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At least 19 records

Decision Support System

Forest-based value chains involve decisions that begin at the landscape level and extend through processing, product manufacturing, and end-use markets. However, these decisions are often made independently across sectors, with limited visibility into how upstream resource conditions, incentives, and land management choices influence downstream production systems. In forested regions of the United States, wildfire risk, fragmented ownership, and uncertain markets for low-value residues complicate efforts to align extraction, processing, and utilization decisions. Without tools that link these stages, stakeholders may overlook opportunities to improve resource utilization or inadvertently shift impacts elsewhere in the value chain. This repository introduces a decision support system (DSS) that applies a system-impact-analysis approach to forest biomass residues and co-products. The framework integrates forest inventory data, geospatial resource assessments, and economic modeling to evaluate how biomass extraction decisions influence downstream product pathways. By linking regional feedstock avail- ability with market incentives and processing options—such as fuels, wood products, or soil amendments like biochar—the tool allows decision-makers to compare value chain outcomes across multiple utilization strategies.

Davis, Maggie [Oak Ridge National Laboratory (ORNL

NASA Spacecraft Fault Management Workshop Results

Fault Management is a critical aspect of deep-space missions. For the purposes of this paper, fault management is defined as the ability of a system to detect, isolate, and mitigate events that impact, or have the potential to impact, nominal mission operations. The fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for 5 missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that 4 out of the 5 missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and tools that have not kept pace with the increasing complexity of mission requirements and spacecraft systems. This paper summarizes the findings and recommendations from that workshop, as well as opportunities identified for future investment in tools, processes, and products to facilitate the development of space flight fault management capabilities.

Newhouse, Marilyn

Results from the NASA Spacecraft Fault Management Workshop: Cost Drivers for Deep Space Missions

Fault Management, the detection of and response to in-flight anomalies, is a critical aspect of deep-space missions. Fault management capabilities are commonly distributed across flight and ground subsystems, impacting hardware, software, and mission operations designs. The National Aeronautics and Space Administration (NASA) Discovery & New Frontiers (D&NF) Program Office at Marshall Space Flight Center (MSFC) recently studied cost overruns and schedule delays for five missions. The goal was to identify the underlying causes for the overruns and delays, and to develop practical mitigations to assist the D&NF projects in identifying potential risks and controlling the associated impacts to proposed mission costs and schedules. The study found that four out of the five missions studied had significant overruns due to underestimating the complexity and support requirements for fault management. As a result of this and other recent experiences, the NASA Science Mission Directorate (SMD) Planetary Science Division (PSD) commissioned a workshop to bring together invited participants across government, industry, and academia to assess the state of the art in fault management practice and research, identify current and potential issues, and make recommendations for addressing these issues. The workshop was held in New Orleans in April of 2008. The workshop concluded that fault management is not being limited by technology, but rather by a lack of emphasis and discipline in both the engineering and programmatic dimensions. Some of the areas cited in the findings include different, conflicting, and changing institutional goals and risk postures; unclear ownership of end-to-end fault management engineering; inadequate understanding of the impact of mission-level requirements on fault management complexity; and practices, processes, and tools that have not kept pace with the increasing complexity of mission requirements and spacecraft systems. This paper summarizes the findings and recommendations from that workshop, particularly as fault management development issues affect operations and the development of operations capabilities.

Newhouse, Marilyn E.

Solar Finance and Ownership Options

Communities facing specific solar project development opportunities or proactively planning their solar development strategies will need to have a basic understanding of solar financing and ownership options. How solar is financed and owned has large implications on how the solar project impacts local economic benefits, risk, and capital needs. This fact sheet provides a brief introduction to these considerations for local officials and community constituents to familiarize them with how local benefits and risks contrast across the basic ownership structures available.

14 SOLAR ENERGY

The Air Transportation Policy of Small States: Meeting the Challenges of Globalization

The air transport policies of small states are currently at a crossroad. Policy makers in these countries are facing a difficult dilemma: either follow the general trend of liberalization and pay the high cost of the resulting restructuring or maintain the existing regulatory and ownership structures at the risk of isolation thus undermining the viability and sustainability of their air transport sector and their economies in general. This paper proposes to explore the broad issues raised by this difficult dilemma, to outline its special significance in the context of small states and to delineate the options opened to the economic policymakers; in these states. After a brief note on the method of research, we sketch the main elements of the international air transport industry in which the airlines of small states are called upon to act. We then propose to review the main features of the analytical framework of this debate as it pertains to the special circumstances of these states. Then we focus on the challenges facing the airlines of Small States, while the next section proposes a number of the alternative policy options open to the policy makers in these states. The main conclusions are drawn in the final section.

Antoniou, Andreas

Aggregation and Grid Security Workshop Report

The Aggregation and Grid Security Workshop - held on June 17-18, 2025, National Laboratory of the Rockies (NLR) in Golden, Colorado - brought together approximately 40 external stakeholders from the energy sector, including VPP owner/operators, aggregators, OEMs, utilities, testing & certification labs, trade associations, and cybersecurity vendors. Led by key facilitators, the workshop focused on addressing cybersecurity challenges and enhancing grid resilience for aggregated Distributed Energy Resources (DERs) and Virtual Power Plants (VPPs). The workshop was catalyzed by recognition that traditional, rearward-looking regulatory frameworks are insufficient to keep pace with technological change. There is a "missing understanding" of risk, an "absent security basis" for managing it, and an "untenable responsibility" due to unclear ownership and requirements. The workshop aimed to shift the mindset from reacting to past crises to proactively preparing for emerging threats, fostering forward resilience through risk simulation and collaborative action. This report summarizes the outcomes of the workshop, marking it a significant step toward a secure, reliable and affordable energy future.

14 SOLAR ENERGY

A Data Processing Pipeline To Extract A Knowledge Graph From Heterogeneous Data For Socio-technical Analysis Of Critical Infrastructure Influence

The code is written in Python and consists of the following pipeline that is implemented in Apache Airflow. This pipeline intends to understand the companies that are directly or indirectly involved with a type of critical infrastructure system at some point in that system's lifecycle. The pipeline takes a configuration file that specifies a list of initial companies to consider, a geographic region of interest, and a set of SEC form types as well as other data sources (e.g. CrunchBase) from which to extract entities and relations. There are four main components to this pipeline as currently implemented: Entity Extraction, Network Construction, Analysis, and Visualization. First, Entity Extraction, is implemented as the `topear-extract_organizations` Apache Airflow workflow. Given an initial query that specifies a geographic region of interest and a time interval, the software will extract CI facilities of interest and organizations that have a direct influence relationship to those facilities (e.g. ownership). During the course of the LDRD, we focused on Electric Vehicle charging stations and this information is available via the Department of Energy (DOE) database on fueling stations maintained by NREL. Within the context of the DOE CESER project, we have focused on Battery Energy Storage Systems (BESS). Second, the Network Extraction component will iteratively construct a social network graph given the set of organizations and people extracted in the previous step. Organizations (and eventually People if desired) are then fed as a query to the `topgear-construct_social_network` Apache Airflow workflow which given a set of initial companies and data sets (e.g. SEC EDGAR form types, OpenCorporates, Crunchbase). This Airflow workflow will iteratively query such data sources to discover relationships with new organizations and people. For example, this module can iteratively query SEC EDGAR for metadata that documents the number of each type of form for the given set of companies and their location. This forms metadata represents a catalog of data sources from SEC EDGAR for the extracted social network knowledge graph. The pipeline then downloads these forms from the website and saves them in a build directory for further processing. These documents are then parsed for entities and relations. Again, we note that in additional to SEC data sources, this step can also pull in information on organizations via API services such as CrunchBase and OpenCorporates or bulk data sources. At the end of this step, the resultant social network, the Critical Infrastructure network, and the edges that encode relationships between organizations and CI facilities, form the Adversarial Socio-Technical Network (ASTN) that informs the analysis. Third, the Analysis component processes these generated ASTN. Previously, that has included the ability to compare prevalence of different vendors for a given infrastructure component type across different regions as well as identify common public and private investors across those vendors. This was demonstrated for EV Charging Stations across several different metropolitan areas within an IEEE PES GridEdge publication. More recently, we have looked at ways to identify infrastructure owners and operators of BESS with the most nameplate capacity across different states as well as other indictors of risk resulting from changes in ownership over time. Finally, the Visualization component consists of an HTML/CSS/JS framework by which users can interact geospatial, operational, and organizational relationships across a given portfolio of Critical Infrastructure facilities. The objective is to provide a library of UI/UX modules that can be repurposed for stakeholder-specific dashboards. All of the modules are related via a common event model that enables UI actions in one view to percolate across the other views.

Weaver, Gabriel [Idaho National Laboratory (INL),

Using Machine Learning to Understand Electric and Hybrid Vehicles Ownership in Burdened and Nonburdened Communities

Transitioning to electric and hybrid vehicles (EHVs) for all communities is a pivotal step toward sustainable transportation and environmental conservation. This paper aims to understand the adoption of EHVs, focusing on burdened communities (BCs) in the United States. The EHV ownership-based analysis combines two datasets—behavioral data from the Puget Sound Regional Travel Survey integrated with BCs (Justice40) data covering transportation insecurity, environmental burden, social vulnerability, health vulnerability, and climate and disaster risk burden. After creating this unique database, descriptive analysis and modeling are used to analyze the data and predict EHV ownership in the future. Specifically, we use a new method that combines particle swarm optimization (PSO) with a stacking model named PSO-Stacking, which incorporates heterogeneous base learners of machine learning and deep learning. PSO applies a customized objective function to select the optimal hyperparameters for heterogeneous learners within the stacking model, effectively addressing challenges such as multicollinearity, data imbalance, nonlinearity, and overfitting. The proposed solution covers more accurate results than standard benchmark models for EHV ownership in BCs and non-BCs. In addition, the results of the PSO-Stacking method are explained using the local interpretable model-agnostic explanations technique. Results show a negative correlation between the BCs indicators, that is, higher transportation insecurity associated with lower EHV ownership. Furthermore, BCs have higher future climate risk scores, diesel particulate matter levels, and PM2.5 in the air than non-BCs because of higher conventional vehicle ownership. These communities are at higher risk and can benefit from electrification, EV infrastructure, and EV policies to address environmental challenges.

Aslam, Zeeshan [ORNL]

Learning Lessons from the X-37 Project

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite's White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with and turnaround maintenance performed. The fight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development. NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This recent partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of the X-37 effort, the team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff research and development and provides valuable experience to implement the exploration vision.

Turner, Susan

Learning Lessons from the X-37 Project

The X-37 was planned as an automated vehicle capable of flight-testing new aerospace technologies in combined environments that are beyond the capability of existing ground or flight platforms. Flight demonstration with the X-37 architecture and configuration in relevant environments was planned to reduce the risk of developing launch vehicle technologies for sustainable, affordable exploration and other aerospace applications. Current plans are for the X-37 Approach and Landing Test Vehicle (ALTV) to be atmospheric tested in 2005 from Scaled Composite s White Knight carrier aircraft at up to 40,000 feet over California's Mojave Spaceport, with landing and turnaround maintenance performed. The Flight Operations Control Center will conduct the mission, using a streamlined operations concept. Taxi-tow and captive-carry tests will be conducted prior to the atmospheric-test series. Sponsored by the Defense Advanced Research Projects Agency (DARPA) with NASA participation, technical objectives are to: (1) mature Computed Air Data System/Remote Pressure Sensor technology, (2) manage energy during Terminal Area Energy Management/Heading Alignment Cone maneuvers, and (3) validate the aerodatabase. The X-37 Project began in 1999 under a cooperative agreement as an element of NASA's Future X Program and transitioned to a NASA Research Announcement under the Space Launch Initiative. In mid-2004, NASA transferred ownership to DARPA, with its heritage of performing high-risk, high-payoff research and development (R&D). NASA contributes technical expertise, including risk analysis and system integration. The Boeing Company is the prime contractor, with nationwide suppliers. This partnership exemplifies the synergy attainable when NASA Centers, other Government agencies, and industry work together toward a common goal - contributing to the knowledge base for U.S. exploration and other aerospace endeavors. The X-37 team represents a range of space transportation disciplines - from engineering to management. Some members have been with the project since its inception. All have gained priceless experience during the design, manufacturing, and testing of the ALTV, as well as through developing advanced orbital flight technologies, such as state-of-the-art Thermal Protection Systems and hot structures. Throughout this process, the X-37 Project team captures lessons that are directly applicable to other such efforts. The upcoming ALTV flights offer another dimension of data and first-hand experience that will prove invaluable to those designing new generations of reusable spacecraft. And ongoing technology developments will expand the aerospace knowledge base. Delivering prototype hardware is always a risky proposition. During the course of this effort, the X-37 team has experienced many challenging opportunities, delivering significant accomplishments and learning numerous lessons in the process. The ability to manage the risk landscape is key to overcoming obstacles, especially technical hurdles that are encountered in progressing hardware from design to flight. The approach to managing risk under this partnership is evolving but, in general, the team allocates resources to reduce the likelihood of severe-consequence risks, thus maximizing mission success and ensuring that the X-37 Project delivers value to its stakeholders. As the team sharpens its focus on operations, it continues to contribute knowledge to those who would undertake high-risk, high-payoff R&D and provides valuable experience to implement the Vision for Space Exploration.

Turner, Susan

Securing the User's Work Environment

High performance computing at the Numerical Aerospace Simulation Facility at NASA Ames Research Center includes C90's, J90's and Origin 2000's. Not only is it necessary to protect these systems from outside attacks, but also to provide a safe working environment on the systems. With the right tools, security anomalies in the user s work environment can be deleted and corrected. Validating proper ownership of files against user s permissions, will reduce the risk of inadvertent data compromise. The detection of extraneous directories and files hidden amongst user home directories is important for identifying potential compromises. The first runs of these utilities detected over 350,000 files with problems. With periodic scans, automated correction of problems takes only minutes. Tools for detecting these types of problems as well as their development techniques will be discussed with emphasis on consistency, portability and efficiency for both UNICOS and IRIX.

Cardo, Nicholas P.

We Don't Need Any Stinking AFSRB!

Flight Test supports four needs: a) Management approval to proceed; b) Establish a record of accountability; c) Inject expert insight into the risk management process; and d) Mitigate the human factors vulnerabilities associated with small group teaming and project ownership.

Henwood, Barton

Integrated Application of Active Controls (IAAC) Technology to an Advanced Subsonic Transport: Project Plan

The state of the art of active controls technology (ACT) and a recommended ACT development program plan are reviewed. The performance benefits and cost of ownership of an integrated application of ACT to civil transport aircraft is to be assessed along with the risk and laboratory and/or flight experiments designed to reduce the technical risks to a commercially acceptable level.

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Managing Flagship Missions to Reduce Cost and Schedule

Flagship missions are highly complex with highly nested systems. This level of complexity poses unique management problems as complexity influences risk which, in turn, affects cost and schedule. Establishing a strong technical and programmatic leadership team is critical to mission success. Developing and using a mission architecture is critical to informing the management organization, product ownership, interface and integration relationships, schedule organization, and integration and test paths. In highly nested systems, the mission phasing can be significantly out of sync with product phasing. Targeted technology development prior to Phase A is critical to reducing risk. Early architecture, concept design, and requirements development is critical to reducing risk. Modular design; pathfinders; parallel manufacturing and integration and test paths; and properly handling institutional requirements across interfaces are all management techniques that can be applied to reduce risk. NASA’s large strategic missions, sometimes referred to as flagship missions, are designed to provide answers to some of the most compelling scientific questions being asked. These types of missions are a series of highly nested subsystems that pose unique management problems when compared to more traditional instrument and spacecraft designs. They typically have an overall architecture that is very complex and nested; they typically require a tremendous amount of technology development; they typically involve many contractors and subcontractors with many associated contracts; and they typically involve staff from all over the world. Successful management of a flagship requires the balance between science requirements, engineering and technology capabilities, and resource constraints. Mismanaging these flagship missions can and will lead to significant cost and schedule growth, both of which are detrimental to NASA’s overall reputation which, in turn, is detrimental to the development of future flagship missions. While many of the same management principles used on smaller instruments and spacecraft are relevant, managing flagship missions requires an evolution of those current best practices to better address the specific needs and additional complexity and vastness of these missions. This paper explores how to leverage lessons learned from previous flagship missions to better manage flagship missions in the future.

Hylan, Jason

Ground support system methodology and architecture

A synergistic approach to systems test and support is explored. A building block architecture provides transportability of data, procedures, and knowledge. The synergistic approach also lowers cost and risk for life cycle of a program. The determination of design errors at the earliest phase reduces cost of vehicle ownership. Distributed scaleable architecture is based on industry standards maximizing transparency and maintainability. Autonomous control structure provides for distributed and segmented systems. Control of interfaces maximizes compatibility and reuse, reducing long term program cost. Intelligent data management architecture also reduces analysis time and cost (automation).

Schoen, P. D.

Seeding Innovative Ideas and Partnering with the Ecosystem

Jenn Gustetic will talk about how NASA selects ideas and collaborates with the ecosystem to develop new technologies for NASA’s portfolio. She will explain how the organization encourages collaboration, co-invests to develop ideas from lab to market, and acts as the hub-and-spoke of the ecosystem. Jenn will also discuss NASA’s journey to break silos and work horizontally across programs. • Gathering and evaluating ideas internally and externally with diverse players – engaging communities, being the hub-and-spoke of the ecosystem, and encouraging collaboration through co-investments • Identify the best ideas, funding ideas from maturation to hand-off with fluctuating budgets, and managing IP and tech transfer • Balancing investments in projects that address NASA’s needs with higher risk ideas that may not have an obvious application • Transitioning ideas to the next phase – training people and teams and ensuring ownership • Developing a 3.0 innovation capacity strategy – disrupting silos, enabling the ecosystem to work seamlessly together, and taking people and leaders along

innovation

Peer-to-peer communication control for resilient operations of networked cyberphysical systems

This report includes two main accomplishments of the peer-to-peer communication control for resilient operation of networked microgrids project in FY24, which include a scheme for cyberattack-aware coordination of networked microgrids for supporting voltages of bulk power systems and a scheme for price signal-based operations of EV-rich networked microgrids with mixed ownership. First, the cyberattack-aware scheme enables networked microgrids to distributedly determine the amount of reactive power injection to support the voltage of bulk power system (BPS) in a fair manner. In this scheme, a risk-informed algorithm is presented to generate the peer-to- peer (P2P) communication graph with minimal risk of attack on communication links. To deal with cyberattacks on MG controllers, the resilient consensus algorithm (CA) is utilized for MG controllers to robustly estimate the total reactive power headroom, from which the MGs can accurately provide the needed amount of reactive power injection for supporting the voltage of BPS. The CA implementation and performance within the P2P communication framework are demonstrated on the IEEE 39-bus system with 6 microgrids contained in the distribution feeder under different cyberattack scenarios. Second, the price-based scheme enables the usage of the real-time price signal for the operations of electric vehicle (EV)-rich networked-microgrids with mixed ownership, in which not all the microgrids can communicate with the distribution system operator (DSO). In this scheme, a max consensus is introduced to enable the real-time price signal to be propagated from the DSO to all the microgrids, from which each microgrid controller will manage the DERs to balance the load demand and the power injection from the EV charging stations within its microgrid. Numerical results over one day with 288 slots of 5-minute intervals on the modified 123-node test feeder including 3 microgrids with high penetration of EV are presented to evaluate how the price signal affects the operations of networked microgrids under different charging strategies of the EV charging stations. The result indicates that our proposed EVCS (dis)charging strategy, which leverages the flexibility of EVs to support the grid through discharging during peak demand, proves to be a cost-effective solution that reduces operational costs while improving the social welfare of EV charging.

24 POWER TRANSMISSION AND DISTRIBUTION