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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 19 records
All sourcesNASA NTRSDOE OSTI
NASA NTRS2012

Real-Time Projection to Verify Plan Success During Execution

The Mission Data System provides a framework for modeling complex systems in terms of system behaviors and goals that express intent. Complex activity plans can be represented as goal networks that express the coordination of goals on different state variables of the system. Real-time projection extends the ability of this system to verify plan achievability (all goals can be satisfied over the entire plan) into the execution domain so that the system is able to continuously re-verify a plan as it is executed, and as the states of the system change in response to goals and the environment. Previous versions were able to detect and respond to goal violations when they actually occur during execution. This new capability enables the prediction of future goal failures; specifically, goals that were previously found to be achievable but are no longer achievable due to unanticipated faults or environmental conditions. Early detection of such situations enables operators or an autonomous fault response capability to deal with the problem at a point that maximizes the available options. For example, this system has been applied to the problem of managing battery energy on a lunar rover as it is used to explore the Moon. Astronauts drive the rover to waypoints and conduct science observations according to a plan that is scheduled and verified to be achievable with the energy resources available. As the astronauts execute this plan, the system uses this new capability to continuously re-verify the plan as energy is consumed to ensure that the battery will never be depleted below safe levels across the entire plan.

Wagner, David A.↗
NASA NTRS1991

Concepts, requirements, and design approaches for building successful planning and scheduling systems

Traditional practice of systems engineering management assumes requirements can be precisely determined and unambiguously defined prior to system design and implementation; practice further assumes requirements are held static during implementation. Human-computer decision support systems for service planning and scheduling applications do not conform well to these assumptions. Adaptation to the traditional practice of systems engineering management are required. Basic technology exists to support these adaptations. Additional innovations must be encouraged and nutured. Continued partnership between the programmatic and technical perspective assures proper balance of the impossible with the possible. Past problems have the following origins: not recognizing the unusual and perverse nature of the requirements for planning and scheduling; not recognizing the best starting point assumptions for the design; not understanding the type of system that being built; and not understanding the design consequences of the operations concept selected.

Hornstein, Rhoda Shaller↗
NASA NTRS1994

Planning and scheduling for success

Planning and scheduling programs are excellent management tools when properly introduced to the project management team and regularly maintained. Communications, creativity, flexibility and accuracy are substantially improved by following a simple set of rules. A planning and scheduling program will work for you if you believe in it, make others in your project team realize its benefits, and make it an extension of your project cost control philosophy.

Manzanera, Ignacio↗
DOE OSTI2025

All Kitted Out

The Hydropower Knowledge Sharing and Succession Planning Toolkit, created by the National Renewable Energy Laboratory (NREL) in collaboration with the U.S. Department of Energy’s Water Power Technologies Office (WPTO), can help your organization effectively plan for workforce changes and share knowledge across employees. By proactively implementing knowledge sharing and succession planning strategies, hydropower organizations can safeguard institutional knowledge, enhance workforce resilience, and ensure long-term operational stability in an evolving industry landscape.

13 HYDRO ENERGY↗
NASA NTRS2017

Strategic Employee Development (SED) Program

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASAs higher-than-average aged workforce with approximately 50 of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety Mission Assurance (SMA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations functions.In response to this challenge, the Kennedy Space Center (KSC) SMA organization created the Strategic Employee Development (SED) program. The SED programs goal is to provide a proactive method to counter the primary drivers by creating a deeper bench strength and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an SMA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Nguyen, Johnny↗
NASA NTRS2017

Strategic Employee Development in The Government Sector

As with many other U.S. agencies, succession planning is becoming a critical need for NASA. The primary drivers include (a) NASA's higher-than-average aged workforce with approximately 50% of employees eligible for retirement within 5 years; and (b) employees who need better developmental conversations to increase morale and retention. This problem is particularly concerning for Safety & Mission Assurance (S&MA) organizations since they traditionally rely on more experienced engineers and specialists to perform their organizations' functions. In response to this challenge, the Kennedy Space Center (KSC) S&MA organization created the Strategic Employee Development (SED) program. The SED program's goal is to provide a proactive method to counter the primary drivers by creating a deeper "bench strength" and providing a more comprehensive developmental feedback experience for the employee. The SED is a new succession planning framework that enables customization to any organization, and in this case, specifically for an S&MA organization. This is accomplished via the identification of key positions, the corresponding critical competencies, and a process to help managers have relevant and meaningful development conversations with the workforce. As a result of the SED, several tools and products were created that allows management to make better strategic workforce decisions. Although there are opportunities for improvement for the SED program, the most important impact has been on the quality of developmental discussions for employees.

Nguyen, Johnny↗
NASA NTRS2010

Collective Intelligence and Three Aspects of Planning in Organizations: A NASA Example

For many complex sociotechnical systems, planning seems to require explicit coordination; certainly, in executing a plan the activities of different actors must be tightly coupled. However, distributing the needed planning information can be very burdensome and error prone, because different groups need different collections of information, updated or kept current on different time cycles. Further, the information needed to form successful plans is often highly distributed, and while feedback about the success of prior plans may exist, it may not be available to those in a position of using this to improve plans or to detect and resolve other problems in the system (Weick, 1995). Tools to support various aspects of planning have been developed, and can provide a huge benefit to the individuals working on that aspect. To be tractable, most solutions address a quite bounded slice of work, isolating it from the larger context. Prospective planning takes place over multiple, nested cycles of decision making. This builds a plan that specifies activities of different granularity. "Subplans" may specify multiple parallel activities by different groups and individuals, as well as sequential, nested actions by a single actor. Planning produces valuable, sharable, external, representations: in addition to prospective use, plans support retrospective assessment and also action in the present. Viewing planning in a larger context - both temporal and organizational -- enables noticing what one does not know and generating more systemic and effective solutions. Viewing a problem as one of collective intelligence invites thinking about the larger organizational context. Many approaches to supporting collective intelligence do not support execution of highly contingent actions, distributed across many players, and hence provide incomplete support for planning. However, CI technology maybe helpful in managing the processes of gathering information for decision making in planning and of distributing plan information to various actors, needed on various time cycles.

Billman, Dorrit↗
NASA NTRS2007

Implementation of a Collision Probability Prediction Technique for Constellation Maneuver Planning

On March 22, 2006, the Space Technology 5 (ST5) constellation spacecraft were successfully delivered to orbit by a Pegasus XI, launch vehicle. An unexpected relative motion experienced by the constellation after orbit insertion brought about a problem. Soon after launch the observed relative position of the inert rocket body was between the leading and the middle spacecraft within the constellation. The successful planning and execution of an orbit maneuver that would create a fly-by of the rocket body was required to establish the.formation. This maneuver would create a close approach that needed to conform to predefined collision probability requirements. On April 21, 2006, the ST5 "155" spacecraft performed a large orbit maneuver and successfully passed the inert Pegasus 3rd Stage Rocket Body on April 30, 2006 15:20 UTC at a distance of 2.55 km with a Probability of Collision of less than 1.0E-06. This paper will outline the technique that was implemented to establish the safe planning and execution of the fly-by maneuver. The method makes use of Gaussian distribution models of state covariance to determine underlying probabilities of collision that arise under low velocity encounters. Specific numerical examples used for this analysis are discussed in detail. The mechanics of this technique are explained to foster deeper understanding of the concepts presented and to improve existing processes for use in future constellation maneuver planning.

Concha, Marco a.↗
NASA NTRS2008

Automated and Adaptive Mission Planning for Orbital Express

The Orbital Express space mission was a Defense Advanced Research Projects Agency (DARPA) lead demonstration of on-orbit satellite servicing scenarios, autonomous rendezvous, fluid transfers of hydrazine propellant, and robotic arm transfers of Orbital Replacement Unit (ORU) components. Boeing's Autonomous Space Transport Robotic Operations (ASTRO) vehicle provided the servicing to the Ball Aerospace's Next Generation Serviceable Satellite (NextSat) client. For communication opportunities, operations used the high-bandwidth ground-based Air Force Satellite Control Network (AFSCN) along with the relatively low-bandwidth GEO-Synchronous space-borne Tracking and Data Relay Satellite System (TDRSS) network. Mission operations were conducted out of the RDT&E Support Complex (RSC) at the Kirtland Air Force Base in New Mexico. All mission objectives were met successfully: The first of several autonomous rendezvous was demonstrated on May 5, 2007; autonomous free-flyer capture was demonstrated on June 22, 2007; the fluid and ORU transfers throughout the mission were successful. Planning operations for the mission were conducted by a team of personnel including Flight Directors, who were responsible for verifying the steps and contacts within the procedures, the Rendezvous Planners who would compute the locations and visibilities of the spacecraft, the Scenario Resource Planners (SRPs), who were concerned with assignment of communications windows, monitoring of resources, and sending commands to the ASTRO spacecraft, and the Mission planners who would interface with the real-time operations environment, process planning products and coordinate activities with the SRP. The SRP position was staffed by JPL personnel who used the Automated Scheduling and Planning ENvironment (ASPEN) to model and enforce mission and satellite constraints. The lifecycle of a plan began three weeks outside its execution on-board. During the planning timeframe, many aspects could change the plan, causing the need for re-planning. These variable factors, ranging from shifting contact times to ground-station closures and required maintenance times, are discussed along with the flexibility of the ASPEN tool to accommodate changes to procedures and the daily or long-range plan, which contributed to the success of the mission. This paper will present an introduction to ASPEN, a more in-depth discussion on its use on the Orbital Express mission, and other relative work. A description of ground operations after the SRP deliveries were made is included, and we briefly discuss lessons learned from the planning perspective and future work.

scheduling↗
NASA NTRS2004

Using RSVP for analyzing state and previous activities for the Mars Exploration Rovers

Current developments in immersive environments for mission planning include several tools which make up a system for performing and rehearsing missions. This system, known as the Rover Sequencing and Visualization Program (RSVP), includes tools for planning long range sorties for highly autonomous rovers, tools for planning operations with robotic arms, and advanced tools for visualizing telemetry from remote spacecraft and landers. One of the keys to successful planning of rover activities is knowing what the rover has accomplished to date and understanding the current rover state. RSVP builds on the lessons learned and the heritage of the Mars Pathfinder mission This paper will discuss the tools and methodologies present in the RSVP suite for examining rover state, reviewing previous activities, visually comparing telemetered results to rehearsed results, and reviewing science and engineering imagery. In addition we will present how this tool suite was used on the Mars Exploration Rovers (MER) project to explore the surface of Mars.

Mars Exploration Rover (MER)↗
NASA NTRS1983

Manned spaceflight activity planning with knowledge-based systems

An on-board expert system, capable of assisting with crew-activity planning and platform-status monitoring, could provide unprecedented autonomy to the crew of a permanently manned space station. To demonstrate this concept's feasibility, an existing knowledge-based system is adapted to support Space Shuttle crew-activity timeline planning. Proposed timeline changes are to be checked for compliance with crew capabilities and mission operating guidelines, so that a nonexpert can be guided through a successful plan modification. Early lessons that have been learned about the scope of the adaptation needed to achieve this objective are presented.

Mogilensky, J.↗
NASA NTRS1990

Enhancing orbital servicing operations: Providing positive and effective management of spare and installed hardware - A case study of the Hubble Space Telescope

The Satellite Resources Management and Tracking System was developed specifically for the Hubble Space Telescope (HST) program, and now, NASA has the ability to immediately access the necessary data for planning successful orbital satellite servicing operations. This system is an online, real-time data base system that contains a plethora of data on each item identified to support the HST throughout its planned 15 year life. Some of the information provided includes the current status, location, quantity, and history of each asset, a separate record for each discrete serial numbered item, procurement lead times on items sensitive to technology obsolescence, and the maintenance and repair history of each asset. Finally, details are provided on organizational, operational and logistics requirements.

Randolph, Joseph L.↗
NASA NTRS1992

An Integrated Planning Representation Using Macros, Abstractions, and Cases

Planning will be an essential part of future autonomous robots and integrated intelligent systems. This paper focuses on learning problem solving knowledge in planning systems. The system is based on a common representation for macros, abstractions, and cases. Therefore, it is able to exploit both classical and case based techniques. The general operators in a successful plan derivation would be assessed for their potential usefulness, and some stored. The feasibility of this approach was studied through the implementation of a learning system for abstraction. New macros are motivated by trying to improve the operatorset. One heuristic used to improve the operator set is generating operators with more general preconditions than existing ones. This heuristic leads naturally to abstraction hierarchies. This investigation showed promising results on the towers of Hanoi problem. The paper concludes by describing methods for learning other problem solving knowledge. This knowledge can be represented by allowing operators at different levels of abstraction in a refinement.

Baltes, Jacky↗
NASA NTRS2004

Building a Propulsion Experiment Project Management Environment

What do you get when you cross rocket scientists with computer geeks? It is an interactive, distributed computing web of tools and services providing a more productive environment for propulsion research and development. The Rocket Engine Advancement Program 2 (REAP2) project involves researchers at several institutions collaborating on propulsion experiments and modeling. In an effort to facilitate these collaborations among researchers at different locations and with different specializations, researchers at the Information Technology and Systems Center,' University of Alabama in Huntsville, are creating a prototype web-based interactive information system in support of propulsion research. This system, to be based on experience gained in creating similar systems for NASA Earth science field experiment campaigns such as the Convection and Moisture Experiments (CAMEX), will assist in the planning and analysis of model and experiment results across REAP2 participants. The initial version of the Propulsion Experiment Project Management Environment (PExPM) consists of a controlled-access web portal facilitating the drafting and sharing of working documents and publications. Interactive tools for building and searching an annotated bibliography of publications related to REAP2 research topics have been created to help organize and maintain the results of literature searches. Also work is underway, with some initial prototypes in place, for interactive project management tools allowing project managers to schedule experiment activities, track status and report on results. This paper describes current successes, plans, and expected challenges for this project.

Keiser, Ken↗
NASA NTRSDate not supplied

A PI’s Guide to Analog Research

Congratulation on being awarded a grant to conduct research in a spaceflight analog! NASA funded research in a Human Research Program (HRP) managed analog environment is very different from research in a traditional laboratory. This presentation will provide a guide to help investigators successfully plan studies for integration and implementation in an HRP analog platform. There are many things to consider when planning a study for implementation in an analog facility and campaign or mission. How do you get from grant approval to data analysis? This is where HRP’s Research Operations and Integration (ROI) team comes in. The ROI team works with sponsoring HRP elements and PI teams to capture requirements and help the PI teams through the phases of research complement development, integration and implementation. A complement is comprised of a group of studies requiring a common platform and/or scenario that are able to be integrated on a noninterference basis for implementation. Properly defining and documenting requirements and study needs is crucial in successful integration and implementation. This presentation will outline and provide the information needed for PI teams to understand the integration process and the role of the ROI team in the successful integration and implementation of their study. Topics to be discussed will include but not be limited to science requirement definition and documentation, NASA IRB submissions, subject recruitment, screening and selection, study integration process, efficiency in data collection and data sharing, daily crew schedules, hardware and software shipping, receipt and checkout, biological sample collection, mission support, data management and receipt of data.

B. Caldwell↗
NASA NTRS2001

Phase 1 research program overview

The Phase 1 research program was unprecedented in its scope and ambitious in its objectives. The National Aeronautics and Space Administration committed to conducting a multidisciplinary long-duration research program on a platform whose capabilities were not well known, not to mention belonging to another country. For the United States, it provided the first opportunity to conduct research in a long-duration space flight environment since the Skylab program in the 1970's. Multiple technical as well as cultural challenges were successfully overcome through the dedicated efforts of a relatively small cadre of individuals. The program developed processes to successfully plan, train for and execute research in a long-duration environment, with significant differences identified from short-duration space flight science operations. Between August 1994 and June 1998, thousands of kilograms of research hardware was prepared and launched to Mir, and thousands of kilograms of hardware and data products were returned to Earth. More than 150 Principal Investigators from eight countries were involved in the program in seven major research disciplines: Advanced Technology; Earth Sciences; Fundamental Biology; Human Life Sciences; International Space Station Risk Mitigation; Microgravity; and Space Sciences. Approximately 75 long-duration investigations were completed on Mir, with additional investigations performed on the Shuttle flights that docked with Mir. The flight phase included the participation of seven US astronauts and 20 Russian cosmonauts. The successful completion of the Phase 1 research program not only resulted in high quality science return but also in numerous lessons learned to make the ISS experience more productive. The cooperation developed during the program was instrumental in its success. c2001 AIAA. Published by Elsevier Science Ltd.

short duration↗
DOE OSTI2024

Annual Report on NCSP Technical Support task in BNL during FY24

This work reports on the investigations done during FY 24 in collaboration with two 2024 Summer undergraduate interns through the DOE SULI and BNL SURP programs. These efforts were partially funded by the Nuclear Criticality Safety Program through the Technical Support Succession Plan task. The first project, developed by Ian Snider, focused on testing the impact of uncertainties in thermal cross sections for multiple materials in nuclear reactor simulations. The second project aimed implement concurrent into BNL’s machine-learning code to correct spin mis-assignments in neutron resonances, the Bayesian Resonance Reclassifier (BRR).

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗
DOE OSTI2025

Annual Report on NCSP Technical Support task in BNL during FY25

This work reports on the investigations done during FY 25 in collaboration with one 2025 Summer undergraduate intern through the DOE SULI program. These efforts were partially funded by the Nuclear Criticality Safety Program through the Technical Support Succession Plan task. This project, developed by Matthew Molnar, aimed to apply the BNL’s machine-learning code to correct spin mis-assignments in neutron resonances, the Bayesian Resonance Reclassifier (BRR), to the odd-even nucleus 143 Nd. For this, the handling of spingroup classification had to be further investigated and improved.

73 NUCLEAR PHYSICS AND RADIATION PHYSICS↗