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All sourcesNASA NTRSDOE OSTI
DOE OSTI2020

D and D Research on KM-IT Platform - 20494

The Knowledge Management Information Tool (KM-IT) is a web-based system developed to maintain and preserve the Department of Energy's (DoE's) knowledge base. The system was developed by Florida International University's Applied Research Center (FIU-ARC) with the support of the D and D community including the DOE Office of Environmental Management, and with the collaboration and support of the DoE's Energy Facility Contractors Group (EFCOG) and the former ALARA Centers at Hanford and Savannah. The KM-IT system is a community driven system tailored to serve the technical issues faced by the workforce across the DOE Complex. This KM-IT web-based interactive system is operational and available for use at www.dndkm.org and is currently comprised of the following modules: Web Crawler, Hotline, Technology, Hanford's ALARA Center Reports, Specialist Directory, Lessons Learned, Best Practices, Video/Picture Library, Vendors and Industry News. The Web Crawler dynamically searches through the KM-IT repository as well as the web and displays search results based on the search criteria. The Hotline allows registered users to post questions/problems related to D and D and to receive solutions from a subject-matter specialist. The Technology module serves as repository of D and D technologies and contains technology/ demonstration fact sheets and vendor information. D and D community members can add Lessons Learned, Best Practices, and Pictures/Videos to the D and D repository, after a formal approval process. The Vendor module provides a directory of commercial vendors who provide D and D related technologies, supplies, and services. KM-IT makes an excellent use of the knowledge that exists within the D and D community by allowing D and D project managers around the DOE complex to collaborate by sharing innovative ideas, past experiences, and practices and by maintaining a directory of subject matter specialists. FIU has developed the dedicated module on KM-IT platform to publish D and D research being performed at FIU. This module highlights current EM research efforts and activities in support of D and D being performed at FIU/SRNL associated with fixatives and intumescent products. FIU will expand this module to include the recent and current D and D research being performed across multiple DOE EM sites, national labs and universities. FIU will collaborate with SRNL, INL, ANL and other universities to explore and publish D and D research activities on KM-IT. As a result, the user community will have a centralized location to review new D and D related research across the DOE EM complex. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS1986

Development of an expert system prototype for determining software functional requirements for command management activities at NASA Goddard

The development of an expert system prototype for software functional requirement determination for NASA Goddard's Command Management System, as part of its process of transforming general requests into specific near-earth satellite commands, is described. The present knowledge base was formulated through interactions with domain experts, and was then linked to the existing Knowledge Engineering Systems (KES) expert system application generator. Steps in the knowledge-base development include problem-oriented attribute hierarchy development, knowledge management approach determination, and knowledge base encoding. The KES Parser and Inspector, in addition to backcasting and analogical mapping, were used to validate the expert system-derived requirements for one of the major functions of a spacecraft, the solar Maximum Mission. Knowledge refinement, evaluation, and implementation procedures of the expert system were then accomplished.

Liebowitz, J.↗
NASA NTRS2000

ScienceDesk Project Overview

NASA's ScienceDesk Project at the Ames Research Center is responsible for scientific knowledge management which includes ensuring the capture, preservation, and traceability of scientific knowledge. Other responsibilities include: 1) Maintaining uniform information access which is achieved through intelligent indexing and visualization, 2) Collaborating both asynchronous and synchronous science teamwork, 3) Monitoring and controlling semi-autonomous remote experimentation.

Keller, Richard M.↗
NASA NTRS2007

Knowledge Base Editor (SharpKBE)

The SharpKBE software provides a graphical user interface environment for domain experts to build and manage knowledge base systems. Knowledge bases can be exported/translated to various target languages automatically, including customizable target languages.

Tikidjian, Raffi↗
NASA NTRS1994

The virtual library: Coming of age

With the high speed networking capabilities, multiple media options, and massive amounts of information that exist in electronic format today, the concept of a 'virtual' library or 'library without walls' is becoming viable. In virtual library environment, the information processed goes beyond the traditional definition of documents to include the results of scientific and technical research and development (reports, software, data) recorded in any format or media: electronic, audio, video, or scanned images. Network access to information must include tools to help locate information sources and navigate the networks to connect to the sources, as well as methods to extract the relevant information. Graphical User Interfaces (GUI's) that are intuitive and navigational tools such as Intelligent Gateway Processors (IGP) will provide users with seamless and transparent use of high speed networks to access, organize, and manage information. Traditional libraries will become points of electronic access to information on multiple medias. The emphasis will be towards unique collections of information at each library rather than entire collections at every library. It is no longer a question of whether there is enough information available; it is more a question of how to manage the vast volumes of information. The future equation will involve being able to organize knowledge, manage information, and provide access at the point of origin.

Hunter, Judy F.↗
NASA NTRS2006

A Bioinformatics Facility for NASA

Building on an existing prototype, we have fielded a facility with bioinformatics technologies that will help NASA meet its unique requirements for biological research. This facility consists of a cluster of computers capable of performing computationally intensive tasks, software tools, databases and knowledge management systems. Novel computational technologies for analyzing and integrating new biological data and already existing knowledge have been developed. With continued development and support, the facility will fulfill strategic NASA s bioinformatics needs in astrobiology and space exploration. . As a demonstration of these capabilities, we will present a detailed analysis of how spaceflight factors impact gene expression in the liver and kidney for mice flown aboard shuttle flight STS-108. We have found that many genes involved in signal transduction, cell cycle, and development respond to changes in microgravity, but that most metabolic pathways appear unchanged.

Schweighofer, Karl↗
NASA NTRS2008

The Power of Story

A major knowledge-sharing issue that is the source of many project problems: how to communicate our intentions so that the information received is the same as the information given. One answer is conversation-the back-and-forth of statement, question, and response that gradually brings talkers and listeners to a shared understanding. Stories also offer a way to share knowledge effectively. While the story teller's intent and the listener's interpretation will not be identical, a good story reliably communicates essential knowledge so it is not only understood but absorbed and embraced. Narrative is one of the oldest knowledge-transfer systems in the world. Religion knows it. Politicians know it. Fairytales know it. Now, knowledge management practitioners are coming to know it, too. But why are stories such a powerful knowledge-transfer tool? And what kinds of knowledge do they transfer? Joseph Campbell, the mythologist, defined stories as serving four major functions: the mystical, the cosmological, the sociological, and the pedagogical. The mystical function of narrative lies in its ability to open up emotional realization that often connects with a transcendent idea such as love or forgiveness. He calls this realization "mystical" because it connects the self with the universal. What Campbell calls the cosmological function of stories relates the self to the outside world, focusing on action, on understanding cause and effect and our role in it. For the cosmological function of stories "to be up to date and really to work in the minds of people who are living in the modern scientific world," Campbell notes, "it must incorporate the modern scientific world." We must continually tell stories that demonstrate our current vision of the world. The sociological function of stories, Campbell explains, helps maintain and validate the social order of a society. Stories pass on information about power relationships, taboos, laws, and the inner workings of communities. Countries and religions have stories that serve this function and so do organizations and project teams, where stories about project work communicate information about behaviors and attitudes that are expected and rewarded or frowned upon and penalized. Functioning pedagogically, says Campbell, narratives guide individuals harmoniously through the stages of life in terms of their world today, with its current goods, values, and dangers. These are stories that deal with life transitions and guide us from one stage to another. Stories powerfully serve these functions partly because of two great strengths: their ability to engage listeners personally and emotionally and their use of metaphor. And it turns out that these two things are related.

Cohen, Don↗
NASA NTRS1986

An expert system prototype for aiding in the development of software functional requirements for NASA Goddard's command management system: A case study and lessons learned

At NASA Goddard, the role of the command management system (CMS) is to transform general requests for spacecraft opeerations into detailed operational plans to be uplinked to the spacecraft. The CMS is part of the NASA Data System which entails the downlink of science and engineering data from NASA near-earth satellites to the user, and the uplink of command and control data to the spacecraft. Presently, it takes one to three years, with meetings once or twice a week, to determine functional requirements for CMS software design. As an alternative approach to the present technique of developing CMS software functional requirements, an expert system prototype was developed to aid in this function. Specifically, the knowledge base was formulated through interactions with domain experts, and was then linked to an existing expert system application generator called 'Knowledge Engineering System (Version 1.3).' Knowledge base development focused on four major steps: (1) develop the problem-oriented attribute hierachy; (2) determine the knowledge management approach; (3) encode the knowledge base; and (4) validate, test, certify, and evaluate the knowledge base and the expert system prototype as a whole. Backcasting was accomplished for validating and testing the expert system prototype. Knowledge refinement, evaluation, and implementation procedures of the expert system prototype were then transacted.

Liebowitz, Jay↗
NASA NTRS2006

Marshall Space Flight Center Propulsion Systems Department (PSD) KM Initiative

NASA Marshall Space Flight Center s Propulsion Systems Department (PSD) is four months into a fifteen month Knowledge Management (KM) initiative to support enhanced engineering decision making and analyses, faster resolution of anomalies (near-term) and effective, efficient knowledge infused engineering processes, reduced knowledge attrition, and reduced anomaly occurrences (long-term). The near-term objective of this initiative is developing a KM Pilot project, within the context of a 3-5 year KM strategy, to introduce and evaluate the use of KM within PSD. An internal NASA/MSFC PSD KM team was established early in project formulation to maintain a practitioner, user-centric focus throughout the conceptual development, planning and deployment of KM technologies and capabilities with in the PSD. The PSD internal team is supported by the University of Alabama's Aging Infrastructure Systems Center Of Excellence (AISCE), Intergraph Corporation, and The Knowledge Institute. The principle product of the initial four month effort has been strategic planning of PSD KM implementation by first determining the "as is" state of KM capabilities and developing, planning and documenting the roadmap to achieve the desired "to be" state. Activities undertaken to support the planning phase have included data gathering; cultural surveys, group work-sessions, interviews, documentation review, and independent research. Assessments and analyses have been performed including industry benchmarking, related local and Agency initiatives, specific tools and techniques used and strategies for leveraging existing resources, people and technology to achieve common KM goals. Key findings captured in the PSD KM Strategic Plan include the system vision, purpose, stakeholders, prioritized strategic objectives mapped to the top ten practitioner needs and analysis of current resource usage. Opportunities identified from research, analyses, cultural/KM surveys and practitioner interviews include: executive and senior management sponsorship, KM awareness, promotion and training, cultural change management, process improvement, leveraging existing resources and new innovative technologies to align with other NASA KM initiatives (convergence: the big picture). To enable results based incremental implementation and future growth of the KM initiative, key performance measures have been identified including stakeholder value, system utility, learning and growth (knowledge capture, sharing, reduced anomaly recurrence), cultural change, process improvement and return-on-investment. The next steps for the initial implementation spiral (focused on SSME Turbomachinery) have been identified, largely based on the organization and compilation of summary level engineering process models, data capture matrices, functional models and conceptual-level systems architecture. Key elements include detailed KM requirements definition, KM technology architecture assessment, evaluation and selection, deployable KM Pilot design, development, implementation and evaluation, and justifying full implementation (estimated Return-on-Investment). Features identified for the notional system architecture include the knowledge presentation layer (and its components), knowledge network layer (and its components), knowledge storage layer (and its components), User Interface and capabilities. This paper provides a snapshot of the progress to date, the near term planning for deploying the KM pilot project and a forward look at results based growth of KM capabilities with-in the MSFC PSD.

Caraccioli, Paul↗
DOE OSTI2020

Experiences with Mobile Units for Liquid RAW Management in Slovak and Czech Nuclear Power Plants - 20089

In Nuclear Power Plants VVER 440, Russian type of reactor there was designed auxiliary building where according to basic design all operational liquid radioactive waste (RAW) should be stored in large capacity tanks during the whole operational period. That's why there are in the auxiliary building several types of large storage tanks with different internal volume from 110 m{sup 3}, 460 m{sup 3} to 550 m{sup 3}. Storage tanks are usually situated in rooms with limited access and minimal handling space. Operational waste was here transported by the system of pipes from the reactor building. There is possibility to handle with the waste and set the pipeline in to the chosen storage tanks. Nobody takes care about the quality of waste in the storage tanks and waste waits for the period of decommissioning when it should be treated. The storage capacity was designed for the whole lifetime of nuclear power plant. Currently the life time of Nuclear Power Plant's (NPP) is extended and there is necessity to retrieve and treat the RAW in advance. Another reason why the stakeholder, who operates the NPPs, decides to treat the operational RAW during the operational period of NPP, is that there are still new requirements from safety point of view which need to have free available space for example because of potential accident. So treating the operational RAW during the life time of NPP is present issue. Because in basic design nobody cares how the RAW will be retrieved and treated in the future, there is usually no technology for that in existing NPP. Some of the NPPs build an additional building with suitable technologies for treatment or hire the company which offer mobile technology for retrieving the waste from the storage tanks. Wood Nuclear Slovakia PLC provides all activities within liquid RAW management projects by its own staff including management, design, construction and deployment of equipment, engineering support, as well as all RAW retrieval and solidification activities. We offer RAW management as a service without any significant changes in existing NPP's buildings and technology. It is always a technical challenge to conduct successful retrieval, pumping and treatment of RAW. The complex RAW retrieval system can be designed as tailored solution for any RAW storage according to known boundary conditions and specific needs. These systems are based on years of experience with RAW manipulation, processing and treatment and the whole RAW management knowledge by Wood Nuclear Slovakia LTD. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS1993

New materials: Fountainhead for new technologies and new science

The role of materials as the benchmark technologies which give epochs of human history their names continues into the present. The discovery of new materials has nearly always been the source of new materials science, and frequently of new technologies. This paper analyzes the actual processes by which new materials are synthesized, i.e. whether driven by serendipitous observations, new knowledge is pulled by the market, or integrated into a technological thrust. This analysis focuses on modern ceramic materials discoveries, since World War 2 and uses 45 years experience in materials synthesis in the author's own laboratory as case studies. A dozen different families of materials or processes are involved: hydrothermal reactions; sol-gel processing; clays and zeolites; electroceramics; zero expansion ceramics; diamond films; and radioactive waste host phases. Nanocomposite concepts introduced by the author a decade ago offer an entire, large, new class of materials which will dominate synthesis for the next period. The future of materials research for the next 25 years cannot be extrapolated from the past 25 years. We are near the asymptote for materials utilization in most metals. Likewise we are approaching saturation in improvement of many useful properties. Justifying much further 'basic' R/D for incremental improvement in civilian-oriented industries will not be easy. In materials synthesis, the near-term future is sure to emphasize not new phases, but tailored micro- and nanocomposites for chemical, electrical, optical, and magnetic uses. Unexpected new discoveries such as the Lanxide process may offer rarer chances for step function advances. The new structure of knowledge management will rely less on local research than on integration of worldwide inputs. Better scientific and technological opportunities will lie in designing knowledge intensive materials to meet the new environmental and conservation goals, and the human needs of the very large numbers at the bottom of the socio-economic structures of the world.

Rustum, Roy↗
NASA NTRS2006

Content Integration Networks: Turning Search Upside Down

The slide presentation examines information management and retrieval among NASA centers and with outside sources. It provides an overview and problem statement, vision and high level technologies, strategies, knowledge management benefits, and a summary and challenge.

taxonomy↗
NASA NTRS2012

Command Center Training Tool (C2T2)

This abstract presents the training approach taken to create a management-centered, experiential learning solution for the Virginia Port Authority's Port Command Center. The resultant tool, called the Command Center Training Tool (C2T2), follows a holistic approach integrated across the training management cycle and within a single environment. The approach allows a single training manager to progress from training design through execution and AAR. The approach starts with modeling the training organization, identifying the organizational elements and their individual and collective performance requirements, including organizational-specific performance scoring ontologies. Next, the developer specifies conditions, the problems, and constructs that compose exercises and drive experiential learning. These conditions are defined by incidents, which denote a single, multi-media datum, and scenarios, which are stories told by incidents. To these layered, modular components, previously developed meta-data is attached, including associated performance requirements. The components are then stored in a searchable library An event developer can create a training event by searching the library based on metadata and then selecting and loading the resultant modular pieces. This loading process brings into the training event all the previously associated task and teamwork material as well as AAR preparation materials. The approach includes tools within an integrated management environment that places these materials at the fingertips of the event facilitator such that, in real time, the facilitator can track training audience performance and resultantly modify the training event. The approach also supports the concentrated knowledge management requirements for rapid preparation of an extensive AAR. This approach supports the integrated training cycle and allows a management-based perspective and advanced tools, through which a complex, thorough training event can be developed.

Jones, Phillip↗
NASA NTRS2004

The Power of Story: Dressing Up the Naked Truth

ASK Magazine is not alone when it comes to using storytelling to capture lessons learned and share knowledge. Several other practitioners have successfully introduced this approach to knowledge management within organizations. This article by Annette Simmons marks the first in a series ty authors whose work on storytelling has been widely recognized. We hope these features illuminate why ASK contributors use the story form to share their knowledge, and how you can do the same. Annette Simmons spoke at the February 2002 APPL Masters Forum.

Simmons, Annette↗
NASA NTRS2005

ASK Magazine; No. 21

THIS ISSUE FEATURES A VISUAL DEPICTION OF THE ACADEMY of Program and Project Leadership (APPL). I imagine a variety of initial reactions to the drawing. One might be, "What is a cartoon doing in a magazine about project management?" Or perhaps, "Wow, nice colors-and fun." Another may be to closely search the image for signs, symbols and meaning. Still another, to read a new level of innovation and creativity into the picture. Undoubtedly, some readers will raise questions about the cost. Of course, any reaction is a sign of engagement. The stronger, the more energized the emotional and cognitive processing, the better. It is a sign of attention and interaction. For I've heard it said, "You only need to worry if they don t care one way or the other." So what is the point of the picture? To stimulate interest, raise questions, promote discussion, and maybe raise a smile.. .That, at least, was my initial reaction when I was introduced to the work of Nancy Hegedus, who helps to create these drawings for Root Learning Inc. At the NASA PM Conference, I was first shown the work Nancy had been doing with the help of Goddard s Knowledge Management Architect, Dr. Ed Rogers. I was immediately drawn into the power of visualization as a tool for more effective learning, communicating, and conveying complex knowledge concepts. We need new tools in today s world, where information and data overwhelms by sheer volume. There are articles, pamphlets, communications, and white papers-all aiming to convince and influence. Reactions to these tend to be either avoidance or mind-numbing, heavy-eyed consent; the message never registers or enters the soul. That s one of the reasons that APPL s Knowledge Sharing Initiative (KSI) has turned to storytelling as a memorable way of transfer- ring knowledge, inspiring imitation of best practices, and spurring reflection. ASK Magazine s recent fourth birthday marks an important milestone in APPL s continuing quest to provide ongoing support to project managers and to promote mission success. And similar to storytelling, the power of visualization is receiving increasing attention in recent years as a way to stimulate engagement. Pictures and visual graphs are viewed as one of the most effective ways for displaying, describing, and generating discussion about quantitative and technically complex information. Prototypes, models, and simulations are considered essential for stimulating innovation through open and engaging discussions. There has also been extensive writing on the use of visual graphics, pictures, and cartoons to facilitate memory, creativity, openness, attention-and even well-being. For many of these reasons, I am excited to have a colorful visual depiction of the APPL world included in ASK. Without the addition of text or slides, the intent is to invite people into the world of the APPL mission-as well as its products, services, customers, and partners- in a fun and engaging manner. As project leaders strive to find ways to encourage engagement, learning, and transmission of knowledge, traditional technologies are proving to be as valuable as modern technologies. (But for those who want more information in the form of texts and slide presentations, we certainly have an abundance of those as well.)

Laufer, Alexander↗
NASA NTRS2009

Life Sciences Data Archive (LSDA) in the Post-Shuttle Era

Now, more than ever before, NASA is realizing the value and importance of their intellectual assets. Principles of knowledge management, the systematic use and reuse of information/experience/expertise to achieve a specific goal, are being applied throughout the agency. LSDA is also applying these solutions, which rely on a combination of content and collaboration technologies, to enable research teams to create, capture, share, and harness knowledge to do the things they do well, even better. In the early days of spaceflight, space life sciences data were been collected and stored in numerous databases, formats, media-types and geographical locations. These data were largely unknown/unavailable to the research community. The Biomedical Informatics and Health Care Systems Branch of the Space Life Sciences Directorate at JSC and the Data Archive Project at ARC, with funding from the Human Research Program through the Exploration Medical Capability Element, are fulfilling these requirements through the systematic population of the Life Sciences Data Archive. This project constitutes a formal system for the acquisition, archival and distribution of data for HRP-related experiments and investigations. The general goal of the archive is to acquire, preserve, and distribute these data and be responsive to inquiries from the science communities.

Fitts, Mary A.↗
NASA NTRS2006

NASA Crew and Cargo Launch Vehicle Development Approach Builds on Lessons from Past and Present Missions

The United States (US) Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with new space transportation systems for missions to the Moon, Mars, and beyond. The Crew Exploration Vehicle (CEV) that the new human-rated Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station (ISS) Toward the end of the next decade, a heavy-lift Cargo Launch Vehicle (CaLV) will deliver the Earth Departure Stage (EDS) carrying the Lunar Surface Access Module (LSAM) to low-Earth orbit (LEO), where it will rendezvous with the CEV launched on the CLV and return astronauts to the Moon for the first time in over 30 years. This paper outlines how NASA is building these new space transportation systems on a foundation of legacy technical and management knowledge, using extensive experience gained from past and ongoing launch vehicle programs to maximize its design and development approach, with the objective of reducing total life cycle costs through operational efficiencies such as hardware commonality. For example, the CLV in-line configuration is composed of a 5-segment Reusable Solid Rocket Booster (RSRB), which is an upgrade of the current Space Shuttle 4- segment RSRB, and a new upper stage powered by the liquid oxygen/liquid hydrogen (LOX/LH2) J-2X engine, which is an evolution of the J-2 engine that powered the Apollo Program s Saturn V second and third stages in the 1960s and 1970s. The CaLV configuration consists of a propulsion system composed of two 5-segment RSRBs and a 33- foot core stage that will provide the LOX/LED needed for five commercially available RS-68 main engines. The J-2X also will power the EDS. The Exploration Launch Projects, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operations planning for these new space transportation systems. Utilizing a foundation of heritage hardware and management lessons learned mitigates both technical and programmatic risk. Project engineers and managers work closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch systems, leveraging a wealth of knowledge from Shuffle operations. In addition, NASA and its industry partners have tapped into valuable Apollo databases and are applying corporate wisdom conveyed firsthand by Apollo-era veterans of America s original Moon missions. Learning from its successes and failures, NASA employs rigorous systems engineering and systems management processes and principles in a disciplined, integrated fashion to further improve the probability of mission success.

Dumbacher, Daniel L.↗
NASA NTRS2008

Software Schedules Missions, Aids Project Management

NASA missions require advanced planning, scheduling, and management, and the Space Agency has worked extensively to develop the programs and software suites necessary to facilitate these complex missions. These enormously intricate undertakings have hundreds of active components that need constant management and monitoring. It is no surprise, then, that the software developed for these tasks is often applicable in other high-stress, complex environments, like in government or industrial settings. NASA work over the past few years has resulted in a handful of new scheduling, knowledge-management, and research tools developed under contract with one of NASA s partners. These tools have the unique responsibility of supporting NASA missions, but they are also finding uses outside of the Space Program.

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