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Resilient architecture pathways to establish and operate a pioneering base on Mars

机译:在火星上建立和运营先驱基地的弹性架构途径

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We outline an architecture pathway to establish a permanent base on Mars that can support a 50-person crew. After base establishment, a long-term colony is formed with a gradual reduction in support and supplies from Earth. A steady cadence of missions is used to validate new technologies, build capabilities, reduce risks, and minimize costs. The missions prior to 2050 include assembly of an interplanetary vehicle in lunar vicinity, a deep space mission, a Mars orbital mission, and two Mars surface missions. We also examine the logistics associated with the base's growth in personnel, capability, and operations to the year 2100. Using a human exploration cost tool developed at Purdue, we find a peak yearly spending of $14.9 billion in 2030 with an average cost of $11.8 billion per year until 2050 and $8.2 billion per year after 2050. Assuming a starting budget of $9 billion per year (2016 NASA human spaceflight budget), an 8.8% increase per year from 2018 to 2024 would be required to meet the peak yearly costs. Unfortunately, such an increase is unlikely given NASA's relatively flat inflation-adjusted budget over the past 20 years. In addition, while commercial launch vehicle costs are dropping due to the emergence of reusable launch vehicles (e.g. SpaceX's Falcon 9), hardware costs are yet to reduce within NASA and their contractors, which suggests one or more of the following scenarios: 1) NASA must change how program costs are managed, 2) the publicized timeline for humans landing on Mars must slip, or 3) a new Mars architecture paradigm must be found.
机译:我们概述了在火星上建立永久基地的架构路径,该基地可以支持50人的机组人员。建立基地后,形成了长期殖民地,逐渐减少了对地球的支持和供应。稳定的任务节奏用于验证新技术,增强能力,降低风险并最小化成本。 2050年之前的任务包括在月球附近组装行星际飞行器,执行深空任务,执行火星轨道任务以及执行两次火星水面任务。我们还研究了与基地到2100年人员,能力和运营的增长相关的物流。使用普渡大学开发的人力资源开发成本工具,我们发现2030年的年度支出峰值为149亿美元,平均成本为118亿美元。到2050年之前每年需要支付200亿美元,到2050年之后每年需要82亿美元。假设每年的起始预算为90亿美元(2016年NASA人类航天预算),那么从2018年到2024年每年需要增加8.8%的费用才能满足年度最高费用。不幸的是,鉴于美国宇航局过去20年的通货膨胀调整后预算相对平稳,这种增长不太可能。此外,尽管由于可重复使用的运载工具(例如SpaceX的Falcon 9)的出现使商用运载工具的成本下降,但NASA及其承包商内部的硬件成本尚未降低,这表明以下一种或多种情况:1)NASA必须改变计划成本的管理方式; 2)登上火星的人员必须遵守的公开时间表,或者3)必须找到新的火星建筑范式。

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