Review of NASA's Aerospace Technology Enterprise An Assessment of NASA's Pioneering Revolutionary Technology Program (2003) / Chapter Skim
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2. Overall Assessment of the Pioneering Revolutionary Technology Program
2. Overall Assessment of the Pioneering Revolutionary Technology Program
Pages 13-19
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From page 13... ...
The committee and panels recommended that another 10 percent of the program's research tasks be discontinued or transitioned to mission applications. Tasks marked for transition are typically of excellent quality and involve successful work ready to be funded by a NASA mission or external partners.
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From page 14... ...
This process should recognize the priorities NASA has set for its missions and the potential impact the research projects have on enabling and enhancing those missions. The process should also be applied to individual tasks and used by individual researchers as a mechanism for ensuring research goals retain their original desired relevance.
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From page 15... ...
External Peer Review and Competition Interaction with external peers comes in a number of different forms, all of which should be encouraged throughout the research life cycle. Before research is initiated, external peer reviews are used fairly effectively in the competitively selected external portion of the PRT program but only sparingly, if at all, in competitively selecting in-house research projects.
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From page 16... ...
Following a broad announcement of opportunity, a separate competitive selection process would be followed for internally funded projects just as is done now for externally funded research. Nationally recognized technical experts from universities, industry, and other government laboratories and NASA personnel in other in-house organizations and enterprises would assess the proposals and report to NASA management on matters of technical quality and appropriateness of content compared with that of related work in their own institu
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From page 17... ...
This process has led to the successful integration of instruments in NASA missions despite the management and organizational change endured by the element. This element within ECT and other programs of excellence within NASA have on their own adopted management practices that can accommodate frequent reorganizations at the top.
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From page 18... ...
, the committee notes that a research topic perceived as emerging or revolutionary by the scientific and techni cal community does not necessarily mean that the re search itself is of excellent quality or great potential relevance to NASA. Also, the committee noted that some excellent research, very relevant to NASA mis sions, is more evolutionary than revolutionary and sup ports a core technical competency that is unique to NASA capabilities and needs.
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From page 19... ...
Accessed September 4, 2003. Eugene Tu and Bill VanDalsem, NASA Ames Research Center, "CICT Actions in Response to the NRC Review of NASA's Pioneering Revolutionary Technology Program Interim Report, dated January 16, 2003," material provided to the committee on April 21, 2003.
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