of options prior to full implementation on the actual project. Three approaches/methodologies will be discussed: - Artificial Intelligence; - Change Management; - Blend of Traditional Management (Gantt chart) and Agile Methodologies. As market forces change, so will the direction of project management. The days of 'one size fits all' are no longer valid. A combination of predictive and adaptive approaches in the management of projects is essential to enable execution of project deliverables on time, under budget, and within the contractual scope. This paper is intended to provide the reader with insight to the close relationship of project management trends and business management trends, and to provoke critical thinking about what it means to align project management strategy with an environment of non-stop innovation. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗