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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 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2015

Earned Value Management (EVM): Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects.

Control Account Manager↗
NASA NTRS2021

Reference Guide for Project-Control Account Managers

The purpose of this guide is intended to be a quick reference for a Project-Control Account Manager (P-CAM) or technical manager empowered with a project’s cost, schedule, and technical responsibilities of a control account(s) when Earned Value Management (EVM) is required. The overall objective is to support the P-CAM in performing their responsibilities as they relate to EVM. In addition, the reference guide describes at a summary level how the scope, schedule, and budget of a project integrate for optimal planning and control of prime contracts and in-house projects. Because NASA implements a diverse and unique portfolio of projects, those projects have traditionally created project-specific systems to manage planning and performance analysis. However, establishment and implementation of a project management system that is common across all centers and mission directorates will facilitate the adoption of best business practices. In addition, the application of timely and predictive analysis, as well as, providing all stakeholders with greater insight into project performance will enhance opportunities for project success. For more detailed information, refer to the NASA EVM System Description; Integrated Baseline Review (IBR) Handbook; EVM Implementation Handbook; Schedule Management Handbook; Work Breakdown Structure (WBS) Handbook; and other agency/industry documentation. In addition, you may contact your local center’s EVM Focal Points. All this information and more can be found at and/or the NASA Engineering Network located at https://nen.nasa.gov/web/pm.

Christopher Lewis Sadler↗
NASA NTRS2009

Implementing Earned Value Management in the CxP EVA Systems Project Office

Earned Value Management (EVM), like project management, is as much art as it is science to develop an implementation plan for a project. This presentation will cover issues that were overcome and the implementation strategy to deploy Earned Value Management (EVM) within the Constellation Program (CxP), EVA Systems Project Office (ESPO), as well as discuss additional hurdles that currently prevent the organization from optimizing EVM. Each organization and each project within an organization needs to mold an EVM implementation plan around existing processes and tools, while at the same time revising those existing processes and tools as necessary to make them compatible with EVM. The ESPO EVM implementation covers work breakdown structure, organizational breakdown structure, control account, work/planning package development; integrated master schedule development using an integrated master plan; incorporating reporting requirements for existing funding process such as Planning, Programming, Budgeting, and Execution (PPBE) and JSC Internal Task Agreements (ITA); and interfacing with other software tools such as the Systems Applications and Products (SAP) accounting system and the CxP wInsight EVM analysis tool. However, there are always areas for improvement and EVM is no exception. As EVM continues to mature within the NASA CxP, these areas will continue to be worked to resolution to provide the Program Managers, Project Managers, and Control Account Managers the best EVM data possible to make informed decisions.

Sorge, Les L.↗
NASA NTRS1995

Storage Information Management System (SIMS) Spaceflight Hardware Warehousing at Goddard Space Flight Center

Goddard Space Flight Center (GSFC) on site and leased warehouses contain thousands of items of ground support equipment (GSE) and flight hardware including spacecraft, scaffolding, computer racks, stands, holding fixtures, test equipment, spares, etc. The control of these warehouses, and the management, accountability, and control of the items within them, is accomplished by the Logistics Management Division. To facilitate this management and tracking effort, the Logistics and Transportation Management Branch, is developing a system to provide warehouse personnel, property owners, and managers with storage and inventory information. This paper will describe that PC-based system and address how it will improve GSFC warehouse and storage management.

Kubicko, Richard M.↗
NASA NTRS2016

Integrated Baseline Review (IBR) Handbook

The purpose of this handbook is intended to be a how-to guide to prepare for, conduct, and close-out an Integrated Baseline Review (IBR). It discusses the steps that should be considered, describes roles and responsibilities, tips for tailoring the IBR based on risk, cost, and need for management insight, and provides lessons learned from past IBRs. Appendices contain example documentation typically used in connection with an IBR. Note that these appendices are examples only, and should be tailored to meet the needs of individual projects and contracts. Following the guidance in this handbook will help customers and suppliers preparing for an IBR understand the expectations of the IBR, and ensure that the IBR meets the requirements for both in-house and contract efforts.

IBR↗
NASA NTRS2018

Integrated Baseline Review (IBR) Handbook

The purpose of this handbook is intended to be a how-to guide to prepare for, conduct, and close-out an Integrated Baseline Review (IBR). It discusses the steps that should be considered, describes roles and responsibilities, tips for tailoring the IBR based on risk, cost, and need for management insight, and provides lessons learned from past IBRs. Appendices contain example documentation typically used in connection with an IBR. Note that these appendices are examples only, and should be tailored to meet the needs of individual projects and contracts.

Project↗
NASA NTRS2011

Shuttle Propulsion System Major Events and the Final 22 Flights

Numerous lessons have been documented from the Space Shuttle Propulsion elements. Major events include loss of the Solid Rocket Boosters (SRB's) on STS-4 and shutdown of a Space Shuttle Main Engine (SSME) during ascent on STS-51F. On STS-112 only half the pyrotechnics fired during release of the vehicle from the launch pad, a testament for redundancy. STS-91 exhibited freezing of a main combustion chamber pressure measurement and on STS-93 nozzle tube ruptures necessitated a low liquid level oxygen cut off of the main engines. A number of on pad aborts were experienced during the early program resulting in delays. And the two accidents, STS-51L and STS-107, had unique heritage in history from early program decisions and vehicle configuration. Following STS-51L significant resources were invested in developing fundamental physical understanding of solid rocket motor environments and material system behavior. And following STS-107, the risk of ascent debris was better characterized and controlled. Situational awareness during all mission phases improved, and the management team instituted effective risk assessment practices. The last 22 flights of the Space Shuttle, following the Columbia accident, were characterized by remarkable improvement in safety and reliability. Numerous problems were solved in addition to reduction of the ascent debris hazard. The Shuttle system, though not as operable as envisioned in the 1970's, successfully assembled the International Space Station (ISS). By the end of the program, the remarkable Space Shuttle Propulsion system achieved very high performance, was largely reusable, exhibited high reliability, and was a heavy lift earth to orbit propulsion system. During the program a number of project management and engineering processes were implemented and improved. Technical performance, schedule accountability, cost control, and risk management were effectively managed and implemented. Award fee contracting was implemented to provide performance incentives. The Certification of Flight Readiness and Mission Management processes became very effective. A key to the success of the propulsion element projects was related to relationships between the MSFC project office and support organizations with their counterpart contractor organizations. The teams worked diligently to understand and satisfy requirements and achieve mission success.

Owen, James W.↗
NASA NTRS1972

Carrier account utilization at the Goddard Space Flight Center

The system in use at Goddard Space Flight Center for the utilization of the Common Use Service Carrier Account and the R&D Inventory Carrier Account technique for budgeting, accounting, financial control, and management reporting, both for the individual functional area and on a Center-wide basis, is documented.

Mathis, W. E.↗
NASA NTRS1994

MODIS. Volume 1: MODIS level 1A software baseline requirements

This document describes the level 1A software requirements for the moderate resolution imaging spectroradiometer (MODIS) instrument. This includes internal and external requirements. Internal requirements include functional, operational, and data processing as well as performance, quality, safety, and security engineering requirements. External requirements include those imposed by data archive and distribution systems (DADS); scheduling, control, monitoring, and accounting (SCMA); product management (PM) system; MODIS log; and product generation system (PGS). Implementation constraints and requirements for adapting the software to the physical environment are also included.

Masuoka, Edward↗
NASA NTRSDate not supplied

A Comparison of Model Predictive Control Architectures for Application to Electrified Aircraft Propulsion Systems

As electrified aircraft propulsion (EAP) systems continue to mature, more sophisticated hardware and software are being developed to balance operations among electric machines and gas-turbine engines. In hybrid-electric propulsion systems, the increased complexity resulting from integrating turbine-engine shafts with electric machines necessitates control methodologies to account for various physical domains. Ideal controllers for hybrid-electric engines manage systems, subsystems, and their interactions in a coordinated fashion, able to account for safety and performance goals while being computationally efficient. In a previous work, linear model predictive control (MPC) schemes were implemented in centralized and distributed frameworks on a nonlinear turbofan engine model as a proof of concept. However, these schemes were not evaluated for computational complexity, prompting further study. The research presented here develops hierarchical MPC schemes to reduce the computational burden of the previous MPC schemes. A two-tier framework is implemented, where a slower sampling MPC controls electric machines and determines fan-speed tracking goals for a faster sampling controller, which is either a MPC or a proportional-integral (PI) controller. The proposed designs are compared to the centralized MPC investigated previously, and performance is measured via fan speed tracking error, energy storage state-of-charge, and computation time. Results reveal that the hierarchical MPC scheme employing a lower-level PI controller improves computation time while maintaining comparable tracking and state-of-charge regulation to the centralized scheme.

model predictive control↗
NASA NTRSDate not supplied

A Comparison of Model Predictive Control Architectures for Application to Electrified Aircraft Propulsion Systems

As electrified aircraft propulsion (EAP) systems continue to mature, more sophisticated hardware and software are being developed to balance operations among electric machines and gas-turbine engines. In hybrid-electric propulsion systems, the increased complexity resulting from integrating turbine-engine shafts with electric machines necessitates control methodologies to account for various physical domains. Ideal controllers for hybrid-electric engines manage systems, subsystems, and their interactions in a coordinated fashion, able to account for safety and performance goals while being computationally efficient. In a previous work, linear model predictive control (MPC) schemes were implemented in centralized and distributed frameworks on a nonlinear turbofan engine model as a proof of concept. However, these schemes were not evaluated for computational complexity, prompting further study. The research presented here develops hierarchical MPC schemes to reduce the computational burden of the previous MPC schemes. A two-tier framework is implemented, where a slower sampling MPC controls electric machines and determines fan-speed tracking goals for a faster sampling controller, which is either a MPC or a proportional-integral (PI) controller. The proposed designs are compared to the centralized MPC investigated previously, and performance is measured via fan speed tracking error, energy storage state-of-charge, and computation time. Results reveal that the hierarchical MPC scheme employing a lower-level PI controller improves computation time while maintaining comparable tracking and state-of-charge regulation to the centralized scheme.

model predictive control↗
NASA NTRS1975

Detailed requirements document for the Interactive Financial Management System (IFMS), volume 1

The detailed requirements for phase 1 (online fund control, subauthorization accounting, and accounts receivable functional capabilities) of the Interactive Financial Management System (IFMS) are described. This includes information on the following: systems requirements, performance requirements, test requirements, and production implementation. Most of the work is centered on systems requirements, and includes discussions on the following processes: resources authority, allotment, primary work authorization, reimbursable order acceptance, purchase request, obligation, cost accrual, cost distribution, disbursement, subauthorization performance, travel, accounts receivable, payroll, property, edit table maintenance, end-of-year, backup input. Other subjects covered include: external systems interfaces, general inquiries, general report requirements, communication requirements, and miscellaneous. Subjects covered under performance requirements include: response time, processing volumes, system reliability, and accuracy. Under test requirements come test data sources, general test approach, and acceptance criteria. Under production implementation come data base establishment, operational stages, and operational requirements.

Dodson, D. B.↗
NASA NTRS2019

Integrated Baseline Review (IBR) Handbook

The purpose of this handbook is intended to be a how-to guide to prepare for, conduct, and close-out an Integrated Baseline Review (IBR). It discusses the steps that should be considered, describes roles and responsibilities, tips for tailoring the IBR based on risk, cost, and need for management insight, and provides lessons learned from past IBRs. Appendices contain example documentation typically used in connection with an IBR. Note that these appendices are examples only, and should be tailored to meet the needs of individual projects and contracts. Following the guidance in this handbook will help customers and suppliers preparing for an IBR understand the expectations of the IBR, and ensure that the IBR meets the requirements for both in-house and contract efforts.

Project↗
NASA NTRS2002

NASA/Navy Benchmarking Exchange (NNBE). Volume 1. Interim Report. Navy Submarine Program Safety Assurance

The NASA/Navy Benchmarking Exchange (NNBE) was undertaken to identify practices and procedures and to share lessons learned in the Navy's submarine and NASA's human space flight programs. The NNBE focus is on safety and mission assurance policies, processes, accountability, and control measures. This report is an interim summary of activity conducted through October 2002, and it coincides with completion of the first phase of a two-phase fact-finding effort.In August 2002, a team was formed, co-chaired by senior representatives from the NASA Office of Safety and Mission Assurance and the NAVSEA 92Q Submarine Safety and Quality Assurance Division. The team closely examined the two elements of submarine safety (SUBSAFE) certification: (1) new design/construction (initial certification) and (2) maintenance and modernization (sustaining certification), with a focus on: (1) Management and Organization, (2) Safety Requirements (technical and administrative), (3) Implementation Processes, (4) Compliance Verification Processes, and (5) Certification Processes.

SUBSAFE PROGRAM↗
NASA NTRS1983

Investigation of energy management strategies for photovoltaic systems - A predictive control algorithm

The present investigation is concerned with the formulation of energy management strategies for stand-alone photovoltaic (PV) systems, taking into account a basic control algorithm for a possible predictive, (and adaptive) controller. The control system controls the flow of energy in the system according to the amount of energy available, and predicts the appropriate control set-points based on the energy (insolation) available by using an appropriate system model. Aspects of adaptation to the conditions of the system are also considered. Attention is given to a statistical analysis technique, the analysis inputs, the analysis procedure, and details regarding the basic control algorithm.

Cull, R. C.↗
NASA NTRS2011

Docking Offset Between the Space Shuttle and the International Space Station and Resulting Impacts to the Transfer of Attitude Reference and Control

The Space Shuttle does not dock at an exact 90 degrees to the International Space Station (ISS) x-body axis. This offset from 90 degrees, along with error sources within their respective attitude knowledge, causes the two vehicles to never completely agree on their attitude, even though they operate as a single, mated stack while docked. The docking offset can be measured in flight when both vehicles have good attitude reference and is a critical component in calculations to transfer attitude reference from one vehicle to another. This paper will describe how the docking offset and attitude reference errors between both vehicles are measured and how this information would be used to recover Shuttle attitude reference from ISS in the event of multiple failures. During STS-117, ISS on-board Guidance, Navigation and Control (GNC) computers began having problems and after several continuous restarts, the systems failed. The failure took the ability for ISS to maintain attitude knowledge. This paper will also demonstrate how with knowledge of the docking offset, the contingency procedure to recover Shuttle attitude reference from ISS was reversed in order to provide ISS an attitude reference from Shuttle. Finally, this paper will show how knowledge of the docking offset can be used to speed up attitude control handovers from Shuttle to ISS momentum management. By taking into account the docking offset, Shuttle can be commanded to hold a more precise attitude which better agrees with the ISS commanded attitude such that start up transients with the ISS momentum management controllers are reduced. By reducing start-up transients, attitude control can be transferred from Shuttle to ISS without the use of ISS thrusters saving precious on-board propellant, crew time and minimizing loads placed upon the mated stack.

Helms, W. Jason↗
NASA NTRSDate not supplied

Calculator for Agricultural Water Use Fractions in California

Improved quantification of agricultural water use efficiency is a primary focus of California's Water Conservation Act. The California Department of Water Resources (CDWR), after extensive stakeholder consultation, has published methods and indicators to help identify opportunities for improved efficiency of irrigation management at various spatial scales. Additional 2017 legislation directs water suppliers to quantify water use efficiency using the CDWR metrics to support preparation of agricultural water management plans. The IrriQuest calculator derives the Crop Consumptive Use Fraction (CCUF), a foundational metric relating seasonal crop evapotranspiration (ET) to total applied water. Satellite normalized difference vegetation index (NDVI) data are used to develop fractional canopy cover timeseries. Additional key inputs include daily reference ET, irrigation volume, irrigation method, precipitation, soil texture and crop type. IrriQuest estimates of seasonal crop ET show less than 10% mean absolute error compared to ground-based measurements of several annual and perennial crops monitored by sensor deployment in commercial fields. Two additional indicators build on CCUF. The Agronomic Water Use Fraction adds consideration of water applied for beneficial purposes such as pre-plant soil preparation, soil salinity management, and climate control. Total Water Use Fraction additionally accounts for water applied for environmental purposes such as maintenance of wetland and riparian habitat. A convenient on-line portal is under development for CCUF estimation and a standalone spreadsheet is available for computation of all three use fractions.

Calculator↗
NASA NTRS2009

How Configuration Management (CM) Can Help Project Teams To Innovate and Communicate

Traditionally, CM is relegated to a support role in project management activities. CM s traditional functions of identification, change control, status accounting, and audits/verification are still necessary and play a vital role. However, this presentation proposes CM s role in a new and innovative manner that will significantly improve communication throughout the organization and, in turn, augment the project s success. CM s new role is elevated to the project management level, above the engineering or sub-project level in the Work Breakdown Structure (WBS), where it can more effectively accommodate changes, reduce corrective actions, and ensure that requirements are clear, concise, and valid, and that results conform to the requirements. By elevating CM s role in project management and orchestrating new measures, a new communication will emerge that will improve information integrity, structured baselines, interchangeability/traceability, metrics, conformance to standards, and standardize the best practices in the organization. Overall project performance (schedule, quality, and cost) can be no better than the ability to communicate requirements which, in turn, is no better than the CM process to communicate project decisions and the correct requirements.

Cioletti, Louis↗