국내 최대 기계 및 로봇 연구정보

기술보고서

기술보고서 게시판 내용
타이틀	Inside NASA at 50 : Chapter 2
저자	McCurdy, Howard E.
Keyword	FLIGHT CONTROL;; HISTORIES;; NASA PROGRAMS;; PERSONNEL;; PROCEDURES;; PROJECT MANAGEMENT;; RANGER PROJECT;; RENEWABLE ENERGY;; SPACE FLIGHT
URL	http://hdl.handle.net/2060/20100025882
보고서번호	NASA/SP-2010-4704
발행년도	2010
출처	NTRS (NASA Technical Report Server)
ABSTRACT	Americans often present the image of Project Apollo and the other great accomplishments of the early years of spaceflight as prime examples of the achievements that a properly run government can produce. "If we can send a man to the Moon," one journalist observed in a commonly heard refrain, "why can t we clean up Chesapeake Bay?" When Al Gore challenged Americans "to commit to producing 100 percent of our electricity from renewable energy and truly carbon-free sources within 10 years," he invoked the memory of Project Apollo. In a work of dramatic fiction, the actor portraying Gene Kranz in the movie Apollo 13 repudiates the pessimism of fellow flight controllers with the announcement that "this is gonna be our finest hour." The exaltation of NASA s early years has achieved an almost mythical quality. Such recollections mask the challenges NASA employees faced five decades ago. Those challenges were no less difficult than the ones confronting the Agency today. NASA officials entered the Apollo age with an Agency ill-suited to the scale of the projects they were asked to complete. "NASA had considerable technical depth," said one of the people brought in to help organize Project Apollo, "but almost no program management experience." Institutional difficulties were so severe on the Ranger project that NASA lost the first six spacecraft and Congress launched an investigation into "problems of management"at NASA Headquarters and JPL.3 NASA *****utives reorganized the Agency thrice, reformed their program management practices, and brought in outside talent to show incumbent employees how to do their work.