ABSTRACT
This chapter examines how program decisions and ultimate program performance are driven by the rewards system. It explores what beneficial changes could be made in policies and to contractual implementation between industry and government. The chapter shows how to cost-effectively improve shared program accountability and performance by better utilization of the reward system. It highlights a problem that is a product of the evolution of the National Aeronautics and Space Administration and industry relationship that has been at the forefront of the growth of civil space as a business. The chapter shows that the environment surrounding the civil space program over the first thirty years has been influenced by the dilemma of having more ideas and programs than the federal budget could support coupled with a significant number of early successes. The longer it takes for final program development approval, the greater the investment and the more aggressive the advocacy on the part of government and industry.
