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Squibb, G. F.

Publications and source records attributed to Squibb, G. F..

Low-Cost Approaches to Deep Space Missions

The past decade has brought about a radical transformation in NASA's planetary exploration program. At the beginning of this decade, NASA was focused on the Cassini mission to Saturn. Following on the heels of the successful Voyager and Galileo missions, Cassini represents the culmination of an evolution towards successively larger, more complex, and more expensive spacecraft. The Cassini spacecraft weighs in at over 5 metric tons, and carries an entry probe and a sophisticated suite of sensors supporting 27 different science investigations enabling a comprehensive scientific investigation of Saturn with a single spacecraft. The cost of this spacecraft exceeded $2B, including the cost of the large Titan IV launch vehicle. During Cassini development, NASA realized that it could no longer afford these "flagship" missions, and the agency moved aggressively towards a "faster, better, cheaper" design philosophy of focused science goals and simpler, rapidly-developed spacecraft, allowing much more frequent launches of smaller, lower-cost missions. The Mars Global Surveyor, launched in November 1996, is an example of this new paradigm. Developed in less than 3-years, MGS is only one-fifth the mass of Cassini, and only cost on the order of $220M. The reduced spacecraft mass allows use of the smaller, lower cost Delta launch vehicle. Currently in orbit about Mars, MGS carries a focused suite of six science instruments that are currently returning high-resolution remote sensing of the Martian surface. The future calls for continued even more aggressive mass and cost targets. Examples of these next-generation goals are embodied in the Mars Micromission spacecraft concept, targeted for launch in 2003. With a mass of only 200kg, this lightweight bus can be tailored to carry a variety of payloads to Mars or other inner-planet destinations. The design of the Micromission spacecraft enable them to be launched at extremely low cost as a secondary "piggyback" payload.

Squibb, G. F.

Space Mission Operations Concept

Developing a mission operations concept for a space mission is a system engineering process which involves multiple disciplines, working together to describe, in terms of the operators and the users (recipients of the data from the mission), the operational attributes of the flight and ground elements of the mission. A space mission operations concept emphasizes the way the mission is operated/used.

space mission operations mission concepts systems

Low-Cost Mission Operations

This paper discusses the transition between traditional planetary missions (requiring constant operational control and limited in size only by booster capability) and the cheaper missions of the New Millennium spacecraft, which will be smaller and will have a great deal of autonomy.

New Millennium spacecraft operations spacecraft au

Development of the first infrared satellite observatory

A development history is given for the Infrared Astronomical Satelite (IRAS), whose primary mission objective is an unbiased, all-sky survey in the 8-120 micron wavelength range. A point source catalog of more than 200,000 IR sources, to be published later this year, represents the accomplishment of this objective. IRAS has also conducted 10,000 pointed observations of specific objects. Attention is given to the cost increases and schedule slips which resulted from the substantial technical challenges of IRAS hardware and software development, and to the management techniques which had to be employed in this major international project.

Smith, G. M.

Science operations management

The operation teams engaged in the IR Astronomical Satellite (IRAS) project included scientists from the IRAS International Science Team. The detailed involvement of these scientists in the design, testing, validation, and operations phases of the IRAS mission contributed to the success of this project. The Project Management Group spent a substantial amount of time discussing science-related issues, because science team coleaders were members from the outset. A single scientific point-of-contact for the Management Group enhanced the depth and continuity of agreement reached in decision-making.

Squibb, G. F.