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Navigation and pointing timeline development for an autonomous free-flying Shuttle payload
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Demonstrating the data center as a flexible grid asset using a C-HIL setup
Increasing data center demand is outpacing grid infrastructure development. Artificial intelligence workloads and hyperscale cloud growth are creating unprecedented demand for power, while traditional grid expansion faces multiyear development timelines. Verrus is developing an innovative datacenter solution for this challenge, data centers that act as active grid-supportive assets rather than passive loads. Our approach integrates a novel grid-aware power flow management system with battery energy storage systems(BESS) into a microgrid-controlled, medium-voltage power distribution architecture that delivers critical capabilities, such as: * Fast response to grid disturbances such over/ under voltage or over/ under frequency * Demand flexibility that can service requests from the utility within 10 s * Uninterrupted transition to islanded operation during grid outages * Continuous uptime assurance for compute loads while maintaining all customer service level agreements. Through Verrus' strategic partnership with the National Renewable Energy Laboratory (NREL), these capabilities were validated using NREL's Advanced Research on Integrated Energy Systems (ARIES) virtual emulation environment to model a 70-MW grid-interactive data center. This paper outlines the design, methodology, and results of this emulated deployment, demonstrating that data centers can provide both critical load resilience and ancillary grid support without compromising uptime requirements. Specifically, we present a digital real time simulation of a 70 MW data center integrated with a physical microgrid controller, and demonstrate the data center response in the event of a grid voltage and frequency event, utility demand response request and utility outage.
An algorithm for a single machine scheduling problem with sequence dependent setup times and scheduling windows
An enumeration algorithm is presented for solving a scheduling problem similar to the single machine job shop problem with sequence dependent setup times. The scheduling problem differs from the job shop problem in two ways. First, its objective is to select an optimum subset of the available tasks to be performed during a fixed period of time. Secondly, each task scheduled is constrained to occur within its particular scheduling window. The algorithm is currently being used to develop typical observational timelines for a telescope that will be operated in earth orbit. Computational times associated with timeline development are presented.
Crossing the Barriers: An Analysis of Permitting Barriers to Geothermal Development and Potential Improvement Scenarios
Developers have identified many non-technical barriers to geothermal power development, including permitting. Activities required for permitting, such as the associated environmental reviews, can take a considerable amount of time and delay project development. This paper discusses the impacts to geothermal development timelines due to the permitting challenges, including the regulatory framework, environmental review process, and ancillary permits. We identified barriers that have the potential to prevent geothermal development or delay timelines and defined improvement scenarios that could assist in expediting geothermal development and permitting timelines and lead to the deployment of additional geothermal resources by 2030 and 2050: (1) the creation of a centralized federal geothermal permitting office and utilization of state permit coordination offices as well as (2) an expansion of existing categorical exclusions applicable to geothermal development on Bureau of Land Management public lands to include the oil and gas categorical exclusions passed as part of the Energy Policy Act of 2005. We utilized the Regional Energy Deployment System (ReEDS) and the Geothermal Electricity Technology Evaluation Model (GETEM) to forecast baseline geothermal deployment based on previous analysis of geothermal project development and permitting timelines. The model results forecast that reductions in geothermal project timelines can have a significant impact on geothermal deployment. For example, using the ReEDS model, we estimated that reducing timelines by two years, perhaps due to the creation of a centralized federal geothermal permitting office and utilization of state permit coordination offices, could result in deployment of an additional 204 MW by 2030 and 768 MW by 2050 - a 13% improvement when compared to the business as usual scenario. The model results forecast that a timeline improvement of four years - for example with an expansion of existing categorical exclusions coupled with the creation of a centralized federal geothermal permitting office and utilization of state permit coordination offices - could result in deployment of an additional 2,529 MW of geothermal capacity by 2030 and 6,917 MW of geothermal capacity by 2050 - an improvement of 116% when compared to the business as usual scenario. These results suggest that reducing development timelines could be a large driver in the deployment of geothermal resources.
Strategic styles of hardware product development could accelerate commercialization in cleantech startups
Hardware-based startups risk having longer times-to-market, deterring investment in the clean technologies that are critical to a sustainable future. We interviewed 55 leaders at hardware startups, 20 of which are cleantech, mapped their development timelines, and found prototyping to be the longest development step (median of 19 weeks per prototype) regardless of prototype complexity or iteration. Qualitative interview analysis reveals the prototyping team’s choice of development style is a major factor affecting timeline. We define two development styles: natural and structured, typified by free-form exploration and rule-based execution, respectively. On average, natural development takes 35% less time than structured, and is thus preferred for early iterations, but adopting structure at strategic points is needed for timely commercialization. Critical points of transition to a structured style include adding new team members or engaging external partners, which demand clear communication and expectations. When pivoting to a new product or market, returning to a natural style is beneficial.
HLS Mission Planning Using the STEDe Applications Suite of Timeline Evaluation and Development environments (STEDe)
STEDe applications work together to emulate the official HLS mission timeline and provide insight into potential mission constraints. They ingest HLS Program inputs such as ground rules and assumptions, requirements, and activity durations, informed by experts, to ensure that crew activities and critical vehicle events can transpire without conflicts and mission goals can be achieved. The STEDe applications provide timely assessments of what-if changes to the timeline with respect to different parameters and improve on the trial-and-error mission timeline development process.
The phase 2 NRA
We present points of special interest to potential proposers for the Compton Observatory Phase 2 Guest Investigator (GI) program. A general summary of some of the most important details of the phase 2 NASA Research Announcement (NRA) is followed by an enumeration of the modes of participation and proposal types available to GI proposers. Finally, the method which is planned for the selection of the Phase 2 Guest Investigators in parallel with the development of a preliminary Phase 2 observing timeline is outlined. The ways in which the selection of targets by GI's could be affected by the Phase 2 timeline development procedure is described.
Refining the Definition of a Geothermal Exploration Success Rate
The geothermal exploration process impacts project development timelines, costs, and overall perceived risk. However, the success in the exploration phase of a geothermal project - and the calculation of a success rate - is universally ill-defined. In previous studies, the success of a geothermal process is loosely defined as the number of wells that result in commercially-viable production. This work focuses on refining the definition of success for the exploration process to represent an upper bound to the likelihood a project will proceed into commercial production. This research examines the topic of success from both a top-down and bottom-up approach: a review of previous assessments of success rate that identifies common conditions leading to successful exploration, and a project-level review of geothermal sites in the western United States focused on decision points in the geothermal exploration process. The analysis not only considers the impact of factors outside of the geothermal reservoir (i.e. delays due to financing or permitting), but also touches on the length of the exploration process and the symbiosis between exploration methods. Using a combination of these analyses, future work will investigate which levers within the geothermal exploration process have the strongest influence on overall project success.
Perceived Conflicts of Systems Engineering in Early-Stage Research and Development 1
Early Systems Research and Development (ESR&D) is one of the most crucial phases in the product development process. It both blends and blurs the lines between science and engineering, and requires a risk-based, disciplined, and graded approach to effectively manage scope, cost, and complexity of the final product. Many leaders, program managers, and scientists are unwilling to involve systems engineering because of the perception that systems engineering is heavily process oriented, adds unnecessary costs, and should be applied only to mature technologies. The value of systems engineering as applied to ESR&D is unclear to these key individuals. The unfortunate result is that system engineering is not applied to ESR&D. This results in R&D efforts that may have solved the wrong problem, selected the wrong architecture, require technical rework, have difficulty transitioning later maturity levels, and result in higher R&D costs and extended development timelines. This work discusses the difficulty of introducing systems engineering to the research and early development process and their inclination perspectives of researchers, engineers, and managers. The article shall offer potential means to manage the cultural transformation of early adoption of right-sized systems engineering in ESR&D and reverse the attitudinal positions.
The waterSHED Model: User Guide
The ideal design and operation of small hydropower plants is a complex optimization problem with economic, social, and environmental objectives. The waterSHED (Water Allocation Tool Enabling Rapid Small Hydropower Environmental Design) model is a user-friendly tool that allows hydropower stakeholders to model the trade-offs among these objectives using the Standard Modular Hydropower (SMH) framework. The SMH framework employs modular technologies that can be represented as blackbox objects and combined within a river to create a hydropower facility. For a given site, the waterSHED model aims to determine which modules should be placed in a facility and how those modules should be operated. This user guide describes how to use the graphical user interface and related functionalities. This document also summarizes the background research and mathematical formulations that are explained indepth in the accompanying doctoral dissertation. This model is an early step toward a new hydropower design process that employs standardization and modularity to reduce costs, development timelines, and challenges regarding social and environmental mitigation measures for low-head, small hydropower development. The waterSHED model is a Python application that will require the ability to download a GitHub repository, import the necessary packages, and run a set of Python script files using an integrated development environment. The script produces a graphical user interface to coordinate inputs, simulate operation, and visualize results, so no coding experience is needed once the script is running. Additionally, the waterSHED Workbook is a Microsoft Excel file that works with the Python script to facilitate data entry
Development of a Multi-Robot System for Autonomous Inspection of Nuclear Waste Tank Pits
This paper introduces the overall design plan, development timeline, and preliminary progress of the Autonomous Pit Exploration System project. This project aims to develop an advanced multi-robot system for the efficient inspection of nuclear waste-storage tank pits. The project is structured into three phases: Phase 1 involves data collection and interface definition in collaboration with Hanford Site experts and university partners, focusing on tank riser geometry and hardware solutions. Phase 2 includes the selection of sensors and robot components, detailed mechanical design, and prototyping. Phase 3 integrates all components into a cohesive system managed by a master control package which also incorporates digital twin and surrogate models, and culminates in comprehensive testing and validation at a simulated tank pit at the Idaho National Laboratory. Additionally, the system’s communication design ensures coordinated operation through shared data, power, and control signals. For transportation and deployment, an electric vehicle (EV) is chosen to support the system for a full 10 h shift with better regulatory compliance for field deployment. A telescopic arm design is selected for its simple configuration and superior reach capability and controllability. Preliminary testing utilizes an educational robot to demonstrate the feasibility of splitting computational tasks between edge and cloud computers. Successful simultaneous localization and mapping (SLAM) tasks validate our distributed computing approach. More design considerations are also discussed, including radiation hardness assurance, SLAM performance, software transferability, and digital twinning strategies.
Vulcan Test Platform: Demonstrating the Data Center as a Flexible Grid Asset
Explosive data center demand is outpacing grid infrastructure development. AI workloads and hyperscale cloud growth are creating unprecedented power requirements, while traditional grid expansion faces multi-year development timelines, regulatory hurdles, and decarbonization challenges. Sidewalk Infrastructure Partners recognized this impending crisis years ago and founded Verrus to develop an innovative solution: data centers that function as grid assets rather than passive loads. The Verrus approach integrates proprietary grid-aware controls with battery energy storage systems (BESS) in a medium-voltage architecture that delivers three critical capabilities: Fast-responding demand flexibility that can service requests from the utility within 10 seconds, Uninterrupted transition to islanded operation during grid disturbances, Continuous uptime assurance while maintaining all customer service level commitments Through Verrus' strategic partnership with the National Renewable Energy Laboratory (NREL), we validated these capabilities on Vulcan, a 70 MW utility-scale test platform powered by NREL's ARIES Virtual Emulation Environment. This deployment-ready technology has successfully demonstrated that Verrus data centers can deliver meaningful grid services while maintaining mission-critical reliability. This technical report outlines the design, methodology, and results of this emulated deployment, demonstrating that data centers can play a pivotal role in enhancing grid flexibility and reliability, without sacrificing service level guarantees.
Cassini Titan Science Integration: Getting a 'Jumpstart' on the Process
The Cassini spacecraft has been in orbit for five years, returning a wealth of scientific data from Titan and the Saturn system. The mission is a cooperative undertaking between NASA, ESA and the Italian Space Agency and the project is currently planning for a second extension of the mission. The Cassini Solstice Mission (CSM) will extend the mission's lifetime until Saturn's northern summer solstice in 2017. The Titan Orbiter Science Team (TOST) has the task of integrating the science observations for all 126 targeted Titan flybys (44 in the Prime Mission, 26 in the first extension (Equinox Mission), and 56 in the second extension (Solstice Mission)) contained in the chosen trajectory. Cassini science instruments are body-fixed with limited ability to articulate; thus, the spacecraft pointing during the flybys must be allocated among the instruments to accomplish the mission's science goals. The science that can be accomplished on each Titan flyby also critically depends on the closest approach altitude, which is in turn determined by the attitude, but changing the altitude impacts the overall trajectory for the Solstice Mission. During the Prime and Extended missions, TOST has learned that the best way to achieve Cassini's Titan science goals is via a 'jumpstart' process prior to final delivery of the trajectory. The jumpstart is driven by the desire to balance Titan science across the entire set of flybys during the CSM, and to influence any changes (tweaks) to the flyby altitudes. By the end of the jumpstart, TOST produces Master Timelines for each flyby, identifying each flyby's prime science observations and allocating control of the spacecraft attitude to specific instrument teams. In addition, developing timelines early, while the science and operations teams are still fully funded, decreases the future workload in integration and implementation.
NASA/Mir Phase 1: A Lesson Learned in Long Duration Mission Planning and Operations
The NASA/Mir Phase I Program is a precursor to the assembly and operations of the International Space Station (ISS). The Phase I Program covers a four-year period and encompasses over ten shuttle flights to the Mir, culminating with the flight of STS-91 in June 1998. The Mir-Orbiting Station (Mir-OS) provides an excellent environment, both onboard and on the ground, for learning and studying the characteristics associated with crew-tended operations on long duration missions. By the end of the Phase I program, NASA astronauts will have accumulated over two years of continuous operations experience working and living onboard the Mir-OS. Ground controllers, working in Russia and at remote sites in the United States, will have gained valuable experience in the generation, maintenance, and coordination of the information and products required to support the long duration crew members onboard the Mir-OS. The experience gained by the crew and ground support personnel in the area of long duration mission operations has resulted in a number of factors that need to be considered in the definition and implementation of the processes and products for the ISS. While there are many areas in which experience has been gained, this paper focuses on the lessons learned regarding the level of detail and flexibility of crew timelines. Provided in this paper is an overview of the characteristics associated with long duration mission timeline development and execution, a summary of applicable lessons learned identified and documented through participation in the NASA/Mir Phase I Program, a detailed discussion of "Gross Timelines" as implementation which addresses the lessons learned. Also discussed are the challenges that must be overcome in getting the ISS program to recognize, evaluate, and learn from the crew and ground controller experience gained through participation in the NASA/Mir Phase I Program.