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From page 1...
... Chapter 1 of this report discusses each of the purposes of mission-enabling activities, relates them to specific elements of SMD's programs, and provides examples of how mission-enabling activities have contributed to NASA space and Earth science programs. These activities play essential roles in maximizing the scientific return on invest ment in space and Earth science spaceflight missions and in providing a foundation for an effective and robust program for the future, and they also constitute an integral part of the nation's overall research and development (R&D)
From page 2...
... NASA should ensure that SMD mission-enabling activities are linked to the strategic goals of the agency and of SMD and that they are structured so as to • Encompass the range and scope of activities needed to support those strategic goals, • Provide the broad knowledge base that is the context necessary to interpreting data from spaceflight missions and defining new spaceflight missions, • Maximize the scientific return from all spaceflight missions, • Supply a continuous flow of new technical capabilities and scientific understanding from mission enabling activities into new spaceflight missions, and • Enable the healthy scientific and technical workforce needed to conduct NASA's space and Earth science program.
From page 3...
... Each SMD science division has distinct stra tegic goals, different kinds of spaceflight missions, and different dependencies on supporting research and data analysis.
From page 4...
... • Active involvement of the scientific community via an open and robust advisory committee process. • Transparent budgets that permit program managers to effectively manage mission-enabling activity portfolios and permit other decision makers and the research community to understand the content of mission-enabling activity programs.
From page 5...
... In making this recommendation the committee is convinced that having mission-enabling program managers divide their time between mission-enabling activities and duties related to spaceflight programs is desirable and that management of mission-enabling activities is properly a NASA headquarters, not a NASA field center, function.

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