A Quote by Alan Stern

The costs of badly-run NASA projects are paid for with cutbacks or delays in NASA projects that didn't go over budget. Hence the guilty are rewarded and the innocent are punished.
I'm actually a NASA brat. My father was a rocket scientist. He started working at NASA before it was NASA in 1959.
I like to think of 'the studio' as a laboratory where I can go in, learn tricks, apply, revise, and release. I'd figure I had about the same emotional attachment to my craft as a guy over at NASA does over... NASA stuff.
I don't think I could advocate for increasing NASA's budget by a factor of two or ten, because I want us to have good roads in our country. I want us to have good education in our country. And NASA's budget is part of a discretionary budget, and we can't make that bigger without taking away other things.
The one period of glory in NASA was the first nine years when they weren't a bureaucracy yet... and they haven't gotten back to that excitement, that adventurism, and won't. So, I would take most of the NASA budget, and I would turn it into prizes for private sector.
We need to be very thoughtful about how we propose to spend the money that NASA does have for space exploration. And we need to be clear that there's the human spaceflight part of NASA, and there's the science space part of NASA, and there's also aeronautics. Those are all very different things that NASA does.
We actually look to the scientific community to kind of come back to NASA and tell us what the priorities should be. And then at NASA, we try to look within our budget and say, 'What can we accommodate, and what are the most important things for the nation?'
I think it's really a sign of great American strength that we do invest the money we do in technology, in these hard projects, in NASA.
NASA projects often have romantic names that link into a long history of exploration and adventure: Atlantis and Discovery, for example.
I do a lot of work with NASA and am involved in research projects studying planetary evolution, Earth-like planets, and potential conditions for life elsewhere.
A new Republican Congress is taking over. Sen. Ted Cruz has been appointed tooverseeing NASA in Congress. He says he wants NASA to focus on finding aliens so he can deport them.
With certain projects, there are delays, and with others, things come together very quickly. It can be frustrating but it's not uncommon, and you just have to keep a lot of things juggling and hoping all of these projects will go when all the pieces fall into place. You just have to be ready for whatever catches fire.
Companies tend not to recognize that the way global projects have to be organized and run is fundamentally different from how co-located projects are managed. Everything is different in global projects from the need for organizational stability, a shared strategic context driving the project, the building of a competence in dispersed working, greater focus on planning the project to the need for trust between sites. Yet, most firms merely transfer their co-located best practice to a global arena. This will inevitably result in problems, delays and cost overruns.
Instead of being able to look at smaller interesting research projects, I am trying to see the links between all the research NASA does. For me, that's extremely fun because I get to go play and learn about areas of science that I know nothing about.
If you compare NASA's annual budget to explore the heavens, that one year budget would fund NOAA's budget to explore the oceans for 1,600 years.
I knew I wanted to be a part of NASA in any case, and so I chose my goals in education to be consistent with working at NASA even as, you know, a scientist.
As a scientist in charge of space sensors and entire space missions before I was at NASA, I myself was involved in projects that overran. But that's no excuse for remaining silent about this growing problem or failing to champion reform.
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