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The NASA Authorization Act of 2005 directed the agency to ask the NRC to assess the performance of each division in the NASA Science directorate at five-year intervals. In this connection, NASA requested the NRC to review the progress the Planetary Exploration Division has made in implementing recommendations from previous, relevant NRC studies. This book provides an assessment of NASA's progress in fulfilling those recommendations including an evaluation how well it is doing and of current trends. The book covers key science questions, flight missions, Mars exploration, research and analysis, and enabling technologies. Recommendations are provided for those areas in particular need of improvement.
Suborbital flight activities, including the use of sounding rockets, aircraft, high-altitude balloons, and suborbital reusable launch vehicles, offer valuable opportunities to advance science, train the next generation of scientists and engineers, and provide opportunities for participants in the programs to acquire skills in systems engineering and systems integration that are critical to maintaining the nation's leadership in space programs. Furthermore, the NASA Authorization Act of 2008 finds it in the national interest to expand the size of NASA's suborbital research program and to consider increased funding. Revitalizing NASA's Suborbital Program is an assessment of the current state and potential of NASA's suborbital research programs and a review of NASA's capabilities in this area. The scope of this review includes: existing programs that make use of suborbital flights; the status, capability, and availability of suborbital platforms; the existing or planned launch facilities for suborbital missions (including the Stratospheric Observatory for Infrared Astronomy); and opportunities for scientific research, training, and educational collaboration in the conduct of suborbital missions by NASA. The findings illustrate that suborbital program elements-airborne, balloon, and sounding rockets-play vital and necessary strategic roles in NASA's research, innovation, education, employee development, and spaceflight mission success, thus providing the foundation for achievement of agency goals.
The original charter of the Space Science Board was established in June 1958, three months before the National Aeronautics and Space Administration (NASA) opened its doors. The Space Science Board and its successor, the Space Studies Board (SSB), have provided expert external and independent scientific and programmatic advice to NASA on a continuous basis from NASA's inception until the present. The SSB has also provided such advice to other executive branch agencies, including the National Oceanic and Atmospheric Administration (NOAA), the National Science Foundation (NSF), the U.S. Geological Survey (USGS), the Department of Defense, as well as to Congress. Space Studies Board Annual Report 2017 covers a message from the chair of the SSB, David N. Spergel. This report also explains the origins of the Space Science Board, how the Space Studies Board functions today, the SSB's collaboration with other National Academies of Sciences, Engineering, and Medicine units, assures the quality of the SSB reports, acknowledges the audience and sponsors, and expresses the necessity to enhance the outreach and improve dissemination of SSB reports. This report will be relevant to a full range of government audiences in civilian space research - including NASA, NSF, NOAA, USGS, and the Department of Energy, as well members of the SSB, policy makers, and researchers.
The original charter of the Space Science Board was established in June 1958, 3 months before the National Aeronautics and Space Administration (NASA) opened its doors. The Space Science Board and its successor, the Space Studies Board (SSB), have provided expert external and independent scientific and programmatic advice to NASA on a continuous basis from NASA's inception until the present. The SSB has also provided such advice to other executive branch agencies, including the National Oceanic and Atmospheric Administration (NOAA), the National Science Foundation (NSF), the U.S. Geological Survey (USGS), the Department of Defense, as well as to Congress. Space Studies Board Annual Report 2013 covers a message from the chair of the SSB, Charles F. Kennel. This report also explains the origins of the Space Science Board, how the Space Studies Board functions today, the SSB's collaboration with other National Research Council units, assures the quality of the SSB reports, acknowledges the audience and sponsors, and expresses the necessity to enhance the outreach and improve dissemination of SSB reports. This report will be relevant to a full range of government audiences in civilian space research - including NASA, NSF, NOAA, USGS, and the Department of Energy, as well members of the SSB, policy makers, and researchers.
To meet the objectives of the Vision for Space Exploration (VSE), NASA must develop a wide array of enabling technologies. For this purpose, NASA established the Exploration Technology Development Program (ETDP). Currently, ETDP has 22 projects underway. In the report accompanying the House-passed version of the FY2007 appropriations bill, the agency was directed to request from the NRC an independent assessment of the ETDP. This interim report provides an assessment of each of the 22 projects including a quality rating, an analysis of how effectively the research is being carried out, and the degree to which the research is aligned with the VSE. To the extent possible, the identification and discussion of various cross-cutting issues are also presented. Those issues will be explored and discussed in more detail in the final report.
NASA's space and Earth science program is composed of two principal components: spaceflight projects and mission-enabling activities. Most of the budget of NASA's Science Mission Directorate (SMD) is applied to spaceflight missions, but NASA identifies nearly one quarter of the SMD budget as "mission enabling." The principal mission-enabling activities, which traditionally encompass much of NASA's research and analysis (R&A) programs, include support for basic research, theory, modeling, and data analysis; suborbital payloads and flights and complementary ground-based programs; advanced technology development; and advanced mission and instrumentation concept studies. While the R&A program is essential to the development and support of NASA's diverse set of space and Earth science missions, defining and articulating an appropriate scale for mission-enabling activities have posed a challenge throughout NASA's history. This volume identifies the appropriate roles for mission-enabling activities and metrics for assessing their effectiveness. Furthermore, the book evaluates how, from a strategic perspective, decisions should be made about balance between mission-related and mission-enabling elements of the overall program as well as balance between various elements within the mission-enabling component. Collectively, these efforts will help SMD to make a good program even better.
The original charter of the Space Science Board was established in June 1958, 3 months before the National Aeronautics and Space Administration (NASA) opened its doors. The Space Science Board and its successor, the Space Studies Board (SSB), have provided expert external and independent scientific and programmatic advice to NASA on a continuous basis from NASA's inception until the present. The SSB has also provided such advice to other executive branch agencies, including the National Oceanic and Atmospheric Administration (NOAA), the National Science Foundation (NSF), the U.S. Geological Survey (USGS), the Department of Defense, as well as to Congress. Space Studies Board Annual Report 2014 covers a message from the chair of the SSB, David N. Spergel. This report also explains the origins of the Space Science Board, how the Space Studies Board functions today, the SSB's collaboration with other National Research Council units, assures the quality of the SSB reports, acknowledges the audience and sponsors, and expresses the necessity to enhance the outreach and improve dissemination of SSB reports. This report will be relevant to a full range of government audiences in civilian space research - including NASA, NSF, NOAA, USGS, and the Department of Energy, as well members of the SSB, policy makers, and researchers.
To begin implementation of the Vision for Space Exploration (recently renamed "United States Space Exploration Policy"), NASA has begun development of new launch vehicles and a human-carrying spacecraft that are collectively called the Constellation System. In November 2007, NASA asked the NRC to evaluate the potential for the Constellation System to enable new space science opportunities. For this interim report, 11 existing "Vision Mission" studies of advanced space science mission concepts inspired by earlier NASA forward-looking studies were evaluated. The focus was to assess the concepts and group them into two categories: more-deserving or less deserving of future study. This report presents a description of the Constellation System and its opportunities for enabling new space science opportunities, and a systematic analysis of the 11 Vision Mission studies. For the final report, the NRC issued a request for information to the relevant communities to obtain ideas for other mission concepts that will be assessed by the study committee, and several issues addressed only briefly in the interim report will be explored more fully.
Cost and schedule growth is a problem experienced by many types of projects in many fields of endeavor. Based on prior studies of cost growth in NASA and Department of Defense projects, this book identifies specific causes of cost growth associated with NASA Earth and space science missions and provides guidance on how NASA can overcome these specific problems. The recommendations in this book focus on changes in NASA policies that would directly reduce or eliminate the cost growth of Earth and space science missions. Large cost growth is a concern for Earth and space science missions, and it can be a concern for other missions as well. If the cost growth is large enough, it can create liquidity problems for NASA's Science Mission Directorate that in turn cause cost profile changes and development delays that amplify the overall cost growth for other concurrent and/or pending missions. Addressing cost growth through the allocation of artificially high reserves is an inefficient use of resources because it unnecessarily diminishes the portfolio of planned flights. The most efficient use of resources is to establish realistic budgets and reserves and effective management processes that maximize the likelihood that mission costs will not exceed reserves. NASA is already taking action to reduce cost growth; additional steps, as recommended herein, will help improve NASA's mission planning process and achieve the goal of ensuring frequent mission opportunities for NASA Earth and space science.
Spacecraft require electrical energy. This energy must be available in the outer reaches of the solar system where sunlight is very faint. It must be available through lunar nights that last for 14 days, through long periods of dark and cold at the higher latitudes on Mars, and in high-radiation fields such as those around Jupiter. Radioisotope power systems (RPSs) are the only available power source that can operate unconstrained in these environments for the long periods of time needed to accomplish many missions, and plutonium-238 (238Pu) is the only practical isotope for fueling them. Plutonium-238 does not occur in nature. The committee does not believe that there is any additional 238Pu (or any operational 238Pu production facilities) available anywhere in the world.The total amount of 238Pu available for NASA is fixed, and essentially all of it is already dedicated to support several pending missions-the Mars Science Laboratory, Discovery 12, the Outer Planets Flagship 1 (OPF 1), and (perhaps) a small number of additional missions with a very small demand for 238Pu. If the status quo persists, the United States will not be able to provide RPSs for any subsequent missions.