Engineering Papers⌕ Search

SEARCH · Engineering Papers

Results for “Program management”

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.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 1,603 records · Page 89
All sourcesNASA NTRSDOE OSTI
NASA NTRS2003

Academy Sharing Knowledge (ASK). The NASA Source for Project Management Magazine, Volume 11, March 2003

APPL is a research-based organization that serves NASA program and project managers, as well as project teams, at every level of development. In 1997, APPL was created from an earlier program to underscore the importance that NASA places on project management and project teams through a wide variety of products and services, including knowledge sharing, classroom and online courses, career development guidance, performance support, university partnerships, and advanced technology tools. ASK Magazine grew out of APPL's Knowledge Sharing Initiative. The stories that appear in ASK are written by the 'best of the best' project managers, primarily from NASA, but also from other government agencies and industry. Contributors to this issue include: Teresa Bailey, a librarian at the Jet Propulsion Laboratory, Roy Malone, Deputy Director in the Safety and Mission Assurance (S&MA) Office at the NASA Marshall Space Flight Center (MSFC), W. Scott Cameron, Capital Systems Manager for the Food and Beverage Global Business Unit of Procter and Gamble, Ray Morgan, recent retiree as Vice President of AeroVironment, Inc., Marty Davis, Program Manager of the Geostationary Operational Environmental Satellite (GOES) at the NASA Goddard Space Flight Center (GSFC) in Greenbelt, Maryland, Todd Post, editor of ASK Magazine, and works for EduTech Ltd. in Silver Spring, Maryland, Dr. Owen Gadeken, professor of Engineering Management at the Defense Acquisition University, Ken Schwer, currently the Project Manager of Solar Dynamics Observatory, Dr. Edward Hoffmwan, Director of the NASA Academy of Program and Project Leadership, Frank Snow, a member of the NASA Explorer Program at Goddard Space Flight Center since 1992, Dr. Alexander Laufer, Editor-in-Chief of ASK Magazine and a member of the Advisory Board of the NASA Academy of Program and Project Leadership, Judy Stokley, presently Air Force Program Executive Officer for Weapons in Washington, D.C. and Terry Little, Director of the Kinetic Energy Boost Office of the Missile Defense Agency.

Source record↗
NASA NTRS1992

Enhancements to the Design Manager's Aide for Intelligent Decomposition (DeMAID)

This paper discusses the addition of two new enhancements to the program Design Manager's Aide for Intelligent Decomposition (DeMAID). DeMAID is a knowledge-based tool used to aid a design manager in understanding the interactions among the tasks of a complex design problem. This is done by ordering the tasks to minimize feedback, determining the participating subsystems, and displaying them in an easily understood format. The two new enhancements include (1) rules for ordering a complex assembly process and (2) rules for determining which analysis tasks must be re-executed to compute the output of one task based on a change in input to that or another task.

Rogers, James L.↗
NASA NTRS1992

Enhancements to the Design Manager's Aide for Intelligent Decomposition (DeMaid)

This paper discusses the addition of two new enhancements to the program Design Manager's Aide for Intelligent Decomposition (DeMAID). DeMAID is a knowledge-based tool used to aid a design manager in understanding the interactions among the tasks of a complex design problem. This is done by ordering the tasks to minimize feedback, determining the participating subsystems, and displaying them in an easily understood format. The two new enhancements include (1) rules for ordering a complex assembly process and (2) rules for determining which analysis tasks must be re-executed to compute the output of one task based on a change in input to that or another task.

Rogers, James L.↗
DOE OSTI2024

Application of Process Chemical Modeling to Optimize Radioactive Waste Disposal at the Savannah River Site – 24242

The Liquid Waste Program (LWP) managed by Savannah River Mission Completion (SRMC) is responsible for the treatment and disposal of waste at the Savannah River Site (SRS). Radioactive waste at SRS is stored and processed at four key facilities – each with their respective functions to store, blend, grout, or vitrify waste. The tank farm, where waste is stored, consists primarily of legacy waste with new material incoming from the Accelerated Basin De-inventory program (ABD), which is managed by Savannah River Nuclear Solutions (SRNS). System planning is done by SRNS and SRMC to optimize ABD and LWP operations, respectively.

Georgiou, Andreas↗
DOE OSTI2013

Teaching Radioactive Waste Management in an Undergraduate Engineering Program - 13269

The University of Ontario Institute of Technology is Ontario's newest university and the only one in Canada that offers an accredited Bachelor of Nuclear Engineering (Honours) degree. The nuclear engineering program consists of 48 full-semester courses, including one on radioactive waste management. This is a design course that challenges young engineers to develop a fundamental understanding of how to manage the storage and disposal of various types and forms of radioactive waste, and to recognize the social consequences of their practices and decisions. Students are tasked with developing a major project based on an environmental assessment of a simple conceptual design for a waste disposal facility. They use collaborative learning and self-directed exploration to gain the requisite knowledge of the waste management system. The project constitutes 70% of their mark, but is broken down into several small components that include, an environmental assessment comprehensive study report, a technical review, a facility design, and a public defense of their proposal. Many aspects of the project mirror industry team project situations, including the various levels of participation. The success of the students is correlated with their engagement in the project, the highest final examination scores achieved by students with the strongest effort in the project. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2018

DMS Program Runner Service

The DMS Program Runner (MultiProgRunner) is a Windows Service that can be configured to start specific programs on a regular interval. In the Proteomics Research Information and Management System (PRISM) the DMS Program runner Service is used to run manager programs at regular intervals.

Monroe, Matthew↗
NASA NTRS1988

Space Station Freedom - Technical and management challenges

The development of the Space Station is reviewed, focusing on the technical and managerial aspects of the program. The optimization of the Space Station configuration, utilization impacts on design, technical aspects of the distribution systems, and the problems of designing for a lifetime of 30 years or more are discussed. In addition, cost reduction studies, testing and verification, determining the assembly sequence, and operational communications and support systems are examined. Managerial aspects of the program include organization, program control, management tools and processes, and the integration of elements from the international partners.

Moser, Thomas L.↗
NASA NTRS2008

NASA's In Space Propulsion Technology Program Accomplishments and Lessons Learned

NASA's In-Space Propulsion Technology (ISPT) Program was managed for 5 years at the NASA MSFC and significant strides were made in the advancement of key transportation technologies that will enable or enhance future robotic science and deep space exploration missions. At the program's inception, a set of technology investment priorities were established using an NASA-wide, mission-driven prioritization process and, for the most part, these priorities changed little - thus allowing a consistent framework in which to fund and manage technology development. Technologies in the portfolio included aerocapture, advanced chemical propulsion, solar electric propulsion, solar sail propulsion, electrodynamic and momentum transfer tethers, and various very advanced propulsion technologies with significantly lower technology readiness. The program invested in technologies that have the potential to revolutionize the robotic exploration of deep space. For robotic exploration and science missions, increased efficiencies of future propulsion systems are critical to reduce overall life-cycle costs and, in some cases, enable missions previously considered impossible. Continued reliance on conventional chemical propulsion alone will not enable the robust exploration of deep space - the maximum theoretical efficiencies have almost been reached and they are insufficient to meet needs for many ambitious science missions currently being considered. By developing the capability to support mid-term robotic mission needs, the program was to lay the technological foundation for travel to nearby interstellar space. The ambitious goals of the program at its inception included supporting the development of technologies that could support all of NASA's missions, both human and robotic. As time went on and budgets were never as high as planned, the scope of the program was reduced almost every year, forcing the elimination of not only the broader goals of the initial program, but also of funding for over half of the technologies in the original portfolio. In addition, the frequency at which the application requirements for the program changed exceeded the development time required to mature technologies: forcing sometimes radical rescoping of research efforts already halfway (or more) to completion. At the end of its fifth year, both the scope and funding of the program were at a minimum despite the program successfully meeting all of it's initial high priority objectives. This paper will describe the program, its requirements, technology portfolio, and technology maturation processes. Also discussed will be the major technology milestones achieved and the lessons learned from managing a $100M+ technology program.

Johnson, Les C.↗
DOE OSTI2019

An Integrated Approach to Resilience

Fact sheet describes FEMP’s energy and water resilience program and strategic approach to resilience planning.

Federal Energy Management Program↗
DOE OSTI2014

Masters Study in Advanced Energy and Fuels Management

There are currently three key drivers for the US energy sector a) increasing energy demand and b) environmental stewardship in energy production for sustainability and c) general public and governmental desire for domestic resources. These drivers are also true for energy nation globally. As a result, this sector is rapidly diversifying to alternate sources that would supplement or replace fossil fuels. These changes have created a need for a highly trained workforce with a the understanding of both conventional and emerging energy resources and technology to lead and facilitate the reinvention of the US energy production, rational deployment of alternate energy technologies based on scientific and business criteria while invigorating the overall economy. In addition, the current trends focus on the the need of Science, Technology, Engineering and Math (STEM) graduate education to move beyond academia and be more responsive to the workforce needs of businesses and the industry. The SIUC PSM in Advanced Energy and Fuels Management (AEFM) program was developed in response to the industries stated need for employees who combine technical competencies and workforce skills similar to all PSM degree programs. The SIUC AEFM program was designed to provide the STEM graduates with advanced technical training in energy resources and technology while simultaneously equipping them with the business management skills required by professional employers in the energy sector. Technical training include core skills in energy resources, technology and management for both conventional and emerging energy technologies. Business skills training include financial, personnel and project management. A capstone internship is also built into the program to train students such that they are acclimatized to the real world scenarios in research laboratories, in energy companies and in government agencies. The current curriculum in the SIUC AEFM will help fill the need for training both recent graduates seeking specialized training prior to entering the energy industry workforce as well as working professionals in the energy industry who require additional training and qualifications for further career advancement. It is expected that the students graduating from the program will be stewards of effective, sustainable and environmentally sound use of these resources to ensure energy independence and meet the growing demands.The application of this Professional Science Masters’ (PSM) program is in the fast evolving Fuels Arena. The PSM AEFM is intended to be a terminal degree which will prepare the graduates for interdisciplinary careers in team-oriented environment. The curriculum for this program was developed in concert with industry to dovetail with current and future demands based on analysis and needs. The primary objective of the project was to exploit the in house resources such as existing curriculum and faculty strengths and develop a curriculum with consultations with industry to meet current and future demands. Additional objectives was to develop courses specific to the degree and to provide the students with a set of business skills in finance accounting and sustainable project management.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2018

The D and D of Nuclear Facilities: a Systemic Approach for Project Organization and Monitoring - 18099

The Decontamination and Decommissioning (D and D) of Licensed Nuclear facilities takes place under circumstances which make it a very complex field. On the one hand, more and more facilities of widely varying types are concerned, and many D and D projects are currently running or planned. A nuclear facility's life cycle is often very long and the building may be modified or impacted by incidents during its operation. These changes need to be known and taken into account for the D and D plans, in order to ensure safety at all times. In addition, the numerous stakeholders involved in a project express needs which impose many requirements. These encompass various points of view, and data from different detail levels must be managed to satisfactorily meet them. On the other hand, legacy data (including records, plans etc.) is a recurring issue for D and D projects. The quality and availability of relevant data regarding the different phases of the nuclear facility lifetime may be insufficient, for instance due to the lack of traceability practices in the past. The uncertainty level is not always specified and explained, old documents can be damaged and are not necessarily digitized, etc. It is therefore particularly important to define the relevant type of raw data to be collected and traced for D and D projects as early as possible. In this context, CEA (Commissariat a l'energie Atomique et aux energies Alternatives) has been analyzing past D and D projects for many years. The goal is to facilitate reproducibility by generalizing best practices and promoting efficient organizational rules and technical solutions. A method is currently being studied to help project managers to prepare specifications for future D and D operations and improve both the efficiency and the relevance of the decommissioning strategy throughout each project, depending on the expected quality of its end-state. This method first consists in formalizing and specifying the entire set of requirements to be taken into consideration, e.g. technical, operational, logistical, regulatory, financial, organizational, safety and security, human, ethical, or, naturally, environmental aspects. Second, based on these requirements, it will enable the project team to structure, check, and then to demonstrate the coherence and feasibility of the project from both the technological and organizational points of view. Lastly, the method will enable the evaluation of the various possible solutions for the management of dismantling products, for instance, regarding the waste outlets: direct disposal or interim storage. To conclude, the method should permit a constant re-evaluation of the D and D strategy depending on the possible evolution of the stakeholders' requirements, and thus it should optimize the monitoring of D and D projects. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2019

Oblivion Landscapes - 19008

This paper and presentation reflect on proposals that may offer ways to integrate hidden landscapes - such as the ones that house nuclear waste or other toxic/hazardous conditions - into concepts of collective memory, and mental/perceptive maps of populations - with the larger goal of creating new levels of awareness, intelligence and operability regarding their existence and potential future role in civilization. The proposals belong to a series of Architecture Design Studios called and dedicated to the theme of 'Planetology', within which is inserted the theme of Massive Oblivion Landscapes. In the context of this Symposium, these reflections may help rethink how to design modes of communication that lay out concepts of danger, waste and cultural memory. And, in this way, reclaim for these infrastructural landscapes, the role of information rich and culturally relevant typologies. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2018

Implementation of ISO 50001 at Marine Corps Air Station Beaufort

The ISO 50001 implementation demonstration at U.S. Marine Corps Air Station (MCAS) Beaufort proved the feasibility of integrating an ISO 50001-conforming EnMS into existing command structures. The approach of leveraging external experts in gap analysis, EnMS training, and technical assistance were effective. In addition, strong leadership commitment and personnel resources were critical for success. Addressing typical personnel rotations by training newly rotated personnel and partnering key leadership positions in the EnMS structure with civilian counterparts can ensure program continuity. The project team brought forward many creative solutions that address the unique challenges for the Marine Corps and has paved the way for future Marine Corps EnMS implementations with example strategies and work products. Implementation of an ISO 50001 EnMS at additional Marine Corps facilities could provide for integration of base energy-related data systems and standardized energy reporting, using meaningful metrics for energy performance improvement. Beyond the energy performance improvement benefits of ISO 50001, widespread adoption of the standard at Marine Corps facilities would provide the communication and integration basis on which to reduce energy resiliency concern and could integrate energy service cyber security protections base wide. High levels of energy consumption, aggressive mandates from multiple sources, complex organizational structures, and constant personnel rotation make ISO 50001 a uniquely attractive proposition for the Marine Corps in support of the DoD’s overall energy strategy. The recently launched Energy Ethos and Unit Energy Manager (UEM) programs offer dynamic action-based programs over which ISO 50001 based business management can provide integrated governance of the Marine Corps installations’ energy programs.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS1984

NASA's SESAC report on research and analysis in space and Earth sciences

The Research and Analysis Program is the core of the OSSA program in the space and Earth sciences because it provides the means of identifying the most appropriate missions and ensures that scientific results are fully realized. Consequently, this program must be given a priority in funding that is commensurate with that of flight programs. The goals of the R&A program and its role in meeting present day OSSA objectives; management of the R&A program by NASA Headquarters Discipline Chiefs and Programs Managers; and funding and distribution trends are assessed. Recommendations are advanced for halting the declining support of this program.

Source record↗
NASA NTRS2000

Integrated Vehicle Health Management for the 2nd Generation RLV Program

This viewgraph presentation gives an overview of the Integrated Vehicle Health Management (IVHM) for Second Generation Reusable Launch Vehicle (RLV) program, including details on the second and third RLV programs, IVHM activity at Kennedy Space Center, the NASA X-37 IVHM flight experiment, propulsion and power IVHM, IVHM technologies at the Jet Propulsion Laboratory, structures IVHM for third generation RLVs, and IVHM systems engineering and integration.

Merriam, Marshal L.↗