Managing the Space Sciences (1995) / Chapter Skim
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6 Technology: Analysis and Findings
6 Technology: Analysis and Findings
Pages 62-69
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From page 62... ...
In fact, NASA's prior emphasis on scientific performance over cost often produced excellent science that may not be equaled by cost-limited missions. The "smaller, faster, cheaper" technologies may, on the other hand, be "better" primarily in the sense that they enable vigorous space science programs at an acceptable cost.
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From page 63... ...
with inputs from the Associate Administrators responsible for the major development programs, and that NASA utilize an expert, outside review process, managed from headquarters, to assist in the allocation of technology funds." The study also recommended "a two- to three-fold enhancement of the current modest budget [for advanced technology development] ." NASA's Office of Aeronautics and Space Technology (OAST)
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From page 64... ...
Without a unifying plan, NASA cannot be confident that it has identified critical weaknesses in space technology-particularly for those technologies that are unique to the space environment. The planning process should foster closer interaction between scientists and technology developers so that relevant scientific data can be used in technology development and so that needed directed research is identified and done.
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From page 65... ...
The aspects of the plan relevant to space science should be reviewed annually by a committee chaired by the NASA Chief Scientist and made up of the NASA Science Council plus recognized scientists and engineers from inside NASA, from industry, and from academia. TECHNOLOGY DEVELOPMENT Technology development suffers from the paradox that if no new missions needing new technologies are started, then no new technologies are needed; but if no new technologies are developed, then no new missions requiring new technologies can be started.
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From page 66... ...
Each science office should allocate a significant fraction of its resources to ATD activities and should be willing to pool resources to achieve shared objectives. Most importantly, the implementation of all categories of technology development should be undertaken by the best-qualified individuals or teams within NASA, industry, or academia, as determined by peer review.
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From page 67... ...
Evidence of continued excellence might include significant contributions to NASA technology development initiatives, key contributions to the technological advancement of their s~lh~li.co.inlin~. inllrnn1 nllblirntinnc no at technical conferences, and patents.
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From page 68... ...
Talent and innovation that can be found in industry and academia, and the technology transfer and educational value of funding technology development outside NASA, should not be ignored. Recommendation 6-7: NASA should use the nation's best talent to develop both near-term and far-term space science technologies.
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From page 69... ...
While $30 million to $50 million per year is to be available for technology demonstration flights, the committee was not apprised of a corresponding allocation of resources to develop the technologies that could be meaningfully demonstrated. Recommendation 6-9: While the committee endorses NASA's creation of programs like New Millennium, such programs should be coordinated across the agency to ensure that their appetite for technology is balanced by appropriate technology development budgets, that the new technologies truly serve the space sciences, that validation flights test technologies through the incorporation of real science objectives, and that there is an appropriate balance in the spectrum between flights that are dominated by the immediate needs of science and flights that devote significant resources to the incorporation of technologies that enable better or lower-cost science in the future.
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