在 ServiceModel 客户端配置部分中，找不到引用协定“TranslatorService.LanguageService”的默认终结点元素。这可能是因为未找到应用程序的配置文件，或者是因为客户端元素中找不到与此协定匹配的终结点元素。
Space experts say the best and brightest often head for the doors when rocket lines get marked for extinction, dampening morale and creating hidden threats. They call it the “Team B” effect.
“The good guys see the end coming and leave,” said Albert D. Wheelon, a former aerospace executive and Central Intelligence Agency official. “You’re left with the B students.”
NASA acknowledges the effect and its attendant dangers. It has taken hundreds of steps, including retention bonuses for skilled employees, new perks like travel benefits and more safety drills. Through cuts and attrition in recent years, the shuttle work force has declined to 7,000 workers from about 17,000.
“The downsizing has been well managed and has achieved an acceptable level of risk,” said Joseph W. Dyer, a retired Navy vice admiral and the chairman of NASA’s Aerospace Safety Advisory Panel. After a slow start, “NASA and its industry partners did a genuinely excellent job” in planning for the shuttle’s retirement, he said. But he conceded, “There’s added risk anytime you downsize.”
Nobody is predicting problems for the coming flight of the Atlantis, the 135th and last launching in the shuttle program. The event is scheduled for Friday at the Kennedy Space Center in Florida, before an estimated one million spectators.
After that, there is little glory to look forward to. NASA has been forced to cancel the big missions that capture public attention and attract top talent, and frustrations have bubbled to the surface within the agency. Not only has the shuttle program been scrapped, but so has Constellation, which would have sent Americans back to the moon. Astronauts have been steadily leaving the agency.
At the direction of the Obama administration and Congress, NASA is instead developing a large new rocket to send deep into space. But no destination has been selected, and money is tight. NASA is also trying to nurture a commercial industry that will loft astronauts toward the stars. But the ventures, which involve partnerships with private-sector companies like SpaceX and Boeing, focus on hardware development and so far have no declared goals beyond low orbits around the planet. The shuttles did that for decades, starting in 1981.
In an interview last week, Charles F. Bolden Jr., NASA’s administrator and a former astronaut, said he had no misgivings about the last shuttle flight, and he heaped praise on the agency’s work force.
“Do we have concerns about morale?” he asked. “Yes, we always do. Do we have concerns about the welfare of our workers? Yes, we always do.”
But Mr. Bolden, a retired Marine Corps general, said his workers were excited not only about the Atlantis mission but also about a range of new endeavors at both the space agency and its commercial partners.
“We’re trying to help our people stay in the aerospace industry, if not in NASA,” he said while denying any paralyzing loss of talent. “We’re capturing the brainpower.”
And he flatly rejected the idea that the agency had lost its way.
“We’re not adrift,” he said. “And the vision is not gone. And we have a plan. We have a very sound plan.”
History has offered some bleak lessons, with tons of wreckage testifying to the danger. Experts say the Team B effect contributed to disasters in the mid-1980s and late 1990s that destroyed more than a dozen rockets, wiped out billions of dollars in satellites and threw the nation’s unpiloted space program into turmoil. The two catastrophes of the space shuttle program — in 1986 and 2003, which killed 14 astronauts — had more to do with design flaws and management failures than with depleted ranks of experts.
NASA officials say close examinations of failures and problematic retirements have made the agency smarter. “We went out and looked at who has done this well — and who has not,” said Bryan D. O’Connor, NASA’s chief of safety and mission assurance.
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