Results for “Asset Management” — Page 52

NASA NTRS2016

The IOAG Recommendations on Spacecraft Emergency Cross Support

In 2014, the Inter-agency Operations Advisory Group (IOAG) chartered a multi-agency team effort to study how to best handle spacecraft emergency as part of cross support among network assets. The original intent is to put in place for the first time a process and guidelines to make emergency support as part of a permanent cross-support capability between space agencies. From the perspective of space communications service providers, a few key issues, common to all agencies, concerning the Spacecraft Emergency Cross Support (SECS) have been explored. They are: context of emergency support, provision of emergency support under a cross-support agreement, provision of emergency support with no cross-support agreement, legal and liability issues, response time, support priority, services provided, sustaining emergency support capabilities, and charge for the support. The positions of the various participating agencies with respect to these issues have been collected, analyzed, and finally harmonized to form the recommended IOAG positions. A central challenge most communications service providers are facing is that since the spacecraft emergency is an unplanned critical event, it typically requires fast response to the emergency call, hence lacking an international standard process for the operational interfaces seems to exacerbate the difficulty in providing SECS. For reducing the response time, i.e. from the time of accepting a request for SECS to the readiness for support, it is recommended that a “cross-support emergency system” be established by IOAG member agencies. Along with it, the IOAG core services, just-in-time ground communications line, cross support service management (CSSM), and standard operations procedures (SOP) for operational interfaces form the basic foundation of the “cross support emergency system”. Of the above, new to the cross support conducted thus far in the IOAG community is the concept of the SOP specifically for the interfaces between the service provider and service user during the SECS. Use cases, salient features, and definition of the key operational activities/tasks relevant to the interfaces are addressed by the effort. Underpinning such a system is the availability of the RF license granted by the local authority, at national and/or regional level, for a given ground station to communicate with and track the spacecraft in emergency mode at the uplink and downlink frequencies assigned to that spacecraft. That means it is critical for the IOAG member agencies to obtain a priori all-band licenses (for the entire X-band or S-band) for some, if not all, of their ground stations that are most capable of or likely to provide SECS. It is also recommended that certain prior arrangements be made with the relevant local licensing authorities for a process that will allow expedited authorization to transmit/receive signals to/from the declared spacecraft over the declared ground stations specifically and solely for the emergency case. Our analysis of the SECS has also uncovered a few fundamental programmatic issues. Recognizing any IOAG positions reached on these issues do not necessarily lead to any binding authority, it is recommended that they, along with those key attributes of the cross support emergency system, be explicitly stated as multi-agency guidelines to guide the implementation and provision of the SECS. The paper will present the results of the working group on Spacecraft Emergency Cross Support and, in particular, its findings, products and recommendations. It will also identify the next steps of this work that may include the production of some international standards as an extension of this work, or the process to make this emergency system usable by other spacecraft operators beyond the space agencies.

Tai, Wallace S.↗

NASA NTRS2016

The IOAG Recommendations on Spacecraft Emergency Cross Support

In 2014, the Inter-agency Operations Advisory Group (IOAG) chartered a multi-agency team effort to study how to best handle spacecraft emergency as part of cross support among network assets. The original intent is to put in place for the first time a process and guidelines to make emergency support as part of a permanent cross-support capability between space agencies. From the perspective of space communications service providers, a few key issues, common to all agencies, concerning the Spacecraft Emergency Cross Support (SECS) have been explored. They are: context of emergency support, provision of emergency support under a cross-support agreement, provision of emergency support with no cross-support agreement, legal and liability issues, response time, support priority, services provided, sustaining emergency support capabilities, and charge for the support. The positions of the various participating agencies with respect to these issues have been collected, analyzed, and finally harmonized to form the recommended IOAG positions. A central challenge most communications service providers are facing is that since the spacecraft emergency is an unplanned critical event, it typically requires fast response to the emergency call, hence lacking an international standard process for the operational interfaces seems to exacerbate the difficulty in providing SECS. For reducing the response time, i.e. from the time of accepting a request for SECS to the readiness for support, it is recommended that a “cross-support emergency system” be established by IOAG member agencies. Along with it, the IOAG core services, just-in-time ground communications line, cross support service management (CSSM), and standard operations procedures (SOP) for operational interfaces form the basic foundation of the “cross support emergency system”. Of the above, new to the cross support conducted thus far in the IOAG community is the concept of the SOP specifically for the interfaces between the service provider and service user during the SECS. Use cases, salient features, and definition of the key operational activities/tasks relevant to the interfaces are addressed by the effort. Underpinning such a system is the availability of the RF license granted by the local authority, at national and/or regional level, for a given ground station to communicate with and track the spacecraft in emergency mode at the uplink and downlink frequencies assigned to that spacecraft. That means it is critical for the IOAG member agencies to obtain a priori all-band licenses (for the entire X-band or S-band) for some, if not all, of their ground stations that are most capable of or likely to provide SECS. It is also recommended that certain prior arrangements be made with the relevant local licensing authorities for a process that will allow expedited authorization to transmit/receive signals to/from the declared spacecraft over the declared ground stations specifically and solely for the emergency case. Our analysis of the SECS has also uncovered a few fundamental programmatic issues. Recognizing any IOAG positions reached on these issues do not necessarily lead to any binding authority, it is recommended that they, along with those key attributes of the cross support emergency system, be explicitly stated as multi-agency guidelines to guide the implementation and provision of the SECS. The paper will present the results of the working group on Spacecraft Emergency Cross Support and, in particular, its findings, products and recommendations. It will also identify the next steps of this work that may include the production of some international standards as an extension of this work, or the process to make this emergency system usable by other spacecraft operators beyond the space agencies.

Tai, Wallace S.↗

DOE OSTI2016

Aging Infrastructure: Application of System Health Monitoring at the Defense Waste Processing Facility - 16069

The disposition of high level waste (HLW) into borosilicate glass canistered waste forms began at SRS in 1996. Since that time, the Defense Waste Processing Facility (DWPF) has produced nearly four thousand HLW canisters. The DWPF is now approaching 20 years of radioactive service and 25 years of operation since the commencement of nonradioactive testing in 1990. Many facility systems are challenged by equipment or component obsolescence, which places a premium on proper work planning, engineering, and maintenance resource allocation to ensure facility reliability. To this end, Savannah River Remediation (SRR) implements programs and procedures for performance monitoring of structures, systems, and components (SSCs) within all of its processing facilities. As these programs have matured, they have helped to identify vulnerabilities within facility systems and provided a framework for ranking system assets to ensure correct priority is established and maintained. This paper provides an overview of how SRR structures and implements system performance monitoring with specific focus on the recent replacement of the DWPF Safety Grade Purge Flowmeters. This case study will discuss: 1) How the performance monitoring process identified an availability risk due to the minimal vendor support for the in-use flow transmitters, 2) The design changes developed as part of the project to transition to a different measurement technology, which includes operational lessons learned from the original installation, 3) The execution of the replacement effort, which was complicated by the fact that the purge system is a Vital Safety System (VSS) and not easily taken out of service for extended maintenance, and 4) The need to consider future maintainability, particularly given that continued acceleration in technical innovation will likely increase the frequency of equipment obsolescence. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

DOE OSTI2025

Precursor Analysis Report: Blackmatter Ransomware Attack on New Cooperative 2021

The BlackMatter Ransomware Attack on New Cooperative 2021 Precursor Analysis Report leverages publicly available information about the New Cooperative cyber attack and catalogs anomalous observables for each technique employed in the attack. This analysis is based upon the methodology of the Cybersecurity for the Operational Technology Environment (CyOTE) program. The BlackMatter ransomware was first identified in July 2021 and is reported to have infected more than 50 corporations around the world. , The Iowa-based grain cooperative, New Cooperative, was impacted by the BlackMatter ransomware on or before 18 September 2021. The adversary likely resided on New Cooperative’s networks for 15 days prior to encrypting its network and demanding New Cooperative pay $5.9 million in ransom by 25 September to unlock systems and prevent 1 terabyte (TB) of sensitive data from being publicly released. It is not clear if New Cooperative paid the ransom. The full impact of the ransomware attack is not known; however, according to New Cooperative’s general manager, the attack caused the company’s automated processes to revert back to processes used in the 1970s. , As of 6 October, only 50 percent of New Cooperative’s operations were utilizing automated processes. The company took eight weeks to rebuild the entire network and information technology (IT) systems from the ground up, which puts the date of fully recovery around 13 November. Researchers and analysts identified 20 unique techniques utilized during the attack with a total of 404 observables using MITRE ATT&CK® for Industrial Control Systems. The CyOTE program assesses observables accompanying techniques used prior to the triggering event to identify opportunities to detect malicious activity. If observables accompanying the attack techniques are perceived and investigated prior to the triggering event, earlier comprehension of malicious activity can take place. Seventeen of the identified techniques used during the New Cooperative cyber attack were precursors to the triggering event. Analysis identified 360 observables associated with these precursor techniques, 284 of which were assessed to have an increased likelihood of being perceived in the 15 days preceding the triggering event. The response and comprehension time could have been reduced if the observables had been identified earlier. The information gathered in this report contributes to a library of observables tied to a repository of artifacts, data sources, and technique detection references for practitioners and developers to support the comprehension of indicators of attack. Asset owners and operators can use these products if they experience similar observables or to prepare for comparable scenarios.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗

NASA NTRSDate not supplied

Earth-Independent Medical Operations (EIMO) Concept of Operations

Compared to the current paradigm for crew health in low-Earth orbit and Lunar missions that rely on constant communication with Mission Control, there is an anticipated shift in medical operations for deep-space exploration missions. This shift stems from mission constraints imposed by the considerable distance from Earth, which include resource limitations due to a lack of resupply, mass, power, volume, and data limitations, challenges imposed by communication latency and the inability to evacuate in case of emergencies. To transition towards a more self-reliant medical approach, a comprehensive strategy is essential to progressively enable crew autonomy and mitigate mission success risks in the challenging environment of space. This transformative shift is collectively referred to as "Earth-Independent Medical Operations" (EIMO), signifying the gradual transfer of medical care and decision-making from terrestrial resources to space-based assets. This transition is aimed at bolstering astronaut health and performance while simultaneously reducing the overall risks associated with space missions. The constraints related to EIMO necessitate an integrated development of medical systems, featuring interoperability with mission planning, vehicle design, spacesuit design, and data architecture. This integration is vital in establishing a robust medical infrastructure that not only supports the well-being of astronauts but also ensures the success of the mission as a whole. The Human Research Program (HRP) Exploration Medical Capability (ExMC) Element has developed a model-based Concept of Operations (ConOps) outlining an initial vision for EIMO. Within this ConOps, a comprehensive view is presented, encompassing stakeholder needs, system objectives, and system goals associated with EIMO. Additionally, it provides illustrative examples of the various activities (scenarios) for which the system will be employed during missions. The selection of these activities has been meticulous, aiming to encompass a wide spectrum of medical conditions, including those falling under different risk categories, such as low-likelihood-low-consequence, low-likelihood-high-consequence, and high-likelihood-low-consequence. The selection of these activities (scenarios) effectively encompasses the wide range of medical events situated within an assumed probability-consequence bell curve. In each scenario, at least one of the five main EIMO components identified is captured. Those EIMO components are: Pre-mission Planning, Acute and Emergent Management Decision Making, Prolonged Medical Management Decision Making, Supplies and Resource Management, and Task Load Management. The ConOps was developed by a multidisciplinary team consisting of systems engineers, scientists, and clinicians across NASA and aims to serve as an initial recommendation to gradually and safely enabling crew autonomy for Mars missions and beyond.

Earth Independent Medical Operations↗

NASA NTRS2024

Earth-Independent Medical Operations (EIMO) Concept of Operations (ConOps)

Compared to the current paradigm for crew health in low-Earth orbit and Lunar missions that rely on constant communication with Mission Control, there is an anticipated shift in medical operations for deep-space exploration missions. This shift stems from mission constraints imposed by the considerable distance from Earth, which include resource limitations due to a lack of resupply, mass, power, volume, and data limitations, challenges imposed by communication latency and the inability to evacuate in case of emergencies. To transition towards a more self-reliant medical approach, a comprehensive strategy is essential to progressively enable crew autonomy and mitigate mission success risks in the challenging environment of space. This transformative shift is collectively referred to as "Earth-Independent Medical Operations" (EIMO), signifying the gradual transfer of medical care and decision-making from terrestrial resources to space-based assets. This transition is aimed at bolstering astronaut health and performance while simultaneously reducing the overall risks associated with space missions. The constraints related to EIMO necessitate an integrated development of medical systems, featuring interoperability with mission planning, vehicle design, spacesuit design, and data architecture. This integration is vital in establishing a robust medical infrastructure that not only supports the well-being of astronauts but also ensures the success of the mission as a whole. The Human Research Program (HRP) Exploration Medical Capability (ExMC) Element has developed a model-based Concept of Operations (ConOps) outlining an initial vision for EIMO. Within this ConOps, a comprehensive view is presented, encompassing stakeholder needs, system objectives, and system goals associated with EIMO. Additionally, it provides illustrative examples of the various activities (scenarios) for which the system will be employed during missions. The selection of these activities has been meticulous, aiming to encompass a wide spectrum of medical conditions, including those falling under different risk categories, such as low-likelihood-low-consequence, low-likelihood-high-consequence, and high-likelihood-low-consequence. The selection of these activities (scenarios) effectively encompasses the wide range of medical events situated within an assumed probability-consequence bell curve. In each scenario, at least one of the five main EIMO components identified is captured. Those EIMO components are: Pre-mission Planning, Acute and Emergent Management Decision Making, Prolonged Medical Management Decision Making, Supplies and Resource Management, and Task Load Management. The ConOps was developed by a multidisciplinary team consisting of systems engineers, scientists, and clinicians across NASA and aims to serve as an initial recommendation to gradually and safely enabling crew autonomy for Mars missions and beyond.

Earth Independent Medical Operations↗

NASA NTRSDate not supplied

Desert Research and Technology Studies (D-RATS) 2022 Quicklook Report

This report summarizes the Desert Research and Technology Studies (D-RATS) 2022 analog tests. BACKGROUND - Artemis Challenges – NASA’s concept of operations (ConOps) for the Artemis mission architecture brings new challenges for human exploration of the lunar surface, including: (1) Low-angle, natural lighting at lunar poles; and (2) Exploration sites that challenge communication with Earth. - International Partner Involvement – NASA is working with the Japan Aerospace Exploration Agency (JAXA) to scope mission & functional requirements for an Artemis Pressurized Rover (PR), which JAXA may provide. - Charter – HQ Exploration Systems Development Mission Directorate (ESDMD) Moon to Mars Architecture Development Office (M2MADO) Strategy and Architectures (SA) chartered the Human-in-the-Loop (HITL) test team to investigate Artemis architectural questions related to pressurized rover ConOps. - Rationale – to inform the NASA/JAXA pressurized rover study-agreement. PLAN - Objectives – Analog tests conducted in October 2022 by the D-RATS team addressed three high-level objectives: 1. Investigate pressurized rover (PR) ConOps and capabilities for Artemis exploration 2. Integrate with JAXA engineers & astronauts and incorporate JAXA PR design elements into testing. 3. Re-establish analog field-testing skills & capabilities with rovers to investigate Artemis architecture ConOps. - Secondary Objectives – Work with other groups to leverage D-RATS field test for additional objectives. 4. Work with the Public Affairs Office (PAO) to perform D-RATS public outreach activities. 5. Coordinate with the Human Physiology Performance Protection & Operations (H-3PO) team to facilitate in-field evaluation of human health and performance (HHP) objectives. 6. Share D-RATS field-site and assets with Lunar LTE Studies (Lunar LiTES) team, to aid their study of the use of 4G/LTE communication protocols and devices for astronauts and robotic nodes on the lunar surface. - Team – Fully integrated test team comprised of members from 5 NASA centers, JAXA, and the United States Geological Survey (USGS) - Location – Black Point Lava Flow, ~40 miles north of Flagstaff, AZ HIGH-LEVEL OBJECTIVES ACCOMPLISHED - Investigated Pressurized Rover ConOps & Capabilities for Artemis Exploration (Objective 1) - Completed testing with 4 crew pairs, each spending 3 days and 2 nights in the rover conducting Artemis PR dayin-the-life activities (2 JAXA astronauts, 2 JAXA engineers, 1 NASA astronaut, 3 NASA engineers). - Collected detailed objective & subjective data supporting 10 strategic questions related to Artemis PR operations. - Field geologists present in field observed rover operations & EVAs. - Science team in Houston MCC communicated directly with crew. - Demonstrated crew-led and MCC-led PR teleoperation use cases during EVAs. - Integrated with JAXA Engineers & Astronauts and Incorporated JAXA PR Design Elements into Testing (Objective 2) - NASA & JAXA engineers, flight controllers, scientists, roboticists, and astronauts directly participated in and/or observed testing both in field and in MCC-Houston. - Incorporated JAXA PR design elements into both integrated and standalone testing at JSC and in the field. - Re-established Analog Field-Testing Skills & Capabilities with Rovers to Investigate Artemis Architecture ConOps (Objective 3) - Multiple teams successfully worked to establish and manage field-test base camp, monitor and maintain the rover, and plan and execute 2 weeks of consecutive field-testing with little to no breaks between crews. TEST OUTCOMES - Results will inform Artemis architecture ConOps & capabilities related to pressurized rover operations (see sections 2 for more details) - Summary and team detailed reports will be posted on the D-RATS 2022 wiki

Analog↗

DOE OSTI2017

United States Advanced Ultra-Supercritical Component Test Facility for 760°C Steam Power Plants ComTest Project

Following the successful completion of a 15-year effort to develop and test materials that would allow coal-fired power plants to be operated at advanced ultra-supercritical (A-USC) steam conditions, a United States-based consortium is presently engaged in a project to build an A-USC component test facility (ComTest). A-USC steam cycles have the potential to improve cycle efficiency, reduce fuel costs, and reduce greenhouse gas emissions. Current development and demonstration efforts are focused on enabling the construction of A-USC plants, operating with steam temperatures as high as 1400°F (760°C) and steam pressures up to 5000 psi (35 MPa), which can potentially increase cycle efficiencies to 47% HHV (higher heating value), or approximately 50% LHV (lower heating value), and reduce CO 2 emissions by roughly 25%, compared to today’s U.S. fleet. A-USC technology provides a lower-cost method to reduce CO 2 emissions, compared to CO 2 capture technologies, while retaining a viable coal option for owners of coal generation assets. Among the goals of the ComTest facility are to validate that components made from advanced nickel-based alloys can operate and perform under A-USC conditions, to accelerate the development of a U.S.-based supply chain for the full complement of A-USC components, and to decrease the uncertainty of cost estimates for future A-USC power plants. The configuration of the ComTest facility would include the key A-USC technology components that were identified for expanded operational testing, including a gas-fired superheater, high-temperature steam piping, steam turbine valve, and cycling header component. Membrane walls in the superheater have been designed to operate at the full temperatures expected in a commercial A-USC boiler, but at a lower (intermediate) operating pressure. This superheater has been designed to increase the temperature of the steam supplied by the host utility boiler up to 1400°F (760°C). The steam turbine stop and control valve component has been designed to operate at full A-USC temperatures, and would be tested both in throttling operation and to accumulate accelerated, repetitive stroke cycles. A cycling header component has been designed to confirm the suitability of new high-temperature nickel alloys to cycling operation, expected of future coal-fired power plants. Current test plans would subject these components to A-USC operating conditions for at least 8,000 hours by September 2020. The ComTest project is managed by Energy Industries of Ohio, and technically directed by the Electric Power Research Institute, Inc., with General Electric designing the A-USC components. This consortium is completing the Detailed Engineering phase of the project, with procurement scheduled to begin in late 2017. The effort is primarily funded by the U.S. Department of Energy, through the National Energy Technology Laboratory, along with the Ohio Development Services Agency. This presentation outlines the motivation for the project, explains the project’s structure and schedule, and provides technical details on the design of the ComTest facility.

54 ENVIRONMENTAL SCIENCES↗

NASA NTRS2008

Increasing the Cost-efficiency of the DSN

JPL has operated the Deep Space Network (DSN) on behalf of NASA since the 1960's. Over the last two decades, the DSN budget has generally declined in real-year dollars while the aging assets required more attention, and the missions became more complex. As a result, the budget has been increasingly consumed by Operations and Maintenance (O and M), significantly reducing the funding wedge available for technology investment and for enhancing the DSN capability and capacity. Responding to this budget squeeze, the DSN launched an effort to improve the cost-efficiency of the O and M. In this paper we: Analyze the components of O&M. We note for example that, for the DSN, less than 20% of the staff engage in the traditional human-in-front-a-console role, so any effort to increase the cost efficiency must go beyond reducing the number of "Real-time operators." Explain the underlying organizational and cultural structures. Any cost-efficiency activities changes either accept, or carefully modify these structures. For example, the DSN O&M is based on the concept that there are three nearly identical antenna complexes separated by approximately 1200 in latitude and that each antenna complex is operated by a different contractor (driven by international agreements). Explore planned changes in the customer interface, e.g. web-based automated scheduling, and the processes required for a transition. Changes have to be evaluated in the larger end-to-end context, e.g. do the changes provide a net cost-efficiency for the DSN and the missions, or do they merely shift cost from the DSN to the missions. Consider possible significant changes in real-time pass management, e.g. full-remoting of operations, and lights-dim operations, while maintaining (or improving) the performance metrics of the DSN. Investigate how procedural and administrative changes could increase cost-efficiency, in conjunction with changes in the customer interfaces and real-time pass management. Examples would be handling of inter-governmental agreements, improved sharing of resources with other agencies, and better use of commercial (rather than government) resources

Deep Space Network (DSN)↗

DOE OSTI2024

Integrated protonic ceramic electrochemical cell for sustainable energy economy using water-energy nexus framework

Reliance on fossil fuels will continue for the next decades even though there are global pushes away from it to mitigate the overarching climate challenge, most especially by its highest consumers and availability. While there is a hastening global shift away from fossil fuel, integrating its assets into this technology helps limit the risk and future losses of stranded assets and reduce the cost of investment in the new technologies. Moreover, the generation of electricity from intermittent renewable sources like solar and wind has witnessed a significant surge in recent years, leading to a pressing demand for practical energy storage systems. Electrical energy storage is anticipated to play a pivotal role in the future global energy system, facilitating load-leveling operations to support the greater integration of renewable and distributed generation. Reversible electrochemical cells (RECs) offer a promising option for addressing the fossil fuel assets integration and energy storage challenges through the interconversion between electrical and chemical energy and concurrent utilizing carbon emission. In their electrolysis mode, the RECs convert electricity into durable, storable, and portable valuable chemical fuels such as syngas and methane. Conversely, the produced chemical fuels can be used as reactants in the fuel cell mode to generate electricity on demand with minimal (hydrocarbons) or zero when H2 or NH3 is used emissions. However, a challenging goal for this type of technology remains to achieve optimal operation and high roundtrip efficiencies, which has hindered the deployment of previous electrochemical cells. This dissertation demonstrates how reversible protonic ceramic electrochemical cells (RePCECs) can be integrated with fossil fuel power plants and renewable energy sources as a potential energy storage system. In this work, integrated RePCEC systems are designed and examined using computational modeling at scales to determine appropriate system configurations and operating conditions that achieve high roundtrip efficiencies. Cell level design of the PCEC is the first approach, several cells are assembled for the stack level model that is integrated into combined cycle powerplant and solar photovoltaic for the system level model. After critical literature review, this answered the operational and integration research questions proposed to address these challenges. The designed systems perform two functions, utilizing captured CO2 and storing renewable energy through co-electrolysis of steam and CO2. The co-electrolysis reaction involves endothermic water electrolysis and exothermic methanation reaction. To enhance high roundtrip efficiency, there is a need for thermal balance and management in the electrolysis mode. This involves operating the RePCEC stack under conditions that favor methane production to balance out heat needed by water electrolysis, it crucial for the RePCEC system operation. Methanation is enhanced by low temperatures. Leveraging on fabricated BCZYYb-electrolyte RePCEC, the cell model designed revealed that the optimum temperature for methane production is 450℃ at atmospheric pressure. Thus, to achieve optimum system performance, operating in the temperature range 450-525℃ is recommended at the given configuration, combining between the optimum temperature for methane production and temperature for the optimum stack roundtrip efficiency. Configuration with carbon capture system and purge stream is the optimum configuration from the seven conceptualized and evaluated. The modeling outcomes include a thermodynamic examination of integrated RePCEC systems, calibration of cell and stack level models, and steady-state simulation and integration into a 600MW combined cycle power plant retrofitted with two two-stage membrane-based carbon capture system and a wastewater treatment and recovery unit. At 100% powerplant loading, the stack and system roundtrip efficiencies are 72% and 51.37% respectively. Adding a purge stream for produced hydrogen at the system downstream improves the efficiencies to 74 and 55.48% respectively. At atmospheric pressure and 525℃, the system model suggests that a stack roundtrip of 82% is achievable, and overall system efficiency increases by reducing the energy consumption by the balance of plant components for steam generation and storage. Economic analysis of the process gives levelized cost of methane as $2.24/MMBtu lower than the conventional production route that range between $3.46/MMBtu and $9.85/MMBtu. The lifecycle analysis shows that the global warming potential for the production of methane and hydrogen from the RePCEC system is 3.83 kg CO2 eq which is lower than 9.35 kg CO2 eq emission during steam methane reforming for hydrogen production. This answered both the environmental and economic concerns in the raised research question. The proposed RePCEC configuration and analysis carried out in this dissertation to address the surge in renewable energy and challenges with PCEC technology hold significant potential in achieving large-scale energy storage while simultaneously reducing carbon emissions. These advancements, coupled with suitable governmental policies and incentive programs, have the potential to economically disrupt the natural gas industries by using RePCEC systems for methane production, thereby making them more favorable for eventual implementation and commercialization.

25 ENERGY STORAGE↗

DOE OSTI2013

USED NUCLEAR MATERIALS AT SAVANNAH RIVER SITE: ASSET OR WASTE?

The nuclear industry, both in the commercial and the government sectors, has generated large quantities of material that span the spectrum of usefulness, from highly valuable (“assets”) to worthless (“wastes”). In many cases, the decision parameters are clear. Transuranic waste and high level waste, for example, have no value, and is either in a final disposition path today, or – in the case of high level waste – awaiting a policy decision about final disposition. Other materials, though discardable, have intrinsic scientific or market value that may be hidden by the complexity, hazard, or cost of recovery. An informed decision process should acknowledge the asset value, or lack of value, of the complete inventory of materials, and the structure necessary to implement the range of possible options. It is important that informed decisions are made about the asset value for the variety of nuclear materials available. For example, there is a significant quantity of spent fuel available for recycle (an estimated $4 billion value in the Savannah River Site’s (SRS) L area alone); in fact, SRS has already blended down more than 300 metric tons of uranium for commercial reactor use. Over 34 metric tons of surplus plutonium is also on a path to be used as commercial fuel. There are other radiological materials that are routinely handled at the site in large quantities that should be viewed as strategically important and / or commercially viable. In some cases, these materials are irreplaceable domestically, and failure to consider their recovery could jeopardize our technological leadership or national defense. The inventories of nuclear materials at SRS that have been characterized as “waste” include isotopes of plutonium, uranium, americium, and helium. Although planning has been performed to establish the technical and regulatory bases for their discard and disposal, recovery of these materials is both economically attractive and in the national interest.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRS2023

Speech-Enhanced and Context Dependent Alerts: Future Implications for Spacecraft Design

In the future, NASA missions will involve many different space vehicles, habitats, and surface assets working together to provide safe, productive environments for crew. Because these systems will be provided by multiple commercial companies working with NASA, it will be very different from missions of the past, bringing new challenges. One of the challenges is related to whether NASA should move beyond simple tone annunciation alerting systems, to more advanced systems that include speech. The other is related to determining the level of consistency required of safety-critical alert systems across spacecraft. Two studies were completed to address these important issues. The first study investigated the advantages and disadvantages of a tone+speech alert relative to the traditional tone-only alert. Results indicate that speech-enhanced alerts initially take longer to silence (the default action to which NASA personnel are trained), due to the need to listen to the entire message, but ultimately provided for faster understanding of the alert situation. Speech-enhanced alerts were also preferred by a large majority of crew-like study participants. An unexpected finding was that participants took longer to respond to tone-only alerts that were heard in the same session as speech-enhanced alerts. Participants waited to hear a speech message even for alerts they were trained to know did not contain speech components. This performance error is believed to be due to negative transfer of training. A second study focused on task and alert performance using a common set of tones across two contexts (e.g., vehicles, habitats, suits) versus performance with a different set of tones for each context. Participants were able to manage two different alert sets successfully; results indicate that discriminability of the two alert sets played a major role in their success. Implications for the design of spacecraft alerts are discussed, and future areas of research are identified.

alerts↗

DOE OSTI2013

Nuclear Materials: Reconsidering Wastes and Assets - 13193

The nuclear industry, both in the commercial and the government sectors, has generated large quantities of material that span the spectrum of usefulness, from highly valuable ('assets') to worthless ('wastes'). In many cases, the decision parameters are clear. Transuranic waste and high level waste, for example, have no value, and is either in a final disposition path today, or - in the case of high level waste - awaiting a policy decision about final disposition. Other materials, though discardable, have intrinsic scientific or market value that may be hidden by the complexity, hazard, or cost of recovery. An informed decision process should acknowledge the asset value, or lack of value, of the complete inventory of materials, and the structure necessary to implement the range of possible options. It is important that informed decisions are made about the asset value for the variety of nuclear materials available. For example, there is a significant quantity of spent fuel available for recycle (an estimated $4 billion value in the Savannah River Site's (SRS) L area alone); in fact, SRS has already blended down more than 300 metric tons of uranium for commercial reactor use. Over 34 metric tons of surplus plutonium is also on a path to be used as commercial fuel. There are other radiological materials that are routinely handled at the site in large quantities that should be viewed as strategically important and / or commercially viable. In some cases, these materials are irreplaceable domestically, and failure to consider their recovery could jeopardize our technological leadership or national defense. The inventories of nuclear materials at SRS that have been characterized as 'waste' include isotopes of plutonium, uranium, americium, and helium. Although planning has been performed to establish the technical and regulatory bases for their discard and disposal, recovery of these materials is both economically attractive and in the national interest. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗

NASA NTRSDate not supplied

Speech-Enhanced and Context Dependent Alerts: Future Implications for Spacecraft Design Abstract

In the future, NASA missions will involve many different space vehicles, habitats, and surface assets working together to provide safe and productive living and working environments for crew. Because these systems will be provided by multiple commercial companies working with NASA, it will be very different from missions of the past, bringing new challenges. One of the challenges is related to whether NASA should move beyond simple tone annunciation alerting systems, to more advanced systems that include speech. The other is related to determining the level of consistency required of safety-critical alert systems across spacecraft. Two studies were completed to address these important issues. The first study investigated the advantages and disadvantages of a tone+speech alert relative to the traditional tone-only alert. Results indicate that speech-enhanced alerts initially take longer to silence (the default action to which NASA personnel are trained), due to the need to listen to the entire message, but ultimately provided for faster understanding of the alert situation. Speech-enhanced alerts were also preferred by a large majority of crew-like study participants. An unexpected finding from this first study was that participants took longer to respond to tone-only alerts when they were mixed with speech- enhanced alerts. Participants waited to hear the speech message even for alerts they were trained to know did not contain speech components. This performance error is believed to be due to negative transfer of training. A second study focused on task and alert performance using a common set of tones across two contexts (“vehicles”) versus performance with a different set of tones for each context (“vehicle”). Participants were able to manage two different alert sets successfully; results indicate that discriminability of the two alert sets played a major role in their success. Implications for the design of spacecraft alerts are discussed and future areas of research are identified.

alerts↗

NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi-Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the life-cycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reachback support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-ofthe- art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗

NASA NTRS2014

NASA Space Launch System Operations Outlook

The National Aeronautics and Space Administration's (NASA) Space Launch System (SLS) Program, managed at the Marshall Space Flight Center (MSFC), is working with the Ground Systems Development and Operations (GSDO) Program, based at the Kennedy Space Center (KSC), to deliver a new safe, affordable, and sustainable capability for human and scientific exploration beyond Earth's orbit (BEO). Larger than the Saturn V Moon rocket, SLS will provide 10 percent more thrust at liftoff in its initial 70 metric ton (t) configuration and 20 percent more in its evolved 130-t configuration. The primary mission of the SLS rocket will be to launch astronauts to deep space destinations in the Orion Multi- Purpose Crew Vehicle (MPCV), also in development and managed by the Johnson Space Center. Several high-priority science missions also may benefit from the increased payload volume and reduced trip times offered by this powerful, versatile rocket. Reducing the lifecycle costs for NASA's space transportation flagship will maximize the exploration and scientific discovery returned from the taxpayer's investment. To that end, decisions made during development of SLS and associated systems will impact the nation's space exploration capabilities for decades. This paper will provide an update to the operations strategy presented at SpaceOps 2012. It will focus on: 1) Preparations to streamline the processing flow and infrastructure needed to produce and launch the world's largest rocket (i.e., through incorporation and modification of proven, heritage systems into the vehicle and ground systems); 2) Implementation of a lean approach to reach-back support of hardware manufacturing, green-run testing, and launch site processing and activities; and 3) Partnering between the vehicle design and operations communities on state-of-the-art predictive operations analysis techniques. An example of innovation is testing the integrated vehicle at the processing facility in parallel, rather than sequentially, saving both time and money. These themes are accomplished under the context of a new cross-program integration model that emphasizes peer-to-peer accountability and collaboration towards a common, shared goal. Utilizing the lessons learned through 50 years of human space flight experience, SLS is assigning the right number of people from appropriate backgrounds, providing them the right tools, and exercising the right processes for the job. The result will be a powerful, versatile, and capable heavy-lift, human-rated asset for the future human and scientific exploration of space.

Hefner, William Keith↗

DOE OSTI2021

Distribution System State Estimation With High Penetration of Demand Response Enabled Loads

Demand-side operations incentivize utility customers to take part in various grid services. A demand response enabled load (DREL) is a flexible grid asset that schedules electricity consumption in response to a time-of-use (TOU) energy price. Consequently, its energy profile differs from that of a conventional load that is insensitive to price. This difference may cause new challenges for distribution system state estimation (DSSE). It is well known that DSSE often needs to use pseudo-measurements based on historic load profiles to increase system observability. However, historic profiles of conventional loads are not representative of DREL behaviors. Additionally, the inaccuracy impacts DSSE results and other DSSE-dependent operations. In this paper, we propose an online pseudo-measurement generation approach for DSSE with DRELs. We formulate an optimization model to represent DRELs self-adjusting actions. Sampling-based stochastic optimization techniques are proposed to account for uncertainties in DRELs. A set of representative DREL behavior data corresponding to the samples are used to characterize DREL pseudo-measurements. Case studies with modified IEEE 123-bus test system verify the validity of the proposed work.

24 POWER TRANSMISSION AND DISTRIBUTION↗

NASA NTRS2011

NASA's Space Launch System Progress Report

Exploration beyond Earth will be an enduring legacy for future generations, confirming America's commitment to explore, learn, and progress. NASA's Space Launch System (SLS) Program, managed at the Marshall Space Flight Center, is responsible for designing and developing the first exploration-class rocket since the Apollo Program's Saturn V that sent Americans to the Moon. The SLS offers a flexible design that may be configured for the MultiPurpose Crew Vehicle and associated equipment, or may be outfitted with a payload fairing that will accommodate flagship science instruments and a variety of high-priority experiments. Both options support a national capability that will pay dividends for future generations. Building on legacy systems, facilities, and expertise, the SLS will have an initial lift capability of 70 metric tons (mT) and will be evolvable to 130 mT. While commercial launch vehicle providers service the International Space Station market, this capability will surpass all vehicles, past and present, providing the means to do entirely new missions, such as human exploration of asteroids and Mars. With its superior lift capability, the SLS can expand the interplanetary highway to many possible destinations, conducting revolutionary missions that will change the way we view ourselves, our planet and its place in the cosmos. To perform missions such as these, the SLS will be the largest launch vehicle ever built. It is being designed for safety and affordability - to sustain our journey into the space age. Current plans include launching the first flight, without crew, later this decade, with crewed flights beginning early next decade. Development work now in progress is based on heritage space systems and working knowledge, allowing for a relatively quick start and for maturing the SLS rocket as future technologies become available. Together, NASA and the U.S. aerospace industry are partnering to develop this one-of-a-kind asset. Many of NASA's space centers across the country will provide their unique expertise to the Space Launch System endeavor. Unique infrastructure to be used includes the Michoud Assembly Facility for tank manufacturing, Stennis Space Center for engine testing, and Kennedy Space Center for processing and launch. As this panel will discuss, the SLS team is dedicated to doing things differently-from applying lean oversight/insight models to smartly using legacy hardware and existing facilities. Building on the foundation laid by over 50 years of human and scientific space flight--and on the lessons learned from the Apollo, Space Shuttle, and Constellation Programs-the SLS team has delivered both technical trade studies and business case analyses to ensure that the SLS architecture will be safe, affordable, reliable, and sustainable.

Singer, Joan A.↗