Steps to Facilitate Principal-Investigator-Led Earth Science Missions (2004) / Chapter Skim
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3 Program Conceptualization: Matching Objectives to Constraints
3 Program Conceptualization: Matching Objectives to Constraints
Pages 18-23
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From page 18... ...
management and implementation constraints, makes PI-led missions very challenging, even in comparison to larger, more typical NASA projects. UNSTATED OBJECTIVES AND CONSTRAINTS In addition to the stated objectives listed in Table 3.1, there are a number of unstated objectives that PI-led missions are expected to satisfy, including the desire to increase the capacity of university-based research (which is an explicit objective of UnESS)
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From page 19... ...
The space science community has long required technically advanced remote sensing systems because many critical space science measurements cannot be made with the necessary accuracy or precision from the ground through the intervening atmosphere. Thus, university researchers in the space sciences have of necessity acquired the appropriate management skills and established strategic collaborations with engineering organizations (including university engineering departments)
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From page 20... ...
Constraints: NASA depends on its own management practices to ensure success. The decision to promote management leadership of Earth Explorer missions outside NASA centers was intended partly to provide incentives for the development of innovative management practices.
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From page 21... ...
The stringent Earth Explorers Program cost and schedule constraints and the mandated PI-mode of management may deprive NASA of many of its standard management tools for ensuring mission success. The classical 3National Research Council, Space Studies Board, 2000, The Role of Small Satellites in NASA and NOAA Earth Observation Programs, National Academy Press, Washington, D.C., p.
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From page 22... ...
In testimony before the House Science Committee, Pedro Rustan, Clementine's mission director and later the director of the National Reconnaissance Office's Small Satellites Program, gave his views on managing these advanced programs according to 10 management practices that he believed were key to the success of the Clementine program.4 Although most of the 10 practices are applicable to all programs, points 1 and 5 can be directly contrasted with the requirements of PI-led missions: 1. Empower a single program manager who is a seasoned leader and make that person responsible and accountable for all aspects of the mission during the entire duration of the program.
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From page 23... ...
While all Earth Explorer missions incorporate advanced technologies in the instruments and the science payload, the committee does not recommend trying to develop advanced technology during these missions. Clementine benefited from a dedicated team of spacecraft systems developers, and considerable effort went into the development and testing of new hardware, much of which was being developed for other programs and was made available to the Clementine program.
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