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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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All sourcesNASA NTRSDOE OSTI
DOE OSTI2021

Nondestructive Assay Technical Infrastructure Program Mission and Vision

The Nondestructive Assay Program (NDAP) mission and vision is achieved by identifying and accomplishing a set of programmatic goals that correspond with eight broad technical program elements. The NDAP was created as a result of Defense Nuclear Facility Safety Board Recommendation 2007-1, entitled “Safety-Related In Situ Nondestructive Assay of Radioactive Materials,” which emphasized the need to improve in situ measurements of radioactive material at US Department of Energy (DOE) defense nuclear facilities. An NDAP five-year plan will define tasks to accomplish specific goals identified in the NDAP mission and vision. This mission and vision is applicable for eight technical program elements: Hardware/Software Development, Algorithm Development and Nuclear Data, Uncertainty Quantification, Nuclear Materials, Staffing, Personnel, And Training, Data Management, Requirement and Standards, and Information Preservation and Dissemination. An additional program element is technical support, which provides daily execution management support for the NDAP, site scope, and deliverable tracking via site task managers, along with technical advisement and support from the technical support group. The NDAP mission and vision provides attributes with specific goals for each program element, and some goals benefit multiple program elements. The goals and attributes defined herein are implemented via an NDAP five-year execution plan that defines site work scope, budget, and deliverables, all of which are updated annually. The NDAP is designed to benefit nondestructive assay (NDA) needs to support DOE nuclear criticality safety programs, ensuring that NDA technology is sufficiently capable of guaranteeing the safety of those who handle, store, process, or transport fissionable materials in the complex. Especially important for the NDAP is to maximize capabilities to identify, characterize, and manage in situ fissile material deposits in process equipment to ensure nuclear criticality safety at processing facilities.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗
NASA NTRS1994

The role of mission operations in spacecraft integration and test

The participation of mission operations personnel in the spacecraft integration and test process offers significant benefits to spacecraft programs in terms of test efficiency, staffing and training efficiency, test completeness, and subsequent cost containment. Operations personnel who have had real-time contact experience and have been responsible for the assessment of on orbit spacecraft operations bring a unique view of spacecraft operations to pre-launch spacecraft test activities. Because of the unique view of the spacecraft/ground interface that experienced operations personnel have, they can propose optimum test approaches and optimum test data analysis techniques. Additionally, the testing that is typically required to validate operations methodologies can be integrated into spacecraft performance testing scenarios.

Harvey, Raymond J.↗
NASA NTRS2021

Practical Operational Readiness Gambits: Operations Training Simulations for the Curiosity Rover

The Mars Science Laboratory team had been puttingin effort to make a Training Venue to allow for parallel shadowtactical operations for trainees to actively work alongside theprime tactical operations personnel without affecting operations,since staffing constraints and shortened operations timelineswere straining the tactical process in supporting operationstrainees in the traditional way. The COVID- 19 Pandemic presentedfurther challenges in continuing on-console training forMSL operations trainees. The MSL operations team switched tofully remote operations, thus hampering the direct mentorshipa trainee would normally receive while on site at JPL. TheMars 2020 training team had developed a concept for roveroperations training simulations based on Johnson Space Center’sextensive simulations training program for astronauts andflight controllers. The MSL team borrowed this idea, and implementedthese training simulations which are called PracticalOperational Readiness Gambits (PORGs). The PORGs so farhave focused on the Science Planner and Rover Planner roles,which are two crucial roles in tactical operations that engagein key interactions throughout a shift. PORGs are based onactual sol scenarios that have occurred on Mars and follow thetactical operations process and timeline as closely as possible.However, unlike an operations shift, PORGs can slow down orpause to allow for more mentoring time. PORGs can focus onparticular skills to test the trainees on their understanding ofa concept. PORGs increase in complexity with each scenario toease the trainees into more typical tactical operations workloads.As more trainees join the MSL operations team, more roles arebeing incorporated into PORGs. There are plans to incorporatecertified operations personnel into PORGs to practice anomalyresponse situations. PORGs have become an essential part of theMSL operations training program and will continue even afterthe return to on-site operations at JPL.

Gajeway, Jocelyn↗
NASA NTRS2010

Use of Dynamic Models and Operational Architecture to Solve Complex Navy Challenges

The United States Navy established 8 Maritime Operations Centers (MOC) to enhance the command and control of forces at the operational level of warfare. Each MOC is a headquarters manned by qualified joint operational-level staffs, and enabled by globally interoperable C41 systems. To assess and refine MOC staffing, equipment, and schedules, a dynamic software model was developed. The model leverages pre-existing operational process architecture, joint military task lists that define activities and their precedence relations, as well as Navy documents that specify manning and roles per activity. The software model serves as a "computational wind-tunnel" in which to test a MOC on a mission, and to refine its structure, staffing, processes, and schedules. More generally, the model supports resource allocation decisions concerning Doctrine, Organization, Training, Material, Leadership, Personnel and Facilities (DOTMLPF) at MOCs around the world. A rapid prototype effort efficiently produced this software in less than five months, using an integrated process team consisting of MOC military and civilian staff, modeling experts, and software developers. The work reported here was conducted for Commander, United States Fleet Forces Command in Norfolk, Virginia, code N5-0LW (Operational Level of War) that facilitates the identification, consolidation, and prioritization of MOC capabilities requirements, and implementation and delivery of MOC solutions.

Grande, Darby↗
DOE OSTI2026

Human Supervision of Autonomous Vehicle Fleet Operations and Associated Passenger Communications: Preprint

Advances in automated vehicle (AV) technology and expanded operations are rapidly emerging with Automated Mobility District (AMD) deployments in global cities. NLR's AMD research addresses critical elements of human supervision of AV fleet operations and associated passenger communications for vehicles in which no driver or safety attendant is present. Although sufficiently advanced AVs no longer have direct oversight by a driver, fleet management remains staffed with operations personnel at the operations command and control (OCC) facility. This paper examines the functionality of the OCC, drawing comparisons of how automated train control and automated people mover OCCs operate. Within an AMD, the OCC manages various vehicle types, sizes, and operational modes, including on-demand and fixed route service, to facilitate a 'network of networks' for transport within a metropolitan area. The OCC serves as oversight for multiple AV fleets assisting AVs via remote operation of vehicles, communication, and dispatching personnel to resolve problems. The OCC also coordinates system operation, geographically staging vehicles, and managing weather, police, and emergency events. Informed by traffic management center (TMC) strategies using highly integrated software and communications, OCCs facilitate seamless information flows. OCC personnel remotely assist passengers and oversee multi-party operation to ensure safety and security. Although social norms mitigate large-capacity unattended vehicle operations, social interaction in multi-party automated small vehicles has little precedent. This poses a new frontier for society and requires research to effectively understand and manage. Future research will monitor OCC implementations, passenger interfaces, and deployment scaling of initial AMD systems.

33 ADVANCED PROPULSION SYSTEMS↗
NASA NTRS1993

Training augmentation device for the Air Force satellite Control Network

From the 1960's and into the early 1980's satellite operations and control were conducted by Air Force Systems Command (AFSC), now Air Force Materiel Command (AFMC), out of the Satellite Control Facility at Onizuka AFB, CA. AFSC was responsible for acquiring satellite command and control systems and conducting routine satellite operations. The daily operations, consisting of satellite health and status contacts and station keeping activities, were performed for AFSC by a Mission Control Team (MCT) staffed by civilian contractors who were responsible for providing their own technically 'qualified' personnel as satellite operators. An MCT consists of five positions: mission planner, ground controller, planner analyst, orbit analyst, and ranger controller. Most of the training consisted of On-the-Job-Training (OJT) with junior personnel apprenticed to senior personnel until they could demonstrate job proficiency. With most of the satellite operators having 15 to 25 years of experience, there was minimal risk to the mission. In the mid 1980's Air Force Space Command (AFSPACOM) assumed operational responsibility for a newly established control node at Falcon AFB (FAFB) in CO. The satellites and ground system program offices (SPO's) are organized under AFSC's Space and Missiles Systems Center (SMC) to function as a systems engineering and acquisition agency for AFSPACECOM. The collection of the satellite control nodes, ground tracking stations, computer processing equipment, and connecting communications links is referred to as the Air Force Satellite Control Network (AFSCN).

Shoates, Keith B.↗
DOE OSTI2023

FY23 ION Based Approaches to Address Labor and Knowledge Retention

This study will seek to outline the current problem facing the nuclear industry related to staffing, training, and retaining the necessary workforce for long-term sustainability. A review of published reports and knowledge gained by working in the nuclear energy sector will form the basis for this scoping study. This study will not seek to draw any conclusions regarding the underlying causes of these personnel issues but will attempt to ask questions and help outline future research. The Integrated Operations for Nuclear business model provides opportunities to partially mitigate some of the current issues facing staffing the nuclear fleet. Upgrading safety and control systems from analog to digital as advocated by the Integrated Operations for Nuclear process allows the nuclear facility to compete for the best and brightest candidates and offers them a broad and sustainable career path where their skills can be valued and utilized in the broader industrial sectors. This study will seek to identify the primary reasons that the nuclear industry is facing this labor crisis and seek to identify possible solutions that will be fully evaluated in future research.

42 ENGINEERING↗
NASA NTRS1982

Remote sensing training for Corps of Engineering personnel: The university training module concept

A concept to permit Corps of Engineers personnel to obtain and maintain an appropriate level of individual proficiency in the application of remote sensing to water resource management is described. Recommendations are made for specific training courses and include structure and staffing requirements, syllabi and methods of operation, supporting materials, and procedures for integrating information systems management into the University Training Modules.

Source record↗
DOE OSTI2024

Weapon Material Program: FY24 Annual Report

The Weapon Material Program (WMP) framework was started in July of Fiscal Year (FY) 2022, along with other Mission Support organizations. The first year was about building the organization with the right people, identifying needs, and developing a vision for expectations. It was also a year to move forward with new equipment and technology for weapon material processes. With numerous improvements, WMP is building world-class systems for production, warehousing, and analytical testing. FY 2023 was a year of development. The WMP was a new organization defining its identity, its focus, and its mission. At the end of FY 2023, WMP evaluated its current position and its immediate needs along with its future goals. The entire organization set out on this FY 2024 journey to success. The lack of funding, staffing, and visibility dramatically impacted weapon material operations, testing, and qualifications. This neglect required numerous areas to be addressed and improvement plans to be developed and implemented. WMP processes, procedures, and overall business operations were dramatically in need of updating, revision, and formal documentation. This included all areas: technology, equipment, facility modifications/upgrades, and testing improvements. To ensure organizational improvement and forward momentum in FY 2024, WMP executed a multi-faceted strategic vision. Action items included the following: • Filling open positions with capable personnel who would contribute to a more robust organization • Establishing more formal operations and problem-solving techniques • Improving departmental procedures to align with expanding scope • Improving training • Establishing collaboration meetings with other departments/organizations • Focusing on the importance of identifying and mitigating concerns with At-Risk Materials (@RM) • Leading modernization eff orts for Blending and Packaging (B&P) We are on the verge of a transformational improvement in all of our processes in support of the mission. The following area achievements outlined in this report reflect the hard work toward achieving the goal of “being the material Subject Matter Experts in the nuclear enterprise”.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
NASA NTRS1999

The autonomic laboratory

The autonomic nervous system can now be studied quantitatively, noninvasively, and reproducibly in a clinical autonomic laboratory. The approach at the Mayo Clinic is to study the postganglionic sympathetic nerve fibers of peripheral nerve (using the quantitative sudomotor axon reflex test [QSART]), the parasympathetic nerves to the heart (cardiovagal tests), and the regulation of blood pressure by the baroreflexes (adrenergic tests). Patient preparation is extremely important, since the state of the patient influences the results of autonomic function tests. The autonomic technologist in this evolving field needs to have a solid core of knowledge of autonomic physiology and autonomic function tests, followed by training in the performance of these tests in a standardized fashion. The range and utilization of tests of autonomic function will likely continue to evolve.

NASA Discipline Cardiopulmonary↗
NASA NTRS2016

Psychological Support Operations and the ISS One-Year Mission

Since NASA began human presence on the International Space Station (ISS) in November 1998, crews have spent two to seven months onboard. In March 2015 NASA and Russia embarked on a new era of ISS utilization, with two of their crewmembers conducting a one-year mission onboard ISS. The mission has been useful for both research and mission operations to better understand the human, technological, mission management and staffing challenges that may be faced on missions beyond Low Earth Orbit. The work completed during the first 42 ISS missions provided the basis for the pre-flight, in-flight and post-flight work completed by NASA's Space Medicine Operations Division, while our Russian colleagues provided valuable insights from their long-duration mission experiences with missions lasting 10-14 months, which predated the ISS era. Space Medicine's Behavioral Health and Performance Group (BHP) provided pre-flight training, evaluation, and preparation as well as in-flight psychological support for the NASA crewmember. While the BHP team collaboratively planned for this mission with the help of all ISS international partners within the Human Behavior and Performance Working Group to leverage their collective expertise, the US and Russian BHP personnel were responsible for their respective crewmembers. The presentation will summarize the lessons and experience gained within the areas identified by this Working Group as being of primary importance for a one-year mission.

Beven, G.↗
NASA NTRSDate not supplied

NASA Extreme Environment Mission Operations (NEEMO)

Introduction: NASA is preparing to land the first woman and first person of color on the Moon within the next decade, and ensuring the success of these missions will depend on our preparation on the ground in multiple ground-based lunar environment analogs. To achieve this, NASA has used full mission class analogs, of which NASA Extreme Environment Mission Operations (NEEMO) is the longest continuously running example. Discussion: NEEMO is NASA’s long-standing undersea high-fidelity spaceflight mission analog. It focuses on exploration science, EVA techniques and tools, and maturing ISS IVA flight hardware and operations concepts. NEEMO crews are composed of groups of US and International Partner (IP) astronauts, engineers and scientists who live, work and explore in a challenging environment analogous to the environment experienced currently on ISS and what is expected for future deep space exploration destinations. NEEMO missions are conducted at Aquarius Reef Base (ARB), which includes a shore base in Tavernier, FL, and the world's only undersea research station, the Aquarius habitat, which is located 5.4 miles (9 kilometers) off Key Largo in the Florida Keys National Marine Sanctuary. ARB is owned and operated by Florida International University (FIU). Aquarius was selected due to its remote and extreme location and its ability to provide the unique isolation and risk factors that spaceflight presents. NEEMO missions allow for evaluations of end-to-end EVA and Science exploration concepts of operations with a crew that is in situ in a true extreme environment. They also allow for evaluations of flight hardware and ops tools that are either pondered or destined for ISS or Gateway in the near future. NEEMO missions feature flight-like interactions between the crew and a Mission Control Center (MCC )and Science Team, which in turn allows evaluation of mission and science operations decision making and communications techniques. One reason NEEMO missions are of such high fidelity is that so many of the participants are experienced human space flight end operators. The majority of crewmembers are trained astronauts, and many of the MCC operators have credentials as current or former certified ISS MCC operators (e.g., CapCom, EVA Officer, etc.). Mission products are generated daily by the ground team and are modeled on ISS products (but modified as needed). A planning team manages the constantly evolving mission timelines in response to the ever-changing constraints and opportunities. During NEEMO missions, suited EVA crewmembers (using diving helmets) have clear voice communications with each other, the habitat, and the MCC and Science Team back on shore. Each EVA crewmember also sends helmet cam video to the habitat and MCC and Science Teams. Appropriate communications latencies are inserted for the destination being simulated as well. NEEMO missions are made possible by a broad collaboration of participants. Astronauts from all of the ISS partner agencies are eligible for crew assignment. Often the crew includes a NASA scientist, doctor or engineer with a particular skill to contribute. Sometimes crewmembers come from external entities–generally institutes or universities. Objectives come from a wide variety of sources as well, from within NASA, IPs, government agencies, academia, commercial companies and research institutes. A typical NEEMO mission is a collaboration between at least 5 NASA centers. To date, 23 NEEMO missions have been conducted since 2001, and NEEMO 24 is planned for 2022. Conclusion: NEEMO is a high-fidelity mission analog conducted in an extreme subsea environment. It features experienced end-operators in human spaceflight, from the astronaut crewmembers to key personnel staffing Mission Control. Acknowledgments: The authors wish to thank FIU and NASA’s HEO SEI/Strategic Analysis and Exploration Integration and Science Directorate organizations for the continued support that makes the NEEMO Project possible.

M L Reagan↗