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

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At least 109 records · Page 6
All sourcesNASA NTRSDOE OSTI
NASA NTRS2012

Automating Mid- and Long-Range Scheduling for NASA's Deep Space Network

NASA has recently deployed a new mid-range scheduling system for the antennas of the Deep Space Network (DSN), called Service Scheduling Software, or S(sup 3). This system is architected as a modern web application containing a central scheduling database integrated with a collaborative environment, exploiting the same technologies as social web applications but applied to a space operations context. This is highly relevant to the DSN domain since the network schedule of operations is developed in a peer-to-peer negotiation process among all users who utilize the DSN (representing 37 projects including international partners and ground-based science and calibration users). The initial implementation of S(sup 3) is complete and the system has been operational since July 2011. S(sup 3) has been used for negotiating schedules since April 2011, including the baseline schedules for three launching missions in late 2011. S(sup 3) supports a distributed scheduling model, in which changes can potentially be made by multiple users based on multiple schedule "workspaces" or versions of the schedule. This has led to several challenges in the design of the scheduling database, and of a change proposal workflow that allows users to concur with or to reject proposed schedule changes, and then counter-propose with alternative or additional suggested changes. This paper describes some key aspects of the S(sup 3) system and lessons learned from its operational deployment to date, focusing on the challenges of multi-user collaborative scheduling in a practical and mission-critical setting. We will also describe the ongoing project to extend S(sup 3) to encompass long-range planning, downtime analysis, and forecasting, as the next step in developing a single integrated DSN scheduling tool suite to cover all time ranges.

scheduling↗
NASA NTRS2014

Autonomous Spacecraft Communication Interface for Load Planning

Ground-based controllers can remain in continuous communication with spacecraft in low Earth orbit (LEO) with near-instantaneous communication speeds. This permits near real-time control of all of the core spacecraft systems by ground personnel. However, as NASA missions move beyond LEO, light-time communication delay issues, such as time lag and low bandwidth, will prohibit this type of operation. As missions become more distant, autonomous control of manned spacecraft will be required. The focus of this paper is the power subsystem. For present missions, controllers on the ground develop a complete schedule of power usage for all spacecraft components. This paper presents work currently underway at NASA to develop an architecture for an autonomous spacecraft, and focuses on the development of communication between the Mission Manager and the Autonomous Power Controller. These two systems must work together in order to plan future load use and respond to unanticipated plan deviations. Using a nominal spacecraft architecture and prototype versions of these two key components, a number of simulations are run under a variety of operational conditions, enabling development of content and format of the messages necessary to achieve the desired goals. The goals include negotiation of a load schedule that meets the global requirements (contained in the Mission Manager) and local power system requirements (contained in the Autonomous Power Controller), and communication of off-plan disturbances that arise while executing a negotiated plan. The message content is developed in two steps: first, a set of rapid-prototyping "paper" simulations are preformed; then the resultant optimized messages are codified for computer communication for use in automated testing.

Controls↗
NASA NTRS2015

Multilateral Research Opportunities in Ground Analogs

The global economy forces many nations to consider their national investments and make difficult decisions regarding their investment in future exploration. International collaboration provides an opportunity to leverage other nations' investments to meet common goals. The Humans In Space Community shares a common goal to enable safe, reliable, and productive human space exploration within and beyond Low Earth Orbit. Meeting this goal requires efficient use of limited resources and International capabilities. The International Space Station (ISS) is our primary platform to conduct microgravity research targeted at reducing human health and performance risks for exploration missions. Access to ISS resources, however, is becoming more and more constrained and will only be available through 2020 or 2024. NASA's Human Research Program (HRP) is actively pursuing methods to effectively utilize the ISS and appropriate ground analogs to understand and mitigate human health and performance risks prior to embarking on human exploration of deep space destinations. HRP developed a plan to use ground analogs of increasing fidelity to address questions related to exploration missions and is inviting International participation in these planned campaigns. Using established working groups and multilateral panels, the HRP is working with multiple Space Agencies to invite International participation in a series of 30- day missions that HRP will conduct in the US owned and operated Human Exploration Research Analog (HERA) during 2016. In addition, the HRP is negotiating access to Antarctic stations (both US and non-US), the German :envihab and Russian NEK facilities. These facilities provide unique capabilities to address critical research questions requiring longer duration simulation or isolation. We are negotiating release of international research opportunities to ensure a multilateral approach to future analog research campaigns, hoping to begin multilateral campaigns in the latter facilities by 2017. Collaborative use of analog facilities and shared investment in the development of spaceflight countermeasures through multilateral campaigns or missions that leverage the global scientific community will focus high quality research and provide sufficient power to accelerate the development of countermeasures and drive sound recommendations for exploration missions. This panel will provide an overview of efforts to encourage and facilitate multilateral collaboration in analog missions or campaigns and describe the facilities currently under consideration to reach the common goal of enabling safe, reliable, and productive human space exploration.

Corbin, Barbara J.↗
NASA NTRS2018

Creating Innovative Frameworks to Spur Cultural Change at NASA Armstrong Flight Research Center

Changing the culture of an organization is a monumental task that often takes years and has no set formula. Steps can be taken, however, to spur cultural change by creating spaces and infrastructure to serve as the initial driving force. An innovation space and a bicycle sharing (bike share) program were implemented at the National Aeronautics and Space Administration (NASA) Armstrong Flight Research Center (AFRC) (Edwards, California) with a vision toward connecting Center personnel, fostering collaboration and innovation, retaining newer employees, promoting flexibility, and improving the culture and workplace atmosphere. This paper discusses the steps taken, challenges faced, novel culture-change-focused design elements, lessons learned, acquired metrics, and how these initiated cultural change at AFRC. For both the innovation space and the bike share program, funding was negotiated and provided through the NASA Convergent Aeronautics Solutions (CAS) project, which was seeking to improve the innovation and collaboration capabilities at each of the four NASA aeronautics Centers. Key stakeholders across AFRC from upper management, facilities, safety, engineering, and procurement were identified early in the process and were consulted and included throughout execution to ensure that any encountered roadblocks could be easily navigated. Research was then conducted by attending conferences and visiting culture-changing organizations both inside and outside United States Government agencies. Distilling the research, identifying available space, and deciding on specific design elements for the space was conducted by a subset of individuals of diverse backgrounds to enable quick, effective decision-making. Decisions were made with the intent to increase usage and diversity of users of the space; care was taken to ensure a well-crafted atmosphere that would foster the desired culture change. The allocated physical space required major structural modifications, new furniture, and new capabilities that would bring people in. Decisions and desires underwent a rapid reiterative process in order to stay within budget and short deadlines, while holding firm to what was seen as fundamental elements of an innovation space. The framework for cultural change being established, the more difficult task began: incubating the desired culture. Intentional workday use of the innovation space was encouraged, and organized events coordinated in order to truly foster culture change. Such incubation supports the organic spread of culture change to all areas of AFRC. This framework was complemented and expanded by the implementation of the bike share program. Steps for implementation included bike selection based on lessons learned, creating bike stations and signage, implementing bike share rules, and building a volunteer maintenance infrastructure. A novel user-reporting feedback system at each bike station is a low-impact method of capturing usage metrics. Due to the nature of the work conducted at AFRC, the bike share program and feedback system were negotiated and vetted through various organizations including legal, safety, and operations. The innovation space and the bike share program together are an effective initial framework for innovation and collaboration. Culture change takes time, but the innovation space and the bike share program are already showing signs of making a positive impact on the AFRC workforce.

rooms↗
NASA NTRS2019

Electronic Departure Approval Requests in ATD-2 Daily Operations

The NASA Air Traffic Management Demonstration 2 project is investigating Integrated Arrival-Departure-Surface (IADS) air traffic management through progressive refinement of a surface air traffic management system fielded at Charlotte-Douglas International Airport. Among the IADS areas under study are departure release-time approval request (APREQ) traffic management initiatives. This paper presents a review of APREQ operations and compliance data from daily electronic APREQ negotiations. It describes APREQ-compliance improvements observed as the ATD-2 electronic negotiation process has matured and discusses contributing factors.

call for release↗
NASA NTRS2019

Electronic Departure Approval Requests in ATD-2 Daily Operations

The NASA Airspace Technology Demonstration 2 project is investigating Integrated Arrival-Departure-Surface air traffic management through progressive refinement of a surface air traffic management system fielded at Charlotte-Douglas International Airport. Among the areas under study are departure release-time approval request (APREQ) traffic management initiatives. Scheduling departures at downstream points and complying with approved departure release times helps flights fit smoothly into busy traffic streams. This paper presents a review of APREQ operations and compliance data from daily electronic APREQ negotiations over fourteen months beginning in January 2018. It describes APREQ-compliance improvements observed as the electronic negotiation process has matured and discusses contributing factors, including renegotiation of departure release times.

Call for release↗
NASA NTRSDate not supplied

Towards Persistent Space Observations through Autonomous Multi-Agent Formations

Sensing platforms must advance in scale and sophistication in order to support increasingly ambitious missions across Earth and space science; intelligence, surveillance, and reconnaissance (ISR); and planetary exploration. Distributed, persistent observation platforms have the potential to play a pivotal role in next generation missions through improved area coverage, enhanced situational awareness, and faster identification of trends and changes. The Multi-Agent Clusters for Persistent Observations from Space (MACPOS) project at NASA Langley Research Center is developing key technologies for the autonomous, heterogeneous formations that will comprise such platforms. Research thrusts include dynamic formation negotiation for self-assembling clusters of agents, distributed motion planning, and coordinated trajectory execution. Adaptive leader-follower formation negotiation allows agents to cluster and break off as necessary to adapt to both nominal and new mission objectives. Coordinated motion planning and execution maintain the formation while ensuring safe separation distances among agents and obstacles in the environment. These capabilities align MACPOS with NASA’s initiative for space and surface in-situ assembly through fundamental technology development for autonomous multi-agent systems. This paper presents an overview and early progress for the MACPOS project. We describe the system architecture for both individual agents and the overall fleet. Design considerations are given for the planning, control, and metrology subsystems. Finally, we discuss planned project milestones and the expected course of development.

Matthew P Vaughan↗
NASA NTRSDate not supplied

ETM Industry: Tabletop Defining Notions for Cooperative Operating Practices

This tabletop plans to cover 3 main topics in regards to the research that NASA has conducted for High-E Traffic Management (ETM), as well as implementing it to stand up an ETM system in the Airspace Operations Lab to invite industry participants to join us in a collaborative evaluation at the end of 2023. (Or earlier for system architectural connectivity). Working to define the notions that go into Cooperative Operating Practices for a collaborative traffic management process, we will be showing and training to some of our early prototype concepts and discussing: 1. Operational Intent: We have built an OI generation tool and would like to discuss specifics to the requirements of OI size, update rates, and duration. 2. Strategic Conflict Detection: We have built a concept to detect overlapping OI’s and would like to discuss the output information; time horizon, geometry and confidence level of intersection. In addition we are looking at a service that would provide all users with additional information in regards to the probability of your actual flight intent getting within a specified separation envelope. 3. Cooperative Operating Practices (COPS): Specifically looking at COPs for strategic deconfliction, we are looking to industry to build the actual COPS based on various criteria; vehicle-to-vehicle interactions, or company to company agreements. What is the strategy when OIs intersect; wait and see, take a pre-negotiated COPS action, or ad-hoc negotiation and discuss what that looks like.

High-E Traffic Management (ETM)↗
DOE OSTI2018

Brexit, Euratom and Nuclear Liabilities - 18643

The outcome of the UK referendum on withdrawal from the European Union has resulted in a UK government decision that the UK must withdraw from Euratom. As at the date of the Waste Management Symposia, half of the 2-year programme for agreeing the terms of exit and putting in place replacement arrangements will have passed. If no agreement is reached by 29 March 2019 and no extension of that deadline is agreed the UK will automatically exit Euratom on that date. Aside from potential trade tariffs, Euratom exit will create binary questions on acceptability of nuclear trade and collaboration with the UK, reflecting current reliance on the UK's status as a Euratom member in establishing and implementing acceptable safeguarding requirements, ensuring inclusion of the UK within the scope of existing Euratom nuclear cooperation agreements, and as a basis for current UK bilateral nuclear cooperation agreements. This in turn risks disruption of international nuclear cooperation and trade, including provision of resources and know-how in support of the UK waste and decommissioning effort and international movement of waste for treatment. The paper will consider the current status of negotiations for UK withdrawal from Euratom, development of replacement safeguarding arrangements and replacement of international nuclear cooperation agreements essential to future nuclear cooperation and trade with the UK, taking into account: - the current and future legal basis of UK safeguarding obligations, including potential changes to the UK's Voluntary Offer Safeguards Agreement under the Non-Proliferation Treaty and likely acceptability of replacement arrangements to key nuclear trading partners; - practical arrangements for meeting those obligations post Euratom reliance via independent safeguarding arrangements; and - the need for and challenges in replacement of the UK's current reliance on its status as a Euratom member in taking the benefit of the existing US / Euratom s123 Agreement and other Euratom nuclear cooperation agreements. The paper will also provide a brief update on recent developments in international nuclear liabilities. The last 2 years have seen significant changes, with the Convention on Supplementary Compensation finally entering into force on 15 April 2015 and significant progress towards ratification of the 2004 Protocols to the Paris and Brussels Conventions. These changes are to be welcomed as beneficial to international cooperation, but also bring changes to liabilities risks associated with international movement of nuclear materials. Despite clear advances nuclear liabilities risks remain a significant consideration in negotiation of international nuclear contracts, recognising beneficial changes as well as on-going areas of risk and uncertainty. (authors)

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2019

Wastewater Treatment at the Fernald Preserve-Past, Present, and Future - 19555

Industrial wastewater treatment at the Fernald Preserve, Ohio, Site has been ongoing since a uranium metals refinery was constructed there at the beginning of the Cold War in 1951. Initially, the primary purpose of treatment was to recover uranium for reuse. Later, when cleanup of the site was progressing in the 1990's, wastewater treatment efforts greatly expanded. Large treatment facilities were constructed to handle contaminated surface water, groundwater, remediation wastewater, and leachate from the on-site disposal facility. These new facilities were designed to reduce uranium concentration to meet the US Environmental Protection Agency (EPA) drinking water standard and not generate large quantities of contaminated waste. Anion-exchange resin was chosen as the treatment media. The centerpiece of these facilities was the Advanced Wastewater Treatment facility, which had a treatment capacity of 10,978 liters per minute (lpm) (2900 gallons per minute [gpm]). Forecasts estimated that with the exception of groundwater the site's remediation would be completed in 2006. In 2003, the US Department of Energy (DOE) Office of Environmental Management began negotiations with the EPA and Ohio Environmental Protection Agency to reduce wastewater treatment capacity at the Fernald Environmental Management Project. These negotiations resulted in the site's treatment capacity being reduced to 6814 lpm (1800 gpm) via the Converted Advanced Wastewater Treatment facility (CAWWT). By 2010, the uranium concentration in the groundwater being pumped had been reduced to the degree that only intermittent treatment for uranium removal was needed. As a result, the CAWWT was considerably oversized. Increased maintenance on the aging CAWWT equipment led the DOE Office of Legacy Management (LM) to commission an assessment of the facility, which was completed in early 2015. The condition assessment identified numerous components at or near the end of their design life. Based on the assessment's findings and the fact that the current facility's treatment capacity was substantially greater than needed, LM began looking at options for an appropriately sized treatment system to handle the site's needs until the groundwater remediation was completed (currently projected for 2039). Options were evaluated in the spring of 2015, and LM presented the recommended changes to regulators and stakeholders. Approvals for a new, smaller system with a 189 lpm (50 gpm) capacity were obtained through a series of meetings in the summer of 2015. After more detailed planning in the fall of 2015, LM initiated the project in 2016. The project comprises the following four phases: (1) Removal and disposal of used media, piping, and tanks to make room for the new system in the existing building (completed in January 2017); (2) design of the new system (completed in April 2017); (3) construction, installation, and startup of the new system (completed in May 2018); and (4) backwash basin refurbishment (yet to be completed). In the late 2030's, when groundwater remediation is projected to be completed at the site, it is anticipated that the only remaining wastewater treatment need will be for small quantities of leachate from the on-site disposal facility. Results of leachate treatment testing in 2003 indicate it may be feasible to utilize a small passive treatment system for this leachate. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2017

Ensuring that ecological science contributes to natural resource management using a Delphi-derived approach

This chapter approaches participatory modeling in environmental decision making from an atypical perspective. It broadly addresses the question of how to assure that science conducted to assist practitioners improves resource management. More specifically, it describes a case involving environmental science and natural resource management at Fort Benning, a U.S. Army installation in the southeastern United States where disparate environmental research projects were funded by a single federal agency to enhance the ability of Fort Benning resource managers to achieve their resource management goals. The role of our effort was to integrate the scientific studies in a manner that would be meaningful and useful for resource managers. Hence we assembled a team consisting of an anthropologist, ecologist, microbiologist, statistician, and geographic information systems specialist who developed a common framework that served as the basis for this integration. The team first used a Delphi expert elicitation, which evolved into an approach more akin to facilitated negotiation. This second approach arose organically, particularly when our team took advantage of an opportunity for face-to-face interaction. Although the shift in our approach was unplanned, it proved to be highly productive. We discuss the potential utility of our approach for other situations and suggest that it would be useful to initiate at the beginning of research where the aim is to produce scientific results that meet practitioners needs, specifically in the realm of environmental science and resource management.

Delphi approach↗
NASA NTRS2019

A Scheduling Algorithm Compatible with a Distributed Management of Arrivals in the National Airspace System

The current system used by the FAA to schedule arrivals is the Traffic Based Flow Manager (TBFM). It is a centralized system that gives an operator (airline) no influence over scheduled times of arrival assigned to its flights. Future systems for managing arrival scheduling are proposed as distributed systems. Such a system is called upon to give operators influence to schedule and negotiate resources for their flights, and to resolve other technical challenges, such as eliminating a single point of failure. A distributed system for managing diverse air traffic will need the capability of computing a schedule for the given arriving flights in a way that complies with the operational constraints. This paper contributes an algorithm that computes such a schedule. Although developed as part of an effort toward a distributed system, the algorithm itself is neither inherently distributed nor inherently centralized and can be used in either type of system.

negotiation↗
NASA NTRS2022

Conflict Resolution Strategies for Balloon-Airship Encounters in Upper Class E Air Traffic Management (ETM)

This paper examines strategic conflict resolution strategies for pair-wise high-altitude balloon, airship encounters. By strategic is meant that the conflict is identified (detected) at the time of flight plan submission or flight plan alteration through a service, such as an ETM Service Supplier (ESS). We investigate optimal control solutions for two classes of problems: non-cooperative, where the balloon must alter its ascent trajectory in order to avoid the airship and cooperative, where both vehicles make maneuvers through a negotiation protocol.

airship balloon negotiation optimal control↗
NASA NTRS2022

Conflict Resolution Strategies for Balloon-Airship Encounters in Upper Class E Air Traffic Management (ETM)

This paper examines strategic conflict resolution strategies for pair-wise high-altitude balloon, airship encounters. By strategic is meant that the conflict is identified (detected) at the time of flight plan submission or flight plan alteration through a service, such as an ETM Service Supplier (ESS). We investigate optimal control solutions for two classes of problems: non-cooperative, where the balloon must alter its ascent trajectory in order to avoid the airship and cooperative, where both vehicles make maneuvers through a negotiation protocol.

airship balloon negotiation optimal control↗
DOE OSTI2016

Energy and Global Climate Change: The Road from Paris to Denver

This presentation provides an overview of the National Renewable Energy Laboratory; a snapshot of U.S. power sector transformation; a brief history of climate negotiations; an overview of the Paris Agreement; and what the Paris Agreement means for Colorado and beyond.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2018

Evaluating demand response opportunities for power systems resilience using MILP and MINLP Formulations

While peak shaving is commonly used to reduce power costs, chemical process facilities that can reduce power consumption on demand during emergencies (e.g., extreme weather events) bring additional value through improved resilience. For process facilities to effectively negotiate demand response (DR) contracts and make investment decisions regarding flexibility, they need to quantify their additional value to the grid. We present a grid–centric mixed–integer stochastic programming framework to determine the value of DR for improving grid resilience in place of capital investments that can be cost prohibitive for system operators. We formulate problems using both a linear approximation and a nonlinear alternating current power flow model. Our numerical results with both models demonstrate that DR can be used to reduce the capital investment necessary for resilience, increasing the value that chemical process facilities bring through DR. Furthermore, the linearized model often underestimates the amount of DR needed in our case studies.

37 INORGANIC, ORGANIC, PHYSICAL, AND ANALYTICAL CH↗
DOE OSTI2018

Overlooked trade-offs of environmentally protective hydropower operation: Impacts to ancillary services and greenhouse gas emissions

The relicensing of large hydropower projects in the United States often enforces environmental constraints such as minimum instream flows. These requirements can reduce hydropower's negative environmental impacts but may come at a cost of reduced electric generation and revenue. During the federal hydropower relicensing process, participants negotiate these environmental and economic trade-offs based on coarse models, often conflating impacts on generation and revenue, overlooking ancillary services (AS) markets, and ignoring potential greenhouse gas (GHG) implications. Using a case study of a 362-MW hydropower project in California, this research conducts higher resolution modelling to compare energy generation, AS provision, revenue, and GHG impacts of two hydropower operating regimes. The environmentally protective regime reduces average generation by 6% but increases AS provision by 2%. Total average revenue decreases by 3.5% under environmental constraints using current electricity prices (and by only 1.1% when modelled with projected 2030 electricity prices), indicating that generation impacts should not be equated with revenue impacts during relicensing. In the California electricity market, this reduced hydropower generation is replaced primarily by natural gas, resulting in an estimated 30,000 additional tons of CO 2 emitted annually. Furthermore, these positive and negative externalities are not adequately examined in the hydropower relicensing process.

13 HYDRO ENERGY↗