Results for “information technology” — Page 60

NASA NTRS1977

Who should conduct aeronautical R and D for the Federal Government?

It was found that Government laboratories, and especially NASA laboratories, should be the prime national producers of applied research in aeronautics. American aeronautic needs the new stimulus of markedly increased outputs of broad-based innovative research from NASA laboratories more than it needs most of the technology advancement and development-oriented programs currently underway in these laboratories. The Government should use manufacturing companies for the vast bulk of development and most technology advancement. However, the Government will have to implement programs to encourage the transfer of full information on technology and research advancements, from the companies that do this work for the Government, to competing companies. Universities should be the primary sources of basic research. Service R&D companies and non-profit R&D institutions provide valuable, specialized, supplementary technical capabilities and other unique attributes, which together span the entire spectrum of aeronautical R&D.

Album, H. H.↗

NASA NTRS2010

Risk-Informed Decision Making: Application to Technology Development Alternative Selection

NASA NPR 8000.4A, Agency Risk Management Procedural Requirements, defines risk management in terms of two complementary processes: Risk-informed Decision Making (RIDM) and Continuous Risk Management (CRM). The RIDM process is used to inform decision making by emphasizing proper use of risk analysis to make decisions that impact all mission execution domains (e.g., safety, technical, cost, and schedule) for program/projects and mission support organizations. The RIDM process supports the selection of an alternative prior to program commitment. The CRM process is used to manage risk associated with the implementation of the selected alternative. The two processes work together to foster proactive risk management at NASA. The Office of Safety and Mission Assurance at NASA Headquarters has developed a technical handbook to provide guidance for implementing the RIDM process in the context of NASA risk management and systems engineering. This paper summarizes the key concepts and procedures of the RIDM process as presented in the handbook, and also illustrates how the RIDM process can be applied to the selection of technology investments as NASA's new technology development programs are initiated.

Dezfuli, Homayoon↗

DOE OSTI2021

2019 Energy Storage Pricing Survey

Since grid energy storage is still evolving rapidly, it is often difficult to obtain project specific capital costs for various energy storage technologies. This information is necessary to evaluate the profitability of the facility, as well as comparing different energy storage technology options. The goal of this report is to summarize energy storage capital costs that were obtained from industry pricing surveys. The methodology breaks down the cost of an energy storage system into the following component categories: the storage module; the balance of system; the power conversion system; the energy management system; and the engineering, procurement, and construction costs. By evaluating each of the different component costs separately, a synthetic system cost can be developed that provides internal pricing consistency between different project sizes using the same technology, as well as between different technologies that utilize similar components.

25 ENERGY STORAGE↗

NASA NTRS1991

Advanced technology needs for a global change science program: Perspective of the Langley Research Center

The focus of the NASA program in remote sensing is primarily the Earth system science and the monitoring of the Earth global changes. One of NASA's roles is the identification and development of advanced sensing techniques, operational spacecraft, and the many supporting technologies necessary to meet the stringent science requirements. Langley Research Center has identified the elements of its current and proposed advanced technology development program that are relevant to global change science according to three categories: sensors, spacecraft, and information system technologies. These technology proposals are presented as one-page synopses covering scope, objective, approach, readiness timeline, deliverables, and estimated funding. In addition, the global change science requirements and their measurement histories are briefly discussed.

Rowell, Lawrence F.↗

NASA NTRS2005

Project Integration Architecture: A Practical Demonstration of Information Propagation

One of the goals of the Project Integration Architecture (PIA) effort is to provide the ability to propagate information between disparate applications. With this ability, applications may then be formed into an application graph constituting a super-application. Such a super-application would then provide all of the analysis appropriate to a given technical system. This paper reports on a small demonstration of this concept in which a Computer Aided Design (CAD) application was connected to an inlet analysis code and geometry information automatically propagated from one to the other. The majority of the work reported involved not the technology of information propagation, but rather the conversion of propagated information into a form usable by the receiving application.

Jones, William Henry↗

DOE OSTI2016

The National Opportunity for Interoperability and its Benefits for a Reliable, Robust, and Future Grid Realized Through Buildings

Today, increasing numbers of intermittent generation sources (e.g., wind and photovoltaic) and new mobile intermittent loads (e.g., electric vehicles) can significantly affect traditional utility business practices and operations. At the same time, a growing number of technologies and devices, from appliances to lighting systems, are being deployed at consumer premises that have more sophisticated controls and information that remain underused for anything beyond basic building equipment operations. The intersection of these two drivers is an untapped opportunity and underused resource that, if appropriately configured and realized in open standards, can provide significant energy efficiency and commensurate savings on utility bills, enhanced and lower cost reliability to utilities, and national economic benefits in the creation of new markets, sectors, and businesses being fueled by the seamless coordination of energy and information through device and technology interoperability. Or, as the Quadrennial Energy Review puts it, “A plethora of both consumer-level and grid-level devices are either in the market, under development, or at the conceptual stage. When tied together through the information technology that is increasingly being deployed on electric utilities’ distribution grids, they can be an important enabling part of the emerging grid of the future. However, what is missing is the ability for all of these devices to coordinate and communicate their operations with the grid, and among themselves, in a common language — an open standard.” In this paper, we define interoperability as the ability to exchange actionable information between two or more systems within a home or building, or across and within organizational boundaries. Interoperability relies on the shared meaning of the exchanged information, with agreed-upon expectations and consequences, for the response to the information exchange.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

DOE OSTI2014

Biodetection Technologies for First Responders: 2014 Edition

This report summarizes commercially-available, hand-portable technologies that can be used by first responders in the field. This is not meant to be an exhaustive list, nor an endorsement of any technology described herein. Rather, this report is meant to provide useful information about available technologies to help end-users make informed decisions about biodetection technology procurement and use. Information listed in this report is primarily vendor-provided; however, where possible it has been supplemented with additional information obtained from publications, reports, and websites. Manufacturers were given the chance to review summaries of their technologies from August through November 2013 to verify the accuracy of technical specifications, available references, and pricing.

biodefense↗

NASA NTRS1984

Pilot land data system

During the fall of 1983, the Information Systems Office of NASA's Office of Space Science and Applications assembled a Working Group to develop initial plans for a Pilot Land Data System (PLDS). Workshops coordinated planning and concept development activities between land-related and computer science disciplines, and examined land research requirements, information science technology requirements, PLDS architecture, and methodologies for system evaluation. The PLDS will be a limited-scale distributed information system to explore scientific, technical and management approaches to satisfy land science research needs. PLDS will pave the way for a Land Data System to improve data access, processing, transfer and analysis, fostering an environment in which land science information synthesis can occur on a scale not previously possible owing to limits to data assembly and access and efficiency of processing.

Cressy, P. J.↗

NASA NTRS2008

Emissions and Noise Pervasive Panel

Objectives include: Provide interagency coordination of technology development, aimed at engine noise reduction. a) Provide recommendations to the Steering Committee on potential areas of interagency technology collaboration to maximize the use of government investments in noise reduction. b) Serve as a forum for information and technology exchange in order to coordinate gas turbine engine environmental strategies and policies among the member agencies and industry; c) Coordinate activities across panel representatives; and d) Communicate progress to VAATE steering committee.

Henderson, Brenda↗

NASA NTRS2013

New Approaches in Reusable Booster System Life Cycle Cost Modeling

This paper presents the results of a 2012 life cycle cost (LCC) study of hybrid Reusable Booster Systems (RBS) conducted by NASA Kennedy Space Center (KSC) and the Air Force Research Laboratory (AFRL). The work included the creation of a new cost estimating model and an LCC analysis, building on past work where applicable, but emphasizing the integration of new approaches in life cycle cost estimation. Specifically, the inclusion of industry processes/practices and indirect costs were a new and significant part of the analysis. The focus of LCC estimation has traditionally been from the perspective of technology, design characteristics, and related factors such as reliability. Technology has informed the cost related support to decision makers interested in risk and budget insight. This traditional emphasis on technology occurs even though it is well established that complex aerospace systems costs are mostly about indirect costs, with likely only partial influence in these indirect costs being due to the more visible technology products. Organizational considerations, processes/practices, and indirect costs are traditionally derived ("wrapped") only by relationship to tangible product characteristics. This traditional approach works well as long as it is understood that no significant changes, and by relation no significant improvements, are being pursued in the area of either the government acquisition or industry?s indirect costs. In this sense then, most launch systems cost models ignore most costs. The alternative was implemented in this LCC study, whereby the approach considered technology and process/practices in balance, with as much detail for one as the other. This RBS LCC study has avoided point-designs, for now, instead emphasizing exploring the trade-space of potential technology advances joined with potential process/practice advances. Given the range of decisions, and all their combinations, it was necessary to create a model of the original model and use genetic algorithms to explore results. A strong business case occurs when viable paths are identified for an affordable up-front investment, and these paths can credibly achieve affordable, responsive operations, characterized by smaller direct touch labor efforts at the wing level from flight to flight. The results supporting this approach, its potential, and its conclusions are presented here.

Zapata, Edgar↗

NASA NTRS2013

New Approaches in Reuseable Booster System Life Cycle Cost Modeling

This paper presents the results of a 2012 life cycle cost (LCC) study of hybrid Reusable Booster Systems (RBS) conducted by NASA Kennedy Space Center (KSC) and the Air Force Research Laboratory (AFRL). The work included the creation of a new cost estimating model and an LCC analysis, building on past work where applicable, but emphasizing the integration of new approaches in life cycle cost estimation. Specifically, the inclusion of industry processes/practices and indirect costs were a new and significant part of the analysis. The focus of LCC estimation has traditionally been from the perspective of technology, design characteristics, and related factors such as reliability. Technology has informed the cost related support to decision makers interested in risk and budget insight. This traditional emphasis on technology occurs even though it is well established that complex aerospace systems costs are mostly about indirect costs, with likely only partial influence in these indirect costs being due to the more visible technology products. Organizational considerations, processes/practices, and indirect costs are traditionally derived ("wrapped") only by relationship to tangible product characteristics. This traditional approach works well as long as it is understood that no significant changes, and by relation no significant improvements, are being pursued in the area of either the government acquisition or industry?s indirect costs. In this sense then, most launch systems cost models ignore most costs. The alternative was implemented in this LCC study, whereby the approach considered technology and process/practices in balance, with as much detail for one as the other. This RBS LCC study has avoided point-designs, for now, instead emphasizing exploring the trade-space of potential technology advances joined with potential process/practice advances. Given the range of decisions, and all their combinations, it was necessary to create a model of the original model and use genetic algorithms to explore results. A strong business case occurs when viable paths are identified for an affordable up-front investment, and these paths can credibly achieve affordable, responsive operations, characterized by smaller direct touch labor efforts at the wing level from flight to flight. The results supporting this approach, its potential, and its conclusions are presented here.

Zapata, Edgar↗

DOE OSTI2015

2015 Summary Report on Industrial and Regulatory Engagement Activities

The Advanced Instrumentation, Information, and Control (II&C) Systems Technologies pathway of the Light Water Reactor Sustainability(LWRS) Program conducts a vigorous engagement strategy with the U.S. nuclear power industry, including the nuclear operating companies, major support organizations, the Nuclear Regulatory Commission (NRC), and suppliers. The goal of this engagement strategy is to develop a shared vision and common understanding across the nuclear industry of the need for II&C modernization, the performance improvement that can be obtained, and the opportunities for collaboration to enact this vision. The primary means of engaging the nuclear operating companies is through a Utility Working Group (UWG), composed of utility representatives that participate in formal meetings and bi-monthly phone calls to provide input on nuclear plant needs and priorities for II&C technologies. Two working groups were initiated during FY 2015 to provide a means for UWG members to focus on particular technologies of interest. The Outage Improvement Working Group consists of eight utilities that participate in periodic conference calls and have access to a share-point web page for acccess to project materials developed in the Advanced Outage Control Center pilot project. In the area of computer-based procedures and automated work packages, the II&C Pathway has worked with the Nuclear Information Technology Strategic Leadership (NITSL) to set up a monthly conference call with interested utility members to discuss various aspects of mobile worker technologies. Twenty one technical and project reports were delivered to the UWG during FY 2015, reflecting the work of the II&C Pathway pilot projects during the year. Distribution of these reports is one of the primary means of transferring to the nuclear industry the knowledge and experience gained during the development of advanced II&C technologies in support of LWR sustainability. Site visits to discuss pilot project activities and future plans were made to Arizona Public Service, Exelon, Duke Energy, Pacific Gas & Electric, SCANA, Southern Nuclear, South Texas Project, STARS Alliance, Tennessee Valley Authority, and Xcel. Discussions were also held on the pathway goals and activities with major industry support organizations during FY 2102, including the Institute of Nuclear Power Operations (INPO), the Nuclear Information Technology Strategic Leadership (NITSL), the Nuclear Energy Institute (NEI), and the Electric Power Research Institute. The Advanced II&C Pathway work was presented at five major industry conferences and Informal discussions were held with key NRC managers at industry conferences. In addition, discussions were held with NRC senior managers on digital regulatory issues through participation on the NEI Digital I&C Working Group. Meetings were held with major industry suppliers and consultants, to explore opportunities for collaboration and to provide a means of pilot project technology transfer. In the international area, discussions were held with Electricite’ de France (EdF) concerning possible collaboration in the area NPP configuration control using intelligent wireless devices.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗

NASA NTRS1983

Technology for large space systems: A bibliography with indexes (supplement 09)

This bibliography lists 414 reports, articles and other documents introduced into the NASA scientific and technical information system between January 1, 1983 and June 30, 1983. Information on technology development and mission design in the area of Large Space System Technology is provided. Subject matter is grouped according to systems, interactive analysis and design, structural and thermal analysis and design, structural concepts and control systems, electronics. advanced materials, assembly concepts, propulsion, and solar power satellite systems.

Source record↗

NASA NTRS1990

Real-time data system: Incorporating new technology in mission critical environments

If the Space Station Freedom is to remain viable over its 30-year life span, it must be able to incorporate new information systems technologies. These technologies are necessary to enhance mission effectiveness and to enable new NASA missions, such as supporting the Lunar-Mars Initiative. Hi-definition television (HDTV), neural nets, model-based reasoning, advanced languages, CPU designs, and computer networking standards are areas which have been forecasted to make major strides in the next 30 years. A major challenge to NASA is to bring these technologies online without compromising mission safety. In past programs, NASA managers have been understandably reluctant to rely on new technologies for mission critical activities until they are proven in noncritical areas. NASA must develop strategies to allow inflight confidence building and migration of technologies into the trusted tool base. NASA has successfully met this challenge and developed a winning strategy in the Space Shuttle Mission Control Center. This facility, which is clearly among NASA's most critical, is based on 1970's mainframe architecture. Changes to the mainframe are very expensive due to the extensive testing required to prove that changes do not have unanticipated impact on critical processes. Systematic improvement efforts in this facility have been delayed due to this 'risk to change.' In the real-time data system (RTDS) we have introduced a network of engineering computer workstations which run in parallel to the mainframe system. These workstations are located next to flight controller operating positions in mission control and, in some cases, the display units are mounted in the traditional mainframe consoles. This system incorporates several major improvements over the mainframe consoles including automated fault detection by real-time expert systems and color graphic animated schematics of subsystems driven by real-time telemetry. The workstations have the capability of recording telemetry data and providing 'instant replay' for flight controllers. RTDS also provides unique graphics animated by real-time telemetry such as workstation emulation of the shuttle's flight instruments and displays of the remote manipulator system (RMS) position. These systems have been used successfully as prime operational tools since STS-26 and have supported seven shuttle missions.

Muratore, John F.↗

DOE OSTI2021

Trends in best-in-class energy-efficient technologies for room air conditioners

Improving the efficiency of room air conditioners (RACs) could provide significant energy and associated emissions savings, particularly in emerging economies with hot climates where the cooling demand is expected to increase dramatically. To help accelerate efficiency improvements, this study identifies “best-in-class” high-efficiency RAC components and products. The findings show that manufacturers tend to minimize manufacturing costs by using RAC designs that are readily available or standardized to their production, and they share components across various models. High-efficiency RAC models use advanced compressor technologies optimized at a low frequency, large heat exchangers with thermodynamically effective materials and designs, highly efficient direct current fan motors, advanced metering devices, and smart sensors for temperature and humidity control. Recently RAC manufacturers have been improving seasonal efficiency – better reflecting part-load operation – especially via variable-speed (inverter) drives for compressor motors. Recent highest-efficiency RAC models use low global warming potential (GWP) refrigerants, having transitioned from conventional high-GWP refrigerants, in regions where RACs that use these low-GWP refrigerants are commercially available. Recently demonstrated innovative technologies show trends toward smart hybrid designs, evaporative cooling, and solid-state materials beyond the conventional vapor-compression technology. This information could help policymakers improve their RAC market-transformation programs to align with the most-efficient global technology.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗

NASA NTRS2022

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗

NASA NTRSDate not supplied

Coordinating Innovative Technology Development at NASA

Innovation requires continually using and coordinating new knowledge on the current, anticipated, and even unanticipated developments in a given area. You do not want to simply repeat what others are doing, so you must remain aware of other activities in your area of interest. You also have to maintain awareness of where the cutting edge is, because the limit of what’s possible is continually pushed and redefined. Finally, “smart” innovation involves not only seeking innovative solutions to anticipated problems but also being prepared to respond to unanticipated problems or even unanticipated solutions. As the leading U.S. agency for aeronautics development, cutting-edge scientific discovery, and human space exploration, the National Aeronautics and Space Administration (NASA) must remain at the forefront of innovation. NASA enables innovation in technology development through a coordinated effort among its internal mission directorates and its partners in government, commercial, and academic sectors. As an independent office, NASA’s Office of Technology, Policy, and Strategy (OTPS) provides the coordination effort necessary to ensure innovation. OTPS uses and coordinates inputs from a broad community of experts. With these inputs, OTPS identifies and communicates shared needs and opportunities for partnership. OTPS provides strategic advice to synergize and ultimately facilitate innovative technology development both within and outside NASA. This paper summarizes NASA’s approach to ensuring innovation through a deliberately coordinated effort. In this paper, we first provide examples of how this coordination has enabled innovative technology development. We then describe how NASA’s mission directorates use input from a broad community of experts to inform innovative technology development. Finally, we describe OTPS’s role in coordinating inputs from both internal and external experts, including standardizing communication about technology developments, facilitating conversations with external partners on shared technology needs and solutions, and advising on strategies and policies to ensure innovative technology development. This paper can help members of the aerospace community understand their role in NASA’s innovation efforts and how to engage OTPS in conversations about potential partnership.

Erica Rodgers↗