The costs are split in five major areas: Design, Development, Test and Evaluation costs (DDT&E). Theoretical First Unit cost (TFU). Cost of each new unit built within the project (New Unit). Costs of Maintenance and Spares per year and satellite (M/S). Daily Operations cost per year and satellite (Daily Ops). The cost of the total space solar power program can be split into non-recurring cost and recurring costs. Non-recurring costs will be done just at one time. Recurring costs will be for each satellite and during each year. Non recurring costs include DDT&E and TFU. New unit costs, maintenance/spares and daily operations are recurring costs. Along the life of the project non recurring costs are affected by multiples factors that can not be completely defined or estimated at the beginning of the project. The aim of the sensitivity analysis is to quantify these possible effects in the entire project. The sensitivity analysis has been performed considering possible fluctuations in the cost of the most important elements in each segment. The sensitivity analysis considers a range from the worst case when the cost increases to twice and the best case when the cost decreases to half (this is represented in the graph by the factor costs which multiply the assumed cost). The results are presented in graphs in which the central points corresponds the assumed value for each parameter. The main segments in the space power system are the following: 1. Spacecraft. 2. Space Construction and Support. 3. Transportation. 4. Ground Receiving Station (GRS). 5. Management and Integration. The total cost of an SPS Program ($M), split in the main subsystems according to the NASA/DOE study mentioned before are shown in Table 11.6. Table 11.6 Full Scale SPS Program Costs The complete system with all the satellites (120) must be considered, as well as the lifetime of the system, to understand the weight that recurring costs have in the total cost of the project. These recurring costs are shown in the Table 11.7 as well as the fraction of the total project cost. The recurring costs are almost 96.5% of the total project cost. Therefore the evolution of these costs along the life of the project has to be examined very carefully because small deviations of the predictions can have dramatic influence on the viability of the long term program.
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