Assessment of Impediments to Interagency Collaboration on by National Research Council, Division on Engineering and

By National Research Council, Division on Engineering and Physical Sciences, Space Studies Board, Committee on Assessment of Impediments to Interagency Cooperation on Space and Earth Science Missions

Via an exam of case reports, company briefings, and current studies, and drawing on own wisdom and direct adventure, the Committee on evaluate of Impediments to Interagency Cooperation on area and Earth technological know-how Missions came upon that candidate initiatives for multiagency collaboration within the improvement and implementation of Earth-observing or area technological know-how missions are usually intrinsically advanced and, for that reason high priced, and multiagency method of constructing those missions normally ends up in extra complexity and value. Advocates of collaboration have occasionally underestimated the problems and linked expenses and dangers of dividing accountability and responsibility among or extra companions; in addition they the chance that collaboration increases the chance in assembly functionality goals. This committee's significant suggestion is that enterprises should still behavior Earth and house technological know-how initiatives independently except: it's judged that cooperation will lead to major additional clinical price to the venture over what will be completed through a unmarried business enterprise on my own; or targeted services live inside of one service provider which are beneficial for the challenge luck of a undertaking controlled through one other company; or the undertaking is meant to move from examine to operations necessitating a metamorphosis in accountability from one organisation to a different in the course of the venture; or there are different compelling purposes to pursue collaboration, for instance, a wish to construct means at one of many cooperating companies. even if the whole venture price might raise, events should locate collaboration appealing if their proportion of a undertaking is more cost-effective than investment it by myself. In those circumstances, possible choices to interdependent reliance on one other executive enterprise can be thought of. for instance, organizations may well locate that purchasing companies from one other service provider or pursuing interagency coordination of spaceflight information assortment is most well known to totally interdependent cooperation.--Publisher's descripiton.

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43 The complexity index uses a matrix of technical factors (on the order of 30 to 40) to place, in rank order, the complexity of a particular spacecraft relative to all the other spacecraft in the data set. ). The strength of using a number of parameters is that peculiarities associated with any given implementation are averaged out. 44,45 The total flight system development cost (payload instruments and spacecraft bus, excluding launch and operations) is the independent variable against which the complexity is compared.

In a letter to the committee, Jack Fellows, chief of the Science and Space Program Branch of OMB from 1984 to 1997, suggested that senior leadership should control a central pool of funds totaling roughly 10 to 15 percent of the overall interagency budget to effectively influence the direction of individual agency investments. Other factors cited by Fellows for successful interagency projects include ensuring that OMB and its budget examiners are assigned responsibility for, and are active partners in, the effort; having clear objectives and small and achievable priorities; managing in a way that is perceived as transparent and fair; and, of critical importance, providing incentives to the agencies for their participation.

Copyright © National Academy of Sciences. All rights reserved. html 24 ASSESSMENT OF IMPEDIMENTS TO INTERAGENCY COLLABORATION ON SPACE AND EARTH SCIENCE MISSIONS The 2008 DOE-NASA decision to build JDEM without a competition open to non-government institutions raises an important issue that was not explored in depth in this study. Namely, what is the extent to which interagency missions might lead to more missions executed at NASA centers versus development of missions with significant university involvement?

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