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At least 1,405 records · Page 78

Neighborhood Keeper Program Review

Dragos provided INL access to their Neighborhood Keeper platform, which contains simulated data, sample reports given to utilities, and access to anonymized program data that is sent from utilities to the cloud. Dragos has specifically asked INL to review the available data and respond to the following questions: 1) What detections or combinations of detections are most useful? 2) What additional analysis would benefit the electricity subsector? 3) How could Neighborhood Keeper reporting be modified to benefit the electricity subsector? 4) What lessons learned from the Cybersecurity for the Operational Technology Environment (CyOTE) program could be provided? 5) Based on INL’s experience with utilities, are there lessons learned about data sharing that could be provided? 6) Are there recommendations that could benefit the electricity subsector?

24 POWER TRANSMISSION AND DISTRIBUTION↗

Improving Our Odds: Success through Continuous Risk Management

Launching a rocket, running a business, driving to work and even day-to-day living all involve some degree of risk. Risk is ever present yet not always recognized, adequately assessed and appropriately mitigated. Identification, assessment and mitigation of risk are elements of the risk management component of the "continuous improvement" way of life that has become a hallmark of successful and progressive enterprises. While the application of risk management techniques to provide continuous improvement may be detailed and extensive, the philosophy, ideals and tools can be beneficially applied to all situations. Experiences with the use of risk identification, assessment and mitigation techniques for complex systems and processes are described. System safety efforts and tools used to examine potential risks of the Ares I First Stage of NASA s new Constellation Crew Launch Vehicle (CLV) presently being designed are noted as examples. Recommendations from lessons learned are provided for the application of risk management during the development of new systems as well as for the improvement of existing systems. Lessons learned and suggestions given are also examined for applicability to simple systems, uncomplicated processes and routine personal daily tasks. This paper informs the reader of varied uses of risk management efforts and techniques to identify, assess and mitigate risk for improvement of products, success of business, protection of people and enhancement of personal life.

Greenhalgh, Phillip O.↗

NASA Workshop on Hybrid (Mixed-Actuator) Spacecraft Attitude Control

At the request of the Science Mission Directorate Chief Engineer, the NASA Technical Fellow for Guidance, Navigation & Control assembled and facilitated a workshop on Spacecraft Hybrid Attitude Control. This multi-Center, academic, and industry workshop, sponsored by the NASA Engineering and Safety Center (NESC), was held in April 2013 to unite nationwide experts to present and discuss the various innovative solutions, techniques, and lessons learned regarding the development and implementation of the various hybrid attitude control system solutions investigated or implemented. This report attempts to document these key lessons learned with the 16 findings and 9 NESC recommendations.

Dennehy, Cornelius J.↗

Cyber-Informed Engineering: Cybersecurity for Microgrids Workshop Workbook

This case study workbook provides a hypothetical project to support discussion and application of the principles for Cyber-Informed Engineering. Participants in the workshop are encouraged to use the workbook to capture insights and lessons learned. The provided attachment to this workbook contains the visuals for the hypothetical project scope and is used by participants as they capture insights and lessons learned. Though some elements of this scenario are provided for consideration, there are likely key facts which have been omitted or may be unclear. Participants are encouraged to make any needed assumptions about the project to enable application of the CIE principles. Though this project is based on real-world case studies, it is fictional.

24 POWER TRANSMISSION AND DISTRIBUTION↗

Cooper-Harper Experience Report for Spacecraft Handling Qualities Applications

A synopsis of experience from the fixed-wing and rotary-wing aircraft communities in handling qualities development and the use of the Cooper-Harper pilot rating scale is presented as background for spacecraft handling qualities research, development, test, and evaluation (RDT&E). In addition, handling qualities experiences and lessons-learned from previous United States (US) spacecraft developments are reviewed. This report is intended to provide a central location for references, best practices, and lessons-learned to guide current and future spacecraft handling qualities RDT&E.

Bailey, Randall E.↗

U.S. Spacesuit Legacy: Maintaining it for the Future

The history of US Spacesuit development and use is rich with information on lessons learned, and constitutes a valuable legacy to those designing spacesuits for the future, as well as educators, students and the general public. The genesis of lessons learned is best understood by studying the evolution of past spacesuit programs how the challenges and pressures of the times influenced the direction of the various spacesuit programs. This paper will show how the legacy of various programs evolved in response to these forces. Important aspects of how this rich U.S. spacesuit legacy is being preserved today will be described, including the archiving of spacesuit hardware, important documents, videos, oral history, and the rapidly expanding US Spacesuit Knowledge Capture program.

Chullen, Cinda↗

Elevating Engagement: Insights for Energy Infrastructure Siting from Oregon Literature

Our study conducts a meta-synthesis of existing Oregon-based literature on stakeholder and community engagement methods across a variety of contexts to identify best practices and lessons learned to inform future engagement processes for Oregon’s energy siting. We analyze and synthesize these strategies to understand what has worked well across engagement practices and how we can integrate and learn from a variety of methods to develop more effective practices for engagement moving forward. We look at the successes and challenges for each method, applying lessons learned to the pre-permitting phase of energy development and infrastructure planning in Oregon. Our results synthesize key recommendations for engagement in the pre-permitting phase for energy infrastructure siting in Oregon, such as consensus and relationship building, local partnerships, and background research to understand community context.

energy infrastructure↗

U.S. Spacesuit Legacy: Maintaining it for the Future

The history of U.S. spacesuit development and its use are rich with information on lessons learned, and constitutes a valuable legacy to those designing spacesuits for the future, as well as to educators, students, and the general public. The genesis of lessons learned is best understood by studying the evolution of past spacesuit programs - how the challenges and pressures of the times influenced the direction of the various spacesuit programs. This paper shows how the legacy of various spacesuit-related programs evolved in response to these forces. Important aspects of how this U.S. spacesuit legacy is being preserved today is described, including the archiving of spacesuit hardware, important documents, videos, oral history, and the rapidly expanding U.S. Spacesuit Knowledge Capture program.

Chullen, Cinda↗

CYGNSS: Lessons We are Learning from a Class D Mission

CYGNSS: Lessons Learned from NASA Class D Mission and how they selected their parts for the program to include balance between cost, risk, schedule and technology available as well as balancing cost restraints with mission risk profile.

Class D Missions↗

Re-Engineering the Multimission Command System at the Jet Propulsion Laboratory

This paper will discuss the design and implementation of the command software, especially trade-offs and lessons learned from practical operational use in JPL's Advanced Multimission Operations System.The command system provides an advanced multimission environment for secure, concurrent commanding of multiple spacecraft. The lessons learned have resulted in a re-engineering of the command system, especially in its user interface and new automation capabilities. This paper will also discuss new development work including a multimission command database toolkit, a universal command translator for sequencing and real-time commands, and incorporation of telecommand capabilities for new missions.

re-engineering↗

The Importance of Workplace Book Clubs to Start Idea Discussions and Changing Workplace Culture

Many of the ideas presented at this workshop will focus on larger initiatives for addressing IDEA; here we present a more focused effort to start discussions about IDEA, including changing workplace culture – a book club. A book club can be implemented at any size institute, department, or university with minimal resources. While this is not meant to replace any larger initiatives that are desperately needed, this is a way to start discussions within an organization to both change culture, build relationships and camaraderie among the participants, and increase management’s awareness of different direct approaches to addressing diversity and inclusion. It also has the advantage of being detached from the lived day-to-day experience at the organization and therefore provides a more neutral ground to think about and become aware of topics that might raise a plethora of uncomfortable feelings in those discussing them. There are different approaches to implementing a book club depending on the specific goals or needs of an organization – these can include who participates (such as management versus departments or sections versus colleagues outside your organization), the types of books or journal articles chosen, the schedule, and whether it is optional vs. required, among others. Here we discuss some of the approaches we have implemented at our institutions in setting up diversity-focused book clubs, including some lessons learned. We will specifically use a manager’s book club and an employee driven book club (called UnBinding Bias) as two detailed examples. Finally, we end with lessons learned from our experiences.

J Filiberto↗

The Collection, Usage, and Preliminary Examination of the Apollo Sample Suite: Lessons for Artemis

Apollo Sample Collection and Usage: From 1969 to 1972 there were six Apollo missions to the surface of the Moon during which the astronauts collected 382 kg of rock and regolith (~2200 samples). The samples collected fall into these general categories: rocks (~66% by mass), rake samples (~4%), bulk regolith (~24%), and specialty regolith (deep drill cores, drive tubes, sealed bulk regolith) samples (~6%). In each category there are a variety of different subtypes available for study, e.g., among the bulk regolith samples there are also skim, trench, and (partially) shaded regolith samples each sampling unique types or depths of regolith. This variety of subsamples has enabled a multitude of different studies over the past 55 years (>3400 individual requests). We are still averaging ~50 unique requests and have allocated >500 individual Apollo samples annually for the past 10 years (2020 excepted). Looking at the 4,675 non-ANGSA (Apollo Next Generation Sample Analysis) samples allocated over the past 10 years, the proportions of allocated samples do not precisely align with the abundance (by mass) of those samples withing the collection: Rock (69.4 %); Rake (10.8 %); Bulk Regolith (15.5 %); Drive Tube (3.3 %); Core/Specialty (1.0 %). Apollo Preliminary Examination (PE): The PE process differs significantly for the various sample types enumerated above; we focus on regolith and rock samples here. During the Apollo mission era, the PE process evolved over the course of the missions; below is what was done for the Apollo 17 mission. For regolith samples, the PE process was: (1) documented bags containing regolith are opened, photographed, and described; (2) large rocks are removed and treated separately; (3) 25% to 33% of the bulk soil is scooped out, weighed, and stored in reserve; (4) the remaining sample is sieved to produce the size fractions <1, 1- 2, 2-4, and 4-10 mm, all of which are weighed. For rock samples, the process is: (1) removing rocks from the container(s) it came back from the Moon in; (2) rematching any materials that spalled off the rock to their original location; (3) numbering, weighing, and basic photographic documentation; (4) dusting with a gentle N2 gas jet; (5) Orthogonal photography; (6) detailed description of the textures and features of the rock; (7) rock modelling and measurement; (8) stereophotography; (9) determination of the orientation of the rock on the lunar surface. Drive tubes and deep drill cores were not characterized during PE beyond an initial weight and a sketch of the interior tube materials derived from 2D medical X-ray images. Catalogs: The ongoing utility of the Apollo samples is enabled by the robust cataloguing process for the samples [3-5], which allows the scientific community to accurately request samples uniquely suited to their proposed studies. A common misconception, however, is the amount of detail that goes into the initial catalog (e.g., [6]) for a collection from the preliminary examination (PE) period, versus what goes into the catalogs that come later in the life cycle of the samples from that mission (e.g., [7]). The only required data for a PE catalog is a weight, a basic photograph, and a description of the nature of the sample. Artemis PE: Over the past few years, the ongoing ANGSA project studied previously unopened Apollo 17 double drive tube samples 73001/2 [1], and a PE of the drive tubes was done. The PE took the existing core dissection process (developed during PE of Apollo cores in the 1970s, 1980s), and modernized it [7]. The main lesson from the ANGSA PE relative to future missions was that the physical work done during PE of lunar samples has not changed much over the past 5 decades. The use of “modern” technology during PE (e.g., XCT; multispectral analyses) resulted in an enhanced initial understanding of the 73001 and 73002 drive tubes, but greatly increased the time required. The lessons learned from recent astromaterial PEs (e.g., ANGSA and OREx) are important to consider when planning for Artemis, but the unique nature of the Artemis Campaign means many lessons learned from these mission will not be applicable. Given the time constraints (6 months) and likely number of samples that will be returned by Artemis (>200), the Artemis PE catalog will necessarily look much more like [4] than [6].

J Gross↗

European Union's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement - but are differentiated from - other international power sector initiatives such as the Breakthrough Agenda - whose broad purpose is to raise collective ambition - and the Global Power System Transformation (G-PST) Consortium - whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

decarbonization↗

Chile's Action Plan for Power Sector Decarbonization

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from - other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

Chile↗

Australia's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

Australia↗

India's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

decarbonization↗

United Kingdom's Action Plan for Power Sector Decarbonisation

A collaborative report from the Clean Energy Ministerial (CEM) on Lessons Learned for Rapid Decarbonization of Power Sectors was delivered to energy ministers and presented at CEM13 in the United States in September 2022. In light of these lessons learned and discussed at CEM13, several countries signaled intent to develop Action Plans for power sector decarbonization that will be presented at CEM14 in India. These action plans complement but are differentiated from other international power sector initiatives such as the Breakthrough Agenda whose broad purpose is to raise collective ambition and the Global Power System Transformation (G-PST) Consortium whose goals are to convene power system operators to accelerate research innovations and foster peer learning. These action plans, supported by the 21st Century Power Partnership (21CPP) and other CEM workstreams via direct technical assistance and capacity building, are instead intended to focus on implementation actions given each country's existing power sector goals and activities and are an opportunity for countries to display leadership in power sector decarbonization. These action plans are voluntary, developed by each country individually, and can be viewed as a living document that is subject to change.

decarbonization↗

Preparing Cassini Uplink Operations for Extended Mission

The Cassini-Huygens Mission to Saturn and Titan, a joint venture between the National Aeronautics and Space Administration, the European Space Agency, and the Italian Space Agency, is conducting a four-year, prime mission exploring the Saturnian system, including its atmosphere, rings, magnetosphere, moons and icy satellites. Launched in 1997, Cassini began its prime mission in 2004. Cassini is now preparing for a new era, a two-year extended mission to revisit many of the highlights and new discoveries made during the prime mission. Because of the light time delay from Earth to Saturn, and the time needed to coordinate the complicated science and engineering activities that take place on the spacecraft, commanding on Cassini is done in approximately 40-day intervals known as sequences. The Cassini Uplink Operations team is responsible for the final development and validation of the pointing profile and instrument and spacecraft commands that are contained in a sequence. During this final analysis prior to uplink to the spacecraft, thorough and exact evaluation is necessary to ensure there are no mistakes during commanding. In order to perform this evaluation, complete and refined processes and procedures are fundamental. The Uplink Operations team is also responsible for anomaly response during sequence execution, a process in which critical decisions often are made in real-time. Recent anomalies on other spacecraft missions have highlighted two major risks in the operations process: (1) personnel turnover and the retirement of critical knowledge and (2) aging, outdated operations procedures. If other missions are a good barometer, the Cassini extended mission will be presented with a high personnel turnover of the Cassini flight team, which could lead to a loss of expertise that has been essential to the success of the prime mission. In order to prepare the Cassini Uplink Operations Team for this possibility and to continue to develop and operate safe science and engineering sequences, a review and major update of the current documentation and operations procedures was needed. This paper will address the changes made to extended mission sequence generation processes primarily due to new restrictions in spacecraft operating capability and lessons learned from prime mission. In addition, it will address the state of the prime mission operations procedures, the philosophy changes and updates that were made to those procedures in response to process improvement, and the validation of those new procedures through the training of current and new personnel. And lastly, it will address the lessons learned throughout prime mission and how the Uplink Operations team chose to incorporate those lessons into the working documentation and team knowledge. This incorporation was necessary to facilitate the success of the extended mission with potentially all new personnel at some point prior to the end of the mission.

Maxwell, Jennifer L.↗