| Srl | Item |
| 1 |
ID:
114247
|
|
|
|
|
| Publication |
2012.
|
| Summary/Abstract |
Astrobiology, as its prefix suggests, is inextricably linked to space exploration. From the onset of the space age, space agencies discovered the need to take into account the question of protection: protection of planetary bodies; protection of the samples brought back from space; protection of spaceflight crews; and the extent to which spaceflight crew members should be treated as samples. Astrobiology also provides for the renaissance of space exploration and serves as a manner for our societies to confront a fundamental unknown of the cosmos: how we can prepare for encountering extraterrestrial life forms.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 2 |
ID:
132718
|
|
|
|
|
| Publication |
2014.
|
| Summary/Abstract |
Despite a rich legacy of impressive technological accomplishments, the government acquisition of advanced space systems is increasingly synonymous with schedule slips and cost overruns. Program reviews have suggested that investing more in centralized and strategic research and development outside particular programs will reduce technical uncertainties and improve cost and schedule outcomes. This paper suggests roles for a centralized technology office by examining the methods available in the literature for managing portfolios of research projects.
In particular, the paper answers three questions. Firstly, it examines the key features that characterize the space agencies' innovation context compared to the private sector where most of the portfolio literature is founded. Secondly, it summarizes the advantages and disadvantages of the models in the literature. Finally, the paper addresses how innovation decision making should be structured within agencies in order to achieve the best results. The paper concludes that an executive level technology office is best placed to act as an enabler, rather than an absolute decision maker. Such an office would not replace decision making at the technical manager level, but would provide overall strategic direction and guidance within which technical managers can make decisions about project innovation.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 3 |
ID:
137411
|
|
|
|
|
| Summary/Abstract |
The development of off-world sources of critical minerals is creating an opportunity to transform space activity from a consumer of resources into sources of value. This article provides an overview of the rationale for and the feasibility of asteroid mining, based on current technology and information. It concludes that the mining of asteroids is a medium-term to long-term project (20 to 30 years) that requires a stepwise approach. An important step in the development of asteroid mining is the confirmation, through exploration, of the minerals’ abundance on the asteroids. A mission capturing and returning to lunar orbit a single 10-meter-diameter asteroid or a rock off the surface of a larger asteroid accomplishes this goal. This mission would also allow the testing of automated mining and processing equipment, reducing the risks of future large-scale asteroid mining operations. Suggested herein is that asteroids’ exploration be carried out through a partnership between space agencies and private space companies, whereby the two partners can achieve their strategic interests.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|