Engineering Papers⌕ Search

SEARCH · Engineering Papers

Results for “Strategic Plan”

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 19 records
All sourcesNASA NTRSDOE OSTI
DOE OSTI2024

Soybean genomics research community strategic plan: A vision for 2024–2028

Abstract This strategic plan summarizes the major accomplishments achieved in the last quinquennial by the soybean [Glycine max(L.) Merr.] genetics and genomics research community and outlines key priorities for the next 5 years (2024–2028). This work is the result of deliberations among over 50 soybean researchers during a 2‐day workshop in St Louis, MO, USA, at the end of 2022. The plan is divided into seven traditional areas/disciplines: Breeding, Biotic Interactions, Physiology and Abiotic Stress, Functional Genomics, Biotechnology, Genomic Resources and Datasets, and Computational Resources. One additional section was added, Training the Next Generation of Soybean Researchers, when it was identified as a pressing issue during the workshop. This installment of the soybean genomics strategic plan provides a snapshot of recent progress while looking at future goals that will improve resources and enable innovation among the community of basic and applied soybean researchers. We hope that this work will inform our community and increase support for soybean research.

Genetics & Heredity↗
DOE OSTI2023

Los Alamos National Laboratory Internal Audit Strategic Plan

Los Alamos National Laboratory (LANL or the Laboratory) is managed under a management and operations (M&O) contract by Triad National Security, LLC (Triad), a nonprofit, public-focused consortium that includes Battelle Memorial Institute, the Texas A&M University System, and the University of California. The Internal Audit Group (IA) at LANL creates a formal strategic plan every five years in order to establish longer-range goals and initiatives to ensure the group fulfills its purpose as established in the Audit Charter, conforms with relevant standards, and is focused on continuous improvement. This document establishes the five-year strategic plan for fiscal year’s (FY) 2024 - 2028.

29 ENERGY PLANNING, POLICY, AND ECONOMY↗
DOE OSTI2026

ARM Aerosol Measurement Science Group 2024 Strategic Planning Workshop Report

This report summarizes the results of the 2024 Strategic Planning Workshop conducted by the Aerosol Measurement Science Group (AMSG) for the U.S. Department of Energy (DOE) Atmospheric Radiation Measurement (ARM) User Facility. The objective of this workshop was to provide ARM facility guidance through specific recommendations relating to aerosol science for a period of five years. The AMSG primary focus of this workshop was to help advance strategic external partnership engagement for ARM’s aerosol measurement program. The workshop was held July 9-10, 2024 at the University of Utah. This was the third such workshop since the AMSG was chartered in 2015 to enhance coordination of ARM observations of aerosols and atmospheric trace gases with the needs of ARM users.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2026

Cyber-Informed Engineering for Strategic Planning

The CIE Guide for Engaging Organizational Leadership: Board and C-Suite describes how to apply CIE at the senior-level of organizational management. This guidance integrates CIE concepts into theory and practice of guiding coalition leadership to improve permeation of CIE concepts throughout organizational culture. This guide incorporates feedback from CIE community of practice volunteers in a study of how business administrative and strategic planning and management guidance and course materials can be applied to CIE implementation throughout an organization's principles and processes. This guide defines the interests guiding senior leadership, managers and supervisors, and technicians and workers involved in creating and operating and maintaining systems, and cultural/ historical/ political assumptions or influences shaped the landscape that could facilitate or impede development of CIE. The included guidance for organizational strategic management and leadership can be imbedded into contract guidance based on the CIE implementation guide and lessons learned from industry application.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2023

The U.S. CMS HL-LHC R&D Strategic Plan

The HL-LHC run is anticipated to start at the end of this decade and will pose a significant challenge for the scale of the HEP software and computing infrastructure. The mission of the U.S. CMS Software & Computing Operations Program is to develop and operate the software and computing resources necessary to process CMS data expeditiously and to enable U.S. physicists to fully participate in the physics of CMS. We have developed a strategic plan to prioritize R&D efforts to reach this goal for the HL-LHC. This plan includes four grand challenges: modernizing physics software and improving algorithms, building infrastructure for exabyte-scale datasets, transforming the scientific data analysis process and transitioning from R&D to operations. We are involved in a variety of R&D projects that fall within these grand challenges. In this talk, we will introduce our four grand challenges and outline the R&D program of the U.S. CMS Software & Computing Operations Program.

72 PHYSICS OF ELEMENTARY PARTICLES AND FIELDS↗
DOE OSTI2022

National Smart Manufacturing Strategic Plan: To Facilitate More Rapid Development, Deployment and Adoption of Smart Manufacturing Technologies

Smart manufacturing technologies provide real-time data and insight to improve the productivity, efficiency, and competitiveness of U.S. manufacturing, creating the potential for new jobs in the manufacturing sector. These technologies can support U.S. manufacturers’ ability to increase throughput and energy efficiency, and decrease waste, defects, and costs. A wide range of manufacturing and industrial subsectors, particularly energy-intensive and energy-dependent industries, have the potential to benefit from smart manufacturing technologies. There are technical improvements still needed to reduce the costs and barriers (trained workforce and upskilling, software-hardware integration, cost, and technical barriers to deployment of advanced sensors, computing, and communication technologies for existing manufacturing assets) to the adoption of smart manufacturing technologies, especially to small and medium-sized manufacturers, and subsequently, increase the overall adoption rate of smart manufacturing technologies. This report outlines the Department of Energy’s (DOE) strategic plan to accelerate the development and implementation of smart manufacturing technologies in the United States and the actions DOE has taken to use these technologies in smart manufacturing for the United States. DOE’s plan to facilitate more rapid development, deployment and widespread adoption of smart manufacturing technologies derive from the 2018 Strategy for American Leadership in Advanced Manufacturing. The strategy outlines a vision for America’s leadership in advanced manufacturing including the development of intelligent manufacturing systems to optimize manufacturing facilities and support the manufacturing of transformative materials. DOE’s Clean Energy Smart Manufacturing Innovation Institute (CESMII), a Manufacturing USA Institute, focuses on accelerating the development and adoption of advanced sensors, controls, platforms, and models needed for smart manufacturing. The objective is to enhance U.S. manufacturing productivity and global competitiveness through the research and development of these technologies. Smart manufacturing has the potential to improve the overall performance, energy productivity, and efficiency of manufacturing, fostering the economic competitiveness of the manufacturing sector.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2023

IRIS-HEP Strategic Plan for the Next Phase of Software Upgrades for HL-LHC Physics

The quest to understand the fundamental building blocks of nature and their interactions is one of the oldest and most ambitious of human scientific endeavors. CERN's Large Hadron Collider (LHC) represents a huge step forward in this quest. The discovery of the Higgs boson, the observation of exceedingly rare decays of $B$ mesons, and stringent constraints on many viable theories of physics beyond the Standard Model (SM) demonstrate the great scientific value of the LHC physics program. The next phase of this global scientific project will be the High-Luminosity LHC (HL-LHC) which will collect data starting circa 2029 and continue through the 2030s. The primary science goal is to search for physics beyond the SM and, should it be discovered, to study its implications. In the HL-LHC era, the ATLAS and CMS experiments will record around 100 times as many collisions as were used to discover the Higgs boson (and at twice the energy). Both NSF and DOE are making large detector upgrade investments so the HL-LHC can operate in this high-rate environment. Similar investment in software R&D for acquiring, managing, processing and analyzing HL-LHC data is critical to maximize the return-on-investment in the upgraded accelerator and detectors. This report presents a strategic plan for a possible second 5-year funded phase (2023 through 2028) for the Institute for Research and Innovation in Software for High Energy Physics (IRIS-HEP) which will close remaining software and computing gaps to deliver HL-LHC science.

43 PARTICLE ACCELERATORS↗
DOE OSTI2021

Energy Supply Chain Strategic Plan

With energy demand rising and the desire to reduce carbon emissions becoming more prominent, government and industry are increasingly interested in developing an emissions-free, power generation source that is safe, resilient and dependable. The world is looking to expand clean energy capabilities and develop the next generation of nuclear reactors. Not only is building next-generation energy systems Idaho National Laboratory’s opportunity, it is also Idaho’s opportunity. With this in mind, INL launched Supply Chain Initiative to leverage INL’s energy projects to build an energy talent pipeline and develop a robust business ecosystem to support current and future projects.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2023

Strategic Plan: Decrease Critical Minerals Waste Through Enabling Advanced Manufacturing Techniques

In this report we developed a strategic outlook derived from previous findings by our Phase-2 Scorecard Report and the Critical Mineral Evaluation Report. In addition, Phase 2 Materials Scorecards have been developed in 2022 to provide a detailed justification and traceability for the adoption of additively manufactured structural materials and ceramics for nuclear deployment. The report provides a strategic vision to harvest the benefits of reduced material and energy demands by enhanced deployment of advanced manufacturing in nuclear technology. The objective of this report is to address the needs for imminent experimental/computational studies to optimize the deployment of advanced manufacturing for its energy-, cost-, and critical materials saving potentials. We display what further actions are needed to minimize supply risks of critical minerals and to lower the economic vulnerability when implementing the additional nuclear capacity projected by 2050, in support of the U.S. goal of net-zero carbon emission. The critical minerals essential for Gen-IV nuclear technology show either low disruption potential (supply risks) combined with high economic vulnerability, such as: copper, nickel, and chromium; or low supply risks combined with medium economic vulnerability, such as: manganese, molybdenum, tungsten, vanadium, tantalum, and zirconium. Enhancements in quality and yield of critical mineral recycling and the recovery of critical minerals from solid and industrial waste streams are needed to enhance supply security for stainless-steel production and to shift the time to scarcity for society to future years.

36 MATERIALS SCIENCE↗
DOE OSTI2020

National Security Research Center 2021 Strategic Plan

The National Security Research Center (NSRC) is a dynamic organization staffed with an expert, highly trained experts. The NSRC opened its doors in June 2019, making it one of the newest large organizations at Los Alamos National Laboratory (LANL). It supports a broad range of researchers within the LANL Weapons Program, customers across other National Nuclear Security Administration (NNSA) labs and sites, and partners in the Department of Defense (DoD). The maintenance and growth of the NSRC necessitate strategy and foresight. The NSRC leadership has developed a series of strategic goals through discussions with NSRC staff, customers, LANL leadership, and similar research institutions around the country to guide the NSRC leadership in moving the Center forward over the next five years.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2021

CINT 2026 Strategic Plan

The Center for Integrated Nanotechnologies (CINT) plays a leadership role in the area of nanoscience through its function as a Department of Energy (DOE), Office of Science Nanoscale Science Research Center national user facility. By creating a collaborative community of diverse users and expert scientific staff, CINT fosters high-impact nanoscience discoveries, leads next-generation technique development, and advances the frontiers of knowledge beyond that which is achievable by individual researchers or any single institution.

77 NANOSCIENCE AND NANOTECHNOLOGY↗
DOE OSTI2021

2021-2026 Weapons Research Services Strategic Plan

The Weapons Research Services (WRS) Division provides Los Alamos National Laboratory with services, resources, and staff that are critical to fulfilling its national security mission. WRS serves the entire LANL Weapons Program and is housed within the Weapons Physics Directorate (ALDX), which is at the core of the design, certification, and assessment of the nation’s nuclear weapons. More specifically, WRS is a research and development organization that provides unique tools designed to meet the specific needs of the Lab’s weapons mission rather than administrative or Information & Technology (IT) tools used broadly by the Lab. WRS partners with other LANL organizations, including Global Security to conduct mission research and I&T organizations to meet basic IT infrastructure needs.

45 MILITARY TECHNOLOGY, WEAPONRY, AND NATIONAL DEF↗
DOE OSTI2021

ARM Aerosol Measurement Science Group 2019 Strategic Planning Workshop Report

This report summarizes the results of a U.S. Department of Energy Atmospheric Radiation Measurement (ARM) user facility workshop held in November 2019 to advance a science-based strategy for ARM’s aerosol measurement program. This was the second such workshop since the Aerosol Measurement Science Group (AMSG) was chartered in 2015 to enhance coordination of ARM observations of aerosols and atmospheric trace gases with the needs of ARM users. The results presented here reflect the AMSG’s focus in recent years on science-based strategies that will contribute to the increased use of ARM data to fulfill its mission of improving process representations and predictability in climate models. Sessions held during the workshop range from interfacing with models through aerosol sampling strategies to calibration protocols and data products. The strategies set forth here were also developed to be directly relevant to ARM’s updated Decadal Vision. The AMSG workshops have been designed to recommend actions that will enable ARM to evolve and continue to meet its mission. To that end, the AMSG will develop an actionable plan from the recommendations outlined here. Some are well defined and can reasonably be accomplished in the short term. Others are less definite or of a larger scope that calls for a longer-term implementation. Further discussion will be required to develop and prioritize actionable items related to such areas. Task teams comprising the appropriate expertise and perspective from the AMSG and other members of the community will be formed to achieve this outcome. Some particular topics are recognized as high priority, so plans are underway to develop task teams and to hold follow-on discussions to address them. Four areas currently being considered for short, focused discussion are 1) aerosol measurements on the North Slope of Alaska, 2) improving data usability for modeling, 3) strategies for advancing remote sensing, vertical profiling, and distributed measurements of aerosols, and 4) aerosol sampling strategies at existing ARM sites to provide intensive modes of operation to promote data usage for process and modeling studies.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2021

ARM Aerosol Measurement Science Group 2019 Strategic Planning Workshop Report

This report summarizes the results of a U.S. Department of Energy Atmospheric Radiation Measurement (ARM) user facility workshop held in November 2019 to advance a science-based strategy for ARM’s aerosol measurement program. This was the second such workshop since the Aerosol Measurement Science Group (AMSG) was chartered in 2015 to enhance coordination of ARM observations of aerosols and atmospheric trace gases with the needs of ARM users. The results presented here reflect the AMSG’s focus in recent years on science-based strategies that will contribute to the increased use of ARM data to fulfill its mission of improving process representations and predictability in climate models. Sessions held during the workshop range from interfacing with models through aerosol sampling strategies to calibration protocols and data products. The AMSG workshops have been designed to recommend actions that will enable ARM to evolve and continue to meet its mission. To that end, the AMSG will develop an actionable plan from the recommendations outlined here. Some are well defined and can reasonably be accomplished in the short term. Others are less definite or of a larger scope that calls for a longer-term implementation. Further discussion will be required to develop and prioritize actionable items related to such areas. Task teams comprising the appropriate expertise and perspective from the AMSG and other members of the community will be formed to achieve this outcome. Some particular topics are recognized as high priority, so plans are underway to develop task teams and to hold follow-on discussions to address them. Four areas currently being considered for short, focused discussion are 1) aerosol measurements on the North Slope of Alaska, 2) improving data usability for modeling, 3) strategies for advancing remote sensing, vertical profiling, and distributed measurements of aerosols, and 4) aerosol sampling strategies at existing ARM sites to provide intensive modes of operation to promote data usage for process and modeling studies.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2021

2019 Computing Sciences Strategic Plan

Computing has transformed nearly every aspect of scientific inquiry — across disciplines and across scales — from the behavior of subatomic particles to the formation of structures in the early universe, from the assembly of the human genome to the evolution of earth systems. Over the past two decades, computing has become an integral part of how Berkeley Lab is “Bringing Science Solutions to the World.” Advances in computing and mathematics have been key, with new mathematical models of complex physical phenomena, new methods for analyzing complex data, new algorithms for accuracy and scaling and sophisticated software systems that encapsulate these techniques into open, reusable tools. The performance of NERSC computers and the ESnet network have grown by several orders of magnitude, along with our understanding of how to map scientific computations and workflows onto these systems. From research to facility operations, the passion, talent and dedication of the Computing Sciences Area staff has been the cornerstone of our success. The plan outlined in this document describes the next step in a journey to expand the influence and impact of our efforts, building an increasingly connected global enterprise for science that places more powerful instruments in the hands of scientists, along with more powerful methods and tools for modeling, analysis and prediction.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2021

Physics Division Strategic Plan: Science Drivers

The Physics Division Science Drivers articulate the overarching scientific objectives that we seek to address and that form the lifeblood of our Division. While many physics subfields are represented in the Physics Division’s scientific portfolio, we strive to maintain or achieve excellence and international leadership in only a few areas. While diversity of science and engineering efforts is strongly supported and provides the fertile soil for innovation, there are dominating areas in which we must excel to accomplish our mission that is stated as: “We design, execute and analyze experiments that challenge, improve and validate our understanding of fundamental physics underpinning LANL’s national security mission.”

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗