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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 127 records · Page 7
All sourcesNASA NTRSDOE OSTI
NASA NTRS2000

NASA University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA:s objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA:s Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.* This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.

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NASA NTRS2001

University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA' objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

Source record↗
NASA NTRS2002

University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Education Division/FE, Office of Human Resources and Education.

Gans, Gary↗
NASA NTRS2004

University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

Gans, Gary↗
DOE OSTI2021

Integrated Energy Systems Program Management Plan

In 2012, the U.S. Department of Energy (DOE) Office of Nuclear Energy (NE) initiated the Nuclear Energy Enabling Technology Program, which includes the Crosscutting Technology Development (CTD) portfolio of subprograms, to conduct research, development, and demonstration (RD&D) to support existing, new and advanced reactor designs and fuel cycle technologies. This program plan describes the Integrated Energy Systems (IES) Program, an element of the CTD portfolio since 2016 that seeks to improve the economic competitiveness, efficiency and environmental performance of nuclear energy systems by expanding their potential application space beyond electricity and optimizing their utilization in the context of the larger U.S. electric and non-electric energy system.

08 HYDROGEN↗
NASA NTRS1968

Apollo Program Management, Kennedy Space Center, Florida

The evolution of the Kennedy Space Center as the launch organization for Apollo/ Saturn V involved the concurrent solution of numerous complex problems. A significant increase in manpower was involved. Large and complex checkout and launch facilities were to be designed and constructed. Expansion of operational capabilities required the establishment and integration of a Government-Contractor operational team. From an initial cadre of approximately 200 civil service personnel of the Army Ballistic Missile Agency, transferred to NASA in 1960 following its establishment, expansion to the present civil service level of 2,900 occurred in the last seven years. Established within NASA as a directorate of the Marshall Space Flight Center, KSC achieved center status in 1962. With its designation as a Center, KSC accomplished the development and staffing of an organization that could perform procurement, resources, financial, and other management requirements formerly provided by the parent organization. In addition to continuing launch operations for established programs, KSC undertook the design and construction of large, new, and unique launch facilities for Apollo/Saturn V. With the expansion of the civil service work force, KSC integrated contractor organizations employing 23,000 personnel at the Center to perform specific operational and support missions under the technical supervision and observation of the Government team. The management techniques, organizational concepts, and continuing efforts utilized to meet the Apollo goals and challenges are discussed in this document.

Source record↗
DOE OSTI2024

Customer enrollment and participation in building demand management programs: A review of key factors

Increasing the efficiency and flexibility of electricity demand is necessary for ensuring a cost-effective and reliable transition to zero-carbon electricity systems. Such demand-side management (DSM) resources have been procured by utilities for decades via energy efficiency and demand response programs; however, the key drivers of program enrollment and customer participation levels remain poorly understood — even as governments and grid planners seek to scale up the deployment of DSM assets to meet climate targets. Here we systematically review the evidence on multiple factors that may influence customer enrollment and participation in building DSM programs, focusing primarily on residential and commercial buildings. We examine the contexts in which relationships between DSM factors and outcomes are most often explored and with which methods; we also score the strength, direction, and internal consistency of each factor's reported impact on the enrollment and participation outcomes. We find that studies most commonly assess the effects of economic incentives for load flexibility on program participation levels, often using simulation-based methods in lieu of measured data. Few studies focus on program enrollment outcomes or regulatory drivers of either enrollment or participation, and gaps are also evident in the coverage of emerging DSM opportunities like load electrification. Removal of structural barriers (e.g., the lack of controls infrastructure) and the use of third party services (e.g., load aggregators) are the factors with the largest positive impacts on DSM outcomes, but no single factor emerges as clearly most impactful. For a given factor, the range of reported impacts typically varies widely across the relevant studies reviewed. Our findings provide a snapshot of the state of knowledge about building DSM and customer decision-making, and they expose key gaps in understanding that must be filled if building DSM is to expand as a critical resource for operating clean power grids.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2017

Updated Stormwater Management Program Plan: For coverage under the National Pollutant Discharge Elimination System Municipal Separate Storm Sewer System Permit for stormwater discharges within the Middle Rio Grande Watershed (v.3)

The SWMPP describes the best management practices (BMPs) employed at SNL, measurable goals, and anticipated implementation dates for compliance with the Permit requirements to ensure that stormwater discharges from the SNL MS4 do not contribute pollutants to Waters of the United States (WOTUS), namely the Tijeras Arroyo and the Rio Grande. The SWMPP is updated annually, and as necessary, to include new information and/or document the development, implementation and assessment of program elements, as required in Part III.B of the Permit. Version 3 of the SWMPP documents compliance activities and program elements developed and implemented between July 1, 2016 and June 30, 2017; it is required to be submitted on or before December 1, 2017.

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
NASA NTRS1987

USBI Booster Production Company's Hazardous Waste Management Program at the Kennedy Space Center, FL

In response to the hazardous-waste generating processes associated with the launch of the Space Shuttle, a hazardous waste management plan has been developed. It includes waste recycling, product substitution, waste treatment, and waste minimization at the source. Waste material resulting from the preparation of the nonmotor segments of the solid rocket boosters include waste paints (primer, topcoats), waste solvents (methylene chloride, freon, acetone, toluene), waste inorganic compounds (aluminum anodizing compound, fixer), and others. Ways in which these materials are contended with at the Kennedy Space Center are discussed.

Venuto, Charles↗
DOE OSTI2021

Your Role as a Program Manager in Pit Production Mission Integration (PPMI-DO)

PPMI is responsible for integrating the planning, execution, and reporting for LANL’s Pit Manufacturing efforts, surplus plutonium disposition activities, the Material Recycle and Recovery (MR&R) program, and other programs of national significance. Our programmatic sponsors rely on PPMI to capitalize on the unique capabilities and expertise in PF-4 (the only Security Cat I/Haz Cat II Pu processing facility in the Nation) and other vital facilities across the laboratory to deliver on mission critical products in support of National Security.

42 ENGINEERING↗
DOE OSTI2016

TH-EF-BRC-04: Quality Management Program

This Hands-on Workshop will be focused on providing participants with experience with the principal tools of TG 100 and hence start to build both competence and confidence in the use of risk-based quality management techniques. The three principal tools forming the basis of TG 100’s risk analysis: Process mapping, Failure-Modes and Effects Analysis and fault-tree analysis will be introduced with a 5 minute refresher presentation and each presentation will be followed by a 30 minute small group exercise. An exercise on developing QM from the risk analysis follows. During the exercise periods, participants will apply the principles in 2 different clinical scenarios. At the conclusion of each exercise there will be ample time for participants to discuss with each other and the faculty their experience and any challenges encountered. Learning Objectives: To review the principles of Process Mapping, Failure Modes and Effects Analysis and Fault Tree Analysis. To gain familiarity with these three techniques in a small group setting. To share and discuss experiences with the three techniques with faculty and participants. Director, TreatSafely, LLC. Director, Center for the Assessment of Radiological Sciences. Occasional Consultant to the IAEA and Varian.

60 APPLIED LIFE SCIENCES↗
NASA NTRS2002

Making Sense of Rocket Science - Building NASA's Knowledge Management Program

The National Aeronautics and Space Administration (NASA) has launched a range of KM activities-from deploying intelligent "know-bots" across millions of electronic sources to ensuring tacit knowledge is transferred across generations. The strategy and implementation focuses on managing NASA's wealth of explicit knowledge, enabling remote collaboration for international teams, and enhancing capture of the key knowledge of the workforce. An in-depth view of the work being done at the Jet Propulsion Laboratory (JPL) shows the integration of academic studies and practical applications to architect, develop, and deploy KM systems in the areas of document management, electronic archives, information lifecycles, authoring environments, enterprise information portals, search engines, experts directories, collaborative tools, and in-process decision capture. These systems, together, comprise JPL's architecture to capture, organize, store, and distribute key learnings for the U.S. exploration of space.

knowledge management organizational learning NASA ↗
NASA NTRS1990

Final Design for a Comprehensive Orbital Debris Management Program

The rationale and specifics for the design of a comprehensive program for the control of orbital debris, as well as details of the various components of the overall plan, are described. The problem of orbital debris has been steadily worsening since the first successful launch in 1957. The hazards posed by orbital debris suggest the need for a progressive plan for the prevention of future debris, as well as the reduction of the current debris level. The proposed debris management plan includes debris removal systems and preventative techniques and policies. The debris removal is directed at improving the current debris environment. Because of the variance in sizes of debris, a single system cannot reasonably remove all kinds of debris. An active removal system, which deliberately retrieves targeted debris from known orbits, was determined to be effective in the disposal of debris tracked directly from earth. However, no effective system is currently available to remove the untrackable debris. The debris program is intended to protect the orbital environment from future abuses. This portion of the plan involves various environment from future abuses. This portion of the plan involves various methods and rules for future prevention of debris. The preventative techniques are protective methods that can be used in future design of payloads. The prevention policies are rules which should be employed to force the prevention of orbital debris.

Source record↗
DOE OSTI2016

Federal Energy Management Program FY 2017 Budget At-A-Glance

With more than 350,000 buildings and 600,000 vehicles, the federal government is America’s largest single energy consumer. There is a tremendous opportunity and responsibility to lead by example in cutting energy waste and advancing America’s clean energy future. The progress the federal government has made to date, through public-private partnerships and successful approaches, should be leveraged to show leadership to the nation and continue to make significant contributions to our national energy and environmental goals.

FEMP, Budget, Finance, FY 2017, Federal Management↗