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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 NTRS2010

Hydrogen Fire in a Storage Vessel

On October 23, 2007, the operations team began a procedure to sample the Liquid Hydrogen (LH2) storage vessels ("tanks"), and associated transfer system. This procedure was being performed to determine the conditions within the system, and if necessary, to purge the system of any excess Gaseous Hydrogen (GH2) in preparation for reactivation of the system. The system had not been used since 2003. The LH2 storage system contains two (2) spherical pressure vessels of 225,000 gallons in volume, with a maximum working pressure (MAWP) of 50 psig. Eight inch transfer piping connects them to the usage point. Operations began with activation of the burnstack for the LH2 storage area. Pneumatic (GN2) systems in the storage area were then activated and checked. Pressurization of storage tank number 1 with gaseous nitrogen (GN2) was initiated, with a target pressure of 10 psig, at which point samples were planned to be taken. At 5 psig, a loud noise was heard in the upper area of tank number 2. Smoke was seen exiting the burnstack and from the insulation on vent lines for both tanks. At this time tank number 1 was vented and the pressurization system was secured. The mishap resulted in physical damage to both storage tanks, as well as to some of the piping for both tanks. Corrective action included repair of the damaged hardware by a qualified contractor. Preventive action included documented organizational policy and procedures for establishing standby and mothball conditions for facilities and equipment, including provisions as detailed in the investigation report recommendations: Recommendation 1: The using organization should define necessary activities in order to place hydrogen systems in long term periods of inactivity. The defined activities should address requirements for rendering inert, isolation (i.e., physical disconnect, double block and bleed, etc.) and periodic monitoring. Recommendation 2: The using organization should develop a process to periodically monitor hazardous systems for proper configuration (i.e., a daily/weekly/monthly check sheet to verify critical purges are active).

Hester, Zena M.↗
NASA NTRSDate not supplied

Identifying Outside Influences as Latent Factors to Risk in Human Performance

During the Acquisition Life Cycle for a program, there are several opportunities for the system in design to be adjusted in accordance with its changing landscape as it is being shaped by evolving policy and organizational culture. Human Systems Integration is integral to identifying these opportunities of change as there are a set number of activities that may account for altered operational states, human performance deviations, and overall component engagement if HSI is enacted early enough in the life cycle. Some changes that occur in the operational environment may not be accounted for since the organizational culture and practices are not currently a part of the HSI focus. Likewise, policy changes themselves from a top-to-bottom analysis may not have the appearance of effecting human performance until having gone through a trail-and-error period. Workarounds to adjust for unforeseen policy affects become the system's solution that usually includes changes in the training and education of the operators, maintainers, and support personnel. A system full of workarounds and off-normal practices, that cause operators to disregard the purpose of the design, coupled with the false notion that these activities are proven for successful system operation, is the very definition of “an accident waiting to happen”. Unforeseen changes in policies and practices that cause new and unusual activities to successfully and keep the system running, should be considered latent factors that may cause a potential mishap, and not part of the resilience that humans provide to the successful operation of the system. This presentation will explore how latent factors may find their way into system operations and how they can be identified and addressed.

Human Systems Integration↗
NASA NTRS1971

The impact of management science on political decision making

The possible impact on public policy and organizational decision making of operations research/management science (OR/MS) is discussed. Criticisms based on the assumption that OR/MS will have influence on decision making and criticisms based on the assumption that it will have no influence are described. New directions in the analysis of analysis and in thinking about policy making are also considered.

White, M. J.↗
NASA NTRS2000

A national survey of policies on disclosure of conflicts of interest in biomedical research

BACKGROUND: Conflicts of interest pose a threat to the integrity of scientific research. The current regulations of the U.S. Public Health Service and the National Science Foundation require that medical schools and other research institutions report the existence of conflicts of interest to the funding agency but allow the institutions to manage conflicts internally. The regulations do not specify how to do so. METHODS: We surveyed all medical schools (127) and other research institutions (170) that received more than $5 million in total grants annually from the National Institutes of Health or the National Science Foundation; 48 journals in basic science and clinical medicine; and 17 federal agencies in order to analyze their policies on conflicts of interest. RESULTS: Of the 297 institutions, 250 (84 percent) responded by March 2000, as did 47 of the 48 journals and 16 of the 17 federal agencies. Fifteen of the 250 institutions (6 percent)--5 medical schools and 10 other research institutions--reported that they had no policy on conflicts of interest. Among the institutions that had policies, there was marked variation in the definition and management of conflicts. Ninety-one percent had policies that adhered to the federal threshold for disclosure ($10,000 in annual income or equity in a relevant company or 5 percent ownership), and 9 percent had policies that exceeded the federal guidelines. Only 8 percent had policies requiring disclosure to funding agencies, only 7 percent had such policies regarding journals, and only 1 percent had policies requiring the disclosure of information to the relevant institutional review boards or to research subjects. Twenty journals (43 percent) reported that they had policies requiring disclosure of conflicts of interest. Only four federal agencies had policies that explicitly addressed conflicts of interest in extramural research, and all but one of the agencies relied primarily on institutional discretion. CONCLUSIONS: There is substantial variation among policies on conflicts of interest at medical schools and other research institutions. This variation, combined with the fact that many scientific journals and funding agencies do not require disclosure of conflicts of interest, suggests that the current standards may not be adequate to maintain a high level of scientific integrity.

Human↗
NASA NTRS1964

NASA historical report. First six years of NASA: A concise chronology

This chronology was compiled to satisfy numerous requests for highlights of historical information on the activities during the first six years that the National Aeronautics and Space Administration has existed as the Federal agency conducting the U.S. program for the scientific exploration of space and the exploitation of space science and technology for peaceful uses. The chronology shows the following: highlights of NASA's administrative, organizational, and policy; NASA milestones in space science and technology; items reflecting contributions of NASA offices, centers, and individuals; major policy statements by the President and NASA administrators; and a summary item reflecting evolution, growth, and accomplishments of NASA.

Holme, Molly↗
NASA NTRS1992

A reply from Earth?

An approach is proposed to developing a message from Humankind to extraterrestrial intelligence if we detect it.

NASA Center ARC↗
NASA NTRS2018

Engineering Elegant Systems: Postulates, Principles, and Hypotheses of Systems Engineering

Systems engineering integrated both the system and the organizational engineering disciplines to produce an elegant system. The NASA Systems Engineering Research Consortium has developed systems engineering postulates, principles, and hypotheses defining the physical and social aspects of systems engineering. This paper presents an overview of the current revision of this basis for systems engineering. This basis addresses several key aspects of systems engineering including system specific approach, organizational influences, policy and law impacts, application across the system life cycle, the mathematical basis of systems engineering, decision making, clearly distinguishing verification from validation, and system optimization.

Watson, Michael D.↗
NASA NTRS2018

Engineering Elegant Systems: Postulates, Principles, and Hypotheses of Systems Engineering

Systems engineering integrated both the system and the organizational engineering disciplines to produce an elegant system. The NASA Systems Engineering Research Consortium has developed systems engineering postulates, principles, and hypotheses defining the physical and social aspects of systems engineering. This paper presents an overview of the current revision of this basis for systems engineering. This basis addresses several key aspects of systems engineering including system specific approach, organizational influences, policy and law impacts, application across the system life cycle, the mathematical basis of systems engineering, decision making, clearly distinguishing verification from validation, and system optimization.

Watson, Michael D.↗
NASA NTRSDate not supplied

Standards Roadmapping for Mission Assurance in Commercial Spaceflight

This paper explores the application of established roadmapping approaches in standards planning and roadmap development to support mission assurance objectives. Mission assurance requires proactive planning across multiple domains including technical, schedule, cost, organizational, and policy. The intersection of these domains happens at the enterprise level, and enterprise systems engineering processes can systematically guide mission assurance activities, including development of standards roadmaps. Standards planning and development is a critical contributor to an effective mission assurance strategy, although standards are often developed and adopted reactively. Technology and standards planning is a key Enterprise Process Management activity, as identified by the Systems Engineering Body of Knowledge, and technology and standards roadmaps are strategic tools used to enable that process. Technology roadmapping has proven effective in guiding enterprise architecture and concept design, and standards planning supports enterprise requirements definition and management. However, there are limited methodologies to guide such standards planning activities. The application of technology roadmapping principles to standards planning formalizes the process and establishes a repeatable framework for standards development and integration. The framework development described in this paper fills a methodological gap by adapting proven roadmapping techniques to standards planning. Through a comparison of roadmapping methodologies and a case study analysis, this approach outlines a systematic process for anticipating and planning standards needs. In the case of developing a standards integration roadmap for NASA’s Office of Safety and Mission Assurance (OSMA), technology roadmapping principles were adapted to develop a roadmap framework to allow NASA and OSMA to define an agency-wide standards integration plan for commercial and industry safety and mission assurance standards. The outcome highlights key adaptations required for roadmapping in a standards context and describes the process steps to formalize a standards planning activity. The roadmapping framework adapted for standards development and integration enables more strategic, forward-looking standards planning and allows for better alignment between evolving capabilities and mission assurance requirements. Beyond its application to mission assurance, this methodology can be transferred to other domains requiring standards development, providing a systematic approach that integrates systems engineering principles into policy strategy and decision-making processes.

Enterprise Systems Engineering↗
NASA NTRS1991

Facilities maintenance handbook

This handbook is a guide for facilities maintenance managers. Its objective is to set minimum facilities maintenance standards. It also provides recommendations on how to meet the standards to ensure that NASA maintains its facilities in a manner that protects and preserves its investment in the facilities in a cost-effective manner while safely and efficiently performing its mission. This handbook implements NMI 8831.1, which states NASA facilities maintenance policy and assigns organizational responsibilities for the management of facilities maintenance activities on all properties under NASA jurisdiction. It is a reference for facilities maintenance managers, not a step-by-step procedural manual. Because of the differences in NASA Field Installation organizations, this handbook does not assume or recommend a typical facilities maintenance organization. Instead, it uses a systems approach to describe the functions that should be included in any facilities maintenance management system, regardless of its organizational structure. For documents referenced in the handbook, the most recent version of the documents is applicable. This handbook is divided into three parts: Part 1 specifies common definitions and facilities maintenance requirements and amplifies the policy requirements contained in NMI 8831. 1; Part 2 provides guidance on how to meet the requirements of Part 1, containing recommendations only; Part 3 contains general facilities maintenance information. One objective of this handbook is to fix commonality of facilities maintenance definitions among the Centers. This will permit the application of uniform measures of facilities conditions, of the relationship between current replacement value and maintenance resources required, and of the backlog of deferred facilities maintenance. The utilization of facilities maintenance system functions will allow the Centers to quantitatively define maintenance objectives in common terms, prepare work plans, and develop management information in order to statistically identify and analyze variances from those plans. It will also add credibility to the NASA facilities maintenance budgeting process. The key to a successful maintenance program is the understanding and support of the senior Center managers.

Source record↗
NASA NTRS1991

Quo vadimus: Coming to grips with the information world

The new information-oriented culture in which we find ourselves has created new relationships, new stimulating and expanding opportunities, new methods of doing our work, and new environments in which we carry out our work. An integral part of the NASA aerospace research and development (R and D) process is the scientific and technical information (STI) associated with it; it is both a raw material (input) and a product (output) of this process. Within this process, the NASA STI Program is tasked to provide information management and services, to ensure that accurate and timely STI is generated and entered into an appropriate information service and made available in a usable form to those who have a need for it; in essence, a means to exploit both internal (NASA corporate) and pertinent external (other governmental/industrial/foreign) information to meet the requirements of the R and D community. To understand the STI Program management issues, it is critical to understand the role of the STI Program in the context of the R and D process. STI management must become part of the accepted culture of the R and D community, but it cannot become so unless adopted and accepted by it. A start should be made now to integrate the NASA STI Program into the R and D infrastructure, including funding and operational control. Within this infrastructure, we must obtain management commitment, review and produce policy reflecting the organizational status, allocate responsibilities, and set to work on implementing the true requirements of the R and D community.

Blados, Walter R.↗
NASA NTRS1992

Establishing a scientific and technical information program: Planning and resource management

In the last 50 years, technological advances have accelerated at a rate unprecedented in history. We are experiencing a tremendous expansion of scientific and technological effort in many directions, and the result is a fantastic increase in the accumulation of scientific and technical information (STI) and knowledge. An integral part of the research and development (R&D) process is the STI associated with it. STI is both a raw material (input) and a product (output) of this process. The topics addressed include the following: the value of STI, management of an STI program, program policy and guidance, organizational structure, data sources, training/orientation, and the current information environment.

Blados, Walter R.↗
NASA NTRS2012

Integrated Data Modeling and Simulation on the Joint Polar Satellite System Program

The Joint Polar Satellite System is a modern, large-scale, complex, multi-mission aerospace program, and presents a variety of design, testing and operational challenges due to: (1) System Scope: multi-mission coordination, role, responsibility and accountability challenges stemming from porous/ill-defined system and organizational boundaries (including foreign policy interactions) (2) Degree of Concurrency: design, implementation, integration, verification and operation occurring simultaneously, at multiple scales in the system hierarchy (3) Multi-Decadal Lifecycle: technical obsolesce, reliability and sustainment concerns, including those related to organizational and industrial base. Additionally, these systems tend to become embedded in the broader societal infrastructure, resulting in new system stakeholders with perhaps different preferences (4) Barriers to Effective Communications: process and cultural issues that emerge due to geographic dispersion and as one spans boundaries including gov./contractor, NASA/Other USG, and international relationships.

Roberts, Christopher J.↗
NASA NTRS2015

Technology Alignment and Portfolio Prioritization (TAPP)

Technology Alignment and Portfolio Prioritization (TAPP) is a method being developed by the Advanced Concepts Office, at NASA Marshall Space Flight Center. The TAPP method expands on current technology assessment methods by incorporating the technological structure underlying technology development, e.g., organizational structures and resources, institutional policy and strategy, and the factors that motivate technological change. This paper discusses the methods ACO is currently developing to better perform technology assessments while taking into consideration Strategic Alignment, Technology Forecasting, and Long Term Planning.

Funaro, Gregory V.↗
NASA NTRS2011

Human Factors Throughout the Life Cycle: Lessons Learned from the Shuttle Program

With the ending of the Space Shuttle Program, it is critical that we not forget the Human Factors lessons we have learned over the years. At every phase of the life cycle, from manufacturing, processing and integrating vehicle and payload, to launch, flight operations, mission control and landing, hundreds of teams have worked together to achieve mission success in one of the most complex, high-risk socio-technical enterprises ever designed. Just as there was great diversity in the types of operations performed at every stage, there was a myriad of human factors that could further complicate these human systems. A single mishap or close call could point to issues at the individual level (perceptual or workload limitations, training, fatigue, human error susceptibilities), the task level (design of tools, procedures and aspects of the workplace), as well as the organizational level (appropriate resources, safety policies, information access and communication channels). While we have often had to learn through human mistakes and technological failures, we have also begun to understand how to design human systems in which individuals can excel, where tasks and procedures are not only safe but efficient, and how organizations can foster a proactive approach to managing risk and supporting human enterprises. Panelists will talk about their experiences as they relate human factors to a particular phase of the shuttle life cycle. They will conclude with a framework for tying together human factors lessons-learned into system-level risk management strategies.

human factors↗
NASA NTRS1972

The Policy Formation Process: A Conceptual Framework for Analysis

A conceptual framework for analysis which is intended to assist both the policy analyst and the policy researcher in their empirical investigations into policy phenomena is developed. It is meant to facilitate understanding of the policy formation process by focusing attention on the basic forces shaping the main features of policy formation as a dynamic social-political-organizational process. The primary contribution of the framework lies in its capability to suggest useful ways of looking at policy formation reality. It provides the analyst and the researcher with a group of indicators which suggest where to look and what to look for when attempting to analyze and understand the mix of forces which energize, maintain, and direct the operation of strategic level policy systems. The framework also highlights interconnections, linkage, and relational patterns between and among important variables. The framework offers an integrated set of conceptual tools which facilitate understanding of and research on the complex and dynamic set of variables which interact in any major strategic level policy formation process.

Fuchs, E. F.↗
NASA NTRS2009

Development and Deployment of NASA's Budget Execution Dashboard

This paper discusses the successful implementation of a highly visible company-wide management system and its potential to change managerial and accounting policies, processes and practices in support of organizational goals. Applying the conceptual framework of innovation in organizations, this paper describes the development and deployment process of the NASA Budget Execution Dashboard and the first two fiscal years of its use. It discusses the positive organizational changes triggered by the dashboard, like higher visibility of financial goals and variances between plans and actuals, increased involvement of all management levels in tracking and correcting of plan deviations, establishing comparable data standards across a strongly diversified organization, and enhanced communication between line organizations (NASA Centers) and product organizations (Mission Directorates). The paper also discusses the critical success factors experienced in this project: Strong leadership and division of management roles, rapid and responsive technology development, and frequent communication among stakeholders.

Putz, Peter↗