The Herschel exploitation of local galaxy Andromeda (HELGA) V: Strengthening the case for substantial interstellar grain growth

In this paper we consider the implications of the distributions of dust and metals in the disc of M31. We derive mean radial dust distributions using a dust map created from Herschel images of M31 sampling the entire far-infrared (FIR) peak. Modified blackbodies are fit to approximately 4000 pixels with a varying, as well as a fixed, dust emissivity index (beta). An overall metal distribution is also derived using data collected from the literature. We use a simple analytical model of the evolution of the dust in a galaxy with dust contributed by stellar sources and interstellar grain growth, and fit this model to the radial dust-to-metals distribution across the galaxy. Our analysis shows that the dust-to-gas gradient in M31 is steeper than the metallicity gradient, suggesting interstellar dust growth is (or has been) important in M31. We argue that M31 helps build a case for cosmic dust in galaxies being the result of substantial interstellar grain growth, while the net dust production from stars may be limited. We note, however, that the efficiency of dust production in stars, e.g., in supernovae (SNe) ejecta and/or stellar atmospheres, and grain destruction in the interstellar medium (ISM) may be degenerate in our simple model. We can conclude that interstellar grain growth by accretion is likely at least as important as stellar dust production channels in building the cosmic dust component in M31.Comment: 12 pages, 7 figures. Published in MNRAS 444, 797. This version is updated to match the published versio

H-ATLAS/GAMA and HeViCS – dusty early-type galaxies in different environments

The Herschel Space Observatory has had a tremendous impact on the study of extragalactic dust. Specifically, early-type galaxies (ETG) have been the focus of several studies. In this paper, we combine results from two Herschel studies – a Virgo cluster study Herschel Virgo Cluster Survey (HeViCS) and a broader, low-redshift Herschel-Astrophysical Terahertz Large Area Survey (H-ATLAS)/Galaxy and Mass Assembly (GAMA) study – and contrast the dust and associated properties for similar mass galaxies. This comparison is motivated by differences in results exhibited between multiple Herschel studies of ETG. A comparison between consistent modified blackbody derived dust mass is carried out, revealing strong differences between the two samples in both dust mass and dust-to-stellar mass ratio. In particular, the HeViCS sample lacks massive ETG with as high a specific dust content as found in H-ATLAS. This is most likely connected with the difference in environment for the two samples. We calculate nearest neighbour environment densities in a consistent way, showing that H-ATLAS ETG occupy sparser regions of the local Universe, whereas HeViCS ETG occupy dense regions. This is also true for ETG that are not Herschel-detected but are in the Virgo and GAMA parent samples. Spectral energy distributions are fit to the panchromatic data. From these, we find that in H-ATLAS the specific star formation rate anticorrelates with stellar mass and reaches values as high as in our Galaxy. On the other hand HeViCS ETG appear to have little star formation. Based on the trends found here, H-ATLAS ETG are thought to have more extended star formation histories and a younger stellar population than HeViCS ETG

A multi-level approach to program objectives: definitions and managerial implications

Projects are recognized as the building blocks of strategy. Outputs, outcomes, benefits and related concepts have been put forward by the program management community to bridge the gap between strategy and projects. Yet, firstly there appears to be some discordance among authors on the exact nature of these concepts. Secondly, these frameworks may not yet fully reflect the specific nature of strategy implementation. Therefore it is hard to accept them as the basis for communication between the project/program organisation and the business management when managing strategy implementation through programs of projects. We will borrow three concepts (resources, competencies and capabilities) from the resource based view of the company (RBV). We shall use them to define three levels of program objectives. We will illustrate these levels through a case of a strategic program in a professional information services company. We conclude with implications on current program management practice and research. Keywords: program management, program objectives, strategy implementation, benefits managemen