As the demand for #CubeSats continues to increase, it is important for those who are developing CubeSat missions to be aware of best practices. This will help to ensure that missions are successful and that the CubeSats are able to achieve their objectives. Some of the best practices for the development of CubeSat missions include: 1. Define the mission objectives clearly and ensure that they are achievable. 2. Develop a detailed plan for the mission and communicate it to all team members. 3. Select the appropriate CubeSat platform and subsystems for the mission. 4. Thoroughly test the CubeSat before launch. 5. Monitor the CubeSat during its mission and be prepared to respond to any problems that may arise. By following these best practices, the development of successful CubeSat missions will be more likely.

1. JOINT 3RD IAA LATIN AMERICAN SYMPOSIUM
ON SMALL SATELLITES AND 5TH IAA LATIN
AMERICAN CUBESAT WORKSHOP
BEST PRACTICES FOR THE DEVELOPMENT
OF CUBESAT MISSIONS
@KARLOZDUARTE
CARLOS DUARTE
MEXICAN SPACE AGENCY
BRASILIA
NOVEMBER 8, 2022

2. DISCUSS A METHODOLOGY TO DEVELOP A
CUBESAT MISSION BASED ON BEST PRACTICES TO
ASSURE ITS SUCCESS
OBJECTIVE OF THE TALK

3. CONTENTS
• INTRODUCTION
• HOW TO START A MISSION
• LIFE CYCLE OF A CUBESAT MISSION
• BEST PRACTICES
• CONCLUSIONS AND REMARKS

4. INTRODUCTION: CUBESATS DO NOT HAVE
A GREAT RECORD OF MISSION SUCCESS
ACCORDING TO M. SWARTWOUT
AND C. JAYNE, OUT OF 270
“UNIVERSITY-CLASS” CUBESATS, 139
FAILED IN THEIR MISSION BETWEEN
2002 AND 2016.
STATISTICS ALSO SHOW THAT THE
AVERAGE FAILURE RATE OF
CUBESAT MISSIONS IS HIGHER IN
ACADEMIC AND RESEARCH
INSTITUTIONS THAN IN COMMERCIAL
OR GOVERNMENT ORGANIZATIONS.
M. Swartwout, and C. Jayne, ”University-Class Spacecraft by the Numbers:
Success, Failure, Debris. (But Mostly Success)”, in the 30th Annual
AIAA/USU Conference on Small Satellites, Logan, UT, 6-11 August 2016,
paper SSC16-XIII-1.

5. CUBESATS ARE SPECIAL
• ARE NOT AS EXPENSIVE AS
OTHER OPTIONS FOR SPACE
ACCESS
• HAVE LIMITED CAPABILITIES
• ARE SOMEWHAT
STANDARIZED
• SHORT LIFE TIME
• ARE MADE OUT OF COTS
• ARE LAUNCHED AS
SECONDARY PAYLOADS

6. • CONVINCE YOURSELF THAT YOU CAN DO
IT.
• GET FUNDED!
• LEARN THE COMPLETE PROCESS
• MASTER SIGNIFICANT ASPECTS:
 SYSTEMS ENGINEERING
 PROJECT MANAGEMENT,
 TEAM WORK
 REGULATION
• MAINTAIN DISCIPLINEE
HOW TO START A MISSION

7. • BASIC ELECTRONICS LAB, TOOLS,
SOLDERING STATION, RF TESTING
EQUIPMENT FOR YOUR RADIOS.
• ACCESS TO A MACHINE SHOP
• ACCESS TO VIBRATION TESTING
EQUIPMENT
• ACCESS TO A CLEAN ROOM,
100,000 OR BETTER
• ACCESS TO A THERMO VAC
CHAMBER
BEFORE YOU BEGIN…

8. THE MISSION STATEMENT
SHOULD PRESENT
CLEARLY TO ALL
STAKEHOLDERS WHAT IT IS
EXPECTED TO ACHIEVE
EVERYTHING STARTS WITH THE MISSION
STATEMENT

9. WHAT DO WE WANT THE
NANOSATELLITE TO ACHIEVE?
CONCEPT OF OPERATIONS
(CONOPS)
MISSION
STATEMENT
DEVELOP A FLIGHT READY CUBESAT FOR DEPLOYMENT
FROM THE ISS.
DEMONSTRATE GLOBALSTAR’S NETWORK AS A METHOD TO
IMPROVE COMMUNICATION AVAILABILITY IN CUBESAT
MISSIONS.
1. LAUNCH AND DELIVER TO THE ISS
2. DEPLOYED OFF FROM ISS USING
NANORACKS
3. ORBIT AROUND EARTH
4. TRACK/COMMAND SATELLITE FROM
GROUND STATION
5. SEND DATA PACKETS TO THE
GLOBAL STAR CONSTELLATION
6. RECEIVE DATA PACKETS FROM
GLOBALSTAR

10. AZTECHSAT-1 MISSION STATEMENT
• AZTECHSAT-1 IS A 1U CUBESAT TO BE DELIVERED TO THE
INTERNATIONAL SPACE STATION (ISS).
• IT WILL BE DEPLOYED OFF THE ISS USING THE NANORACKS
CUBESAT DEPLOYER. AZTECHSAT-1 WILL ORBIT AROUND EARTH AT
AN ALTITUDE RANGE OF 300-400KM.
• DURING ITS LIFE TIME IT WILL DELIVER DATA PACKETS TO A PHYSICAL
GROUND STATION VIA AN UHF RADIO.
• FURTHERMORE, IT WILL DOWNLINK DATA PACKETS VIA THE
GLOBALSTAR CONSTELLATION TO A STATIC IP SERVER ON EARTH.
• FINALLY, THROUGH ORBIT DEGRADATION IT WILL DEORBIT AND END
ALL COMMUNICATION AT AN APPROXIMATE ALTITUDE OF 150 KM.

11. • THE REQUIREMENTS ARE THE ESSENCE OF YOUR MISSION AND
SHOULD BE EXPRESSED AS QUANTITIES OR AS COMPLIANCE WITH
NORMS. OTHERWISE THEY ARE ONLY OPINIONS.
• ONCE DERIVED, THE REQUIREMENTS WILL ESTABLISH THE
SPECIFICATIONS OF ALL THE SUBSYSTEMS OF YOUR MISSION
THE MISSION STATEMENT TURNS INTO A SERIES OF
REQUIREMENTS.
Req ID Rev REQUIREMENT
1.1 1.0
THE AZTECHSAT-1 PROJECT MUST DEVELOP A FLIGHT-CERTIFIED
CUBESAT FOR DEPLOYMENT FROM THE INTERNATIONAL SPACE
STATION
1.2 1.0
THE AZTECHSAT-1 PROJECT SHALL DEMONSTRATE
COMMUNICATION WITH THE GLOBALSTAR NETWORK AS A
METHOD OF EXPANDING THE AVAILABILITY OF COMMUNICATIONS
ON CUBESAT MISSIONS.
1.3 1.0
THE AZTECHSAT-1 PROJECT MUST USE A RADIO ON THE CUBESAT

12. THE REQUIREMENTS, ALONG WITH AN
ARCHITECTURE TURN INTO A SERIES OF
ESPECIFICATIONS
• POWER BUDGET
• MASS BUDGET
• LINK BUDGET
• DATA BUDGET
• POINTING ACCURACY
• TRANSMITTER FREQUENCIES
• MODES OF OPERATION
• COMMANDS
• ETC
ON BOARD
COMPUTER
RADIOS
Actuators
SENSORS
STORAGE
POWER
PAYLOAD
WDT

13. MISSION
REQUIREMENTS
& PRIORITIES
SYSTEM
DEMONSTRATION
& VALIDATION
DEVELOP SYSTEM
REQUIREMENTS &
SYSTEM ARCHITECTURE
ALLOCATE PERFORMANCE
SPECS & BUILD
VERIFICATION PLAN
DESIGN
COMPONENTS
INTEGRATE SYSTEM &
VERIFY
PERFORMANCE SPECS
COMPONENT
INTEGRATION &
VERIFICATION
VERIFY
COMPONENT
PERFORMANCE
FABRICATE, ASSEMBLE,
CODE &
PROCURE PARTS
SYSTEM LEVEL
SUBSYSTEMS
COMPONENTS
A
D
C
E
B
THEN YOU CAN START DESIGNING, BUILDING, TESTING,
VERIFYING AND VALIDATIN
THE DEVELOPMENT OF
A NANOSATELLITE
REQUIRES A CAREFUL
AND CONSERVATIVE
DESIGN, INDEPENDENT
AND RIGOROUS
REVISIONS, A
METICULOUS
FABRICATION
AND EXTENSIVE
TESTING.

14. CICLO DE VIDA DE UN PROYECTO ESPACIAL
MISSION
DEFINITION
STAGES OF THE LIFE
CYCLE
LAUNCHING
MISSION
DESIGN
DEVELOPMENT
AND TESTING
CLOSING
OPERATIONS AND
MAINTENANCE
THE DEVELOPMENT OF A CUBESAT
MISSION IS AN ITERATIVE PROCESS

15. FORMULATION IMPLEMENTATION
ACQUISITIONS PRE-SYSTEM ACQUISITIONS OF THE
SYSTEM
OPERATIONS CLOSEOUT
PHASES OF
THE PROJECT
CYCLE
PRE-
PHASE A
CONCEPT
STUDIES
PHASE A
CONCEPT AND
TECHNOLOGY
DEVELOPMENT
PHASE B
PRELIMINARY
DESIGN AND
TECHNOLOGY
COMPLETION
PHASE C
FINAL DESIGN
AND
FABRICATION
PHASE D
INTEGRATION
TEST AND
LAUNCH
PHASE E
OPERATIONS
PHASE F
CLOSEOUT
KEY DECISION
POINTIS
MAJOR
REVISIONS
MCR SRR
MSDR
PDR CDR
SIR
ORS
FRR
PLAR DR
LIFE CYCLE OF A PROJECT ACCORDING TO NASA
15
APPROVAL

16. MAJOR PROJECT REVIEWS PRECEDE EACH
KEY DECISION POINT
16

17. SUMMARY: THE MISSION LIFE CYCLE
 A CUBESAT MISSION IS DIVIDED INTO DISTINCT LIFE CYCLE PHASES.
• PRE-PHASE A: CONCEPT STUDIES
• PHASE A: CONCEPT AND TECHNOLOGY DEVELOPMENT
• PHASE B: PRELIMINARY DESIGN AND TECHNOLOGY COMPLETION
• PHASE C: FINAL DESIGN AND FABRICATION
• PHASE D: SYSTEM ASSEMBLY, TEST AND LAUNCH
• PHASE E: OPERATIONS AND SUSTAINMENT
• PHASE F: CLOSEOUT OR DISPOSAL
 THESE PHASES ARE SEPARATED BY CONTROL GATES - TYPICALLY ASSOCIATED WITH A MAJOR
PROJECT REVIEW, SUCH AS PRELIMINARY DESIGN REVIEW (PDR).
 EACH PROJECT PHASE HAS A DISTINCT PURPOSE AND SET OF PRODUCTS.
 AT THE END OF EACH PHASE A NEW SYSTEM BASELINE — OR AN AGREED-TO SET OF
REQUIREMENTS, DESIGNS, OR DOCUMENTS — IS ESTABLISHED.
 A SYSTEM BASELINE IS THE POINT OF DEPARTURE FOR THE DEVELOPMENT WORK IN EACH NEW
PHASE. 17

18. BEST PRACTICES

19. 1. ASSURE YOU ARE FUNDED ALL THE WAY
THROUGH THE END OF THE PROJECT
OTHERWISE YOU ARE PUTTING A LOT OF RISK TO YOUR
PROJECT
BE CREATIVE IN GETTING YOUR FUNDING:
• YOUR UNIVERSITY
• INTERNATIONAL SOURCES: UNOOSA, OTHER SPACE
AGENCIES
• LOCAL AND STATE GOVERNMENTS
• SCIENCE COUNCILS
• COMPANIES: YOU WILL BE SURPRISED WITH THE
WILLINGNESS OF COMPANIES TO SUPPORT CUBESAT
PROJECTS
• BENEFACTORS
• AND FINALLY: CROWD FUNDING ARDUSAT GOT $106,330 FROM 636
SPONSORS USING KICKSTARTER.COM
THE WERE ASKING FOR $35,000
THEY ASPIRED TO GET $30,000. THEY GOT $88,880
FROM 3,331 DONORS
HTTPS://WWW.KICKSTARTER.COM/PROJECTS/573935592
/WERE-PUTTING-A-TARDIS-INTO-ORBIT-REALLY

20. • INTEGRATE YOUR TEAM
• DEVELOP A SWOT
ANALYSIS
• DESIGN A TRAINING PLAN
• CHOOSE THE MANAGING
METHOD
• FORESEE THE INITIAL RISKS
2. RESERVE AT LEAST 10% OF THE TIME DESTINED TO THE
PROJECT TO INITIAL PLANNING.

21. CREATE THE MASTER PLAN
REQUIREMENTS
ACTIVITIES AND
DEPENDENCIES
SCHEDULE
RESOURCES
PEOPLE, MATERIALS, FACILITIES
WORK BREAK
DOWN
STRUCTURE
BUDGET
PROGRAMMING
BASE LINE
THIS DOCUMENT ESTABLISHES THE BASE LINE
OF THE PROJECT.
IT MUST BE SIGNED BY THE PROJECT MANAGER
AND HIS/HERS CHAIN OF COMMAND
DEFINES: WHO? WHAT? WHEN? HOW?
HOW MUCH?

22. PROJECT PLANNING MUST RESPOND TO THE
EXPECTANCIES OF ALL THE STAKEHOLDERS
22
PROJECT SPONSOR
PROJECT MANAGER
LAUNCH
VEHICLE
PAYLOAD
SYSTEMS
ENGINEERING
INTEGRATION TESTING SOFTWARE
DEVELOPMENT
OPERATIONS
USERS
SUPPLIERS
REGULATION
AND LEGAL
ASPECTS
EDUCATION
AND
OUTREACH
MENTORS
AND ADVISORS

23. MASTER PLAN
DEFINING MAIN
MILESTONES
IDENTIFICATION
OF EACH
SUBSYSTEM
ACTIVITY
DEFINITION
SEQUENCING
AND
DEPENDENCIES
ACTIVITY
DURATION
ASSIGNMENT OF
RESPONSIBILITIES
FOLLOW UP AND
CONTROL
23

24. YOU HAVE TO HAVE ONE RESPONSIBLE FOR
EACH MAIN ACTIVITY
5.0 - PAYLOAD
AZTECHSAT
PROJECT MANAGER
2.0 –SYSTEMS
ENGINEERING
1.0 - PROJECT
MANAGEMENT
3.0 – SAFETY
MISSION &
ASSURANCE
7.0 – MISSION
OPERATIONS
9.0 - GROUND
SYSTEMS
8.0 - LAUNCH
VEHICLE/SERVICES
10.0 -
INTEGRATION &
TEST
4.0 – SCIENCE /
TECHNOLOGY
11.0 – EDUCATION &
PUBLIC OUTREACH
6.1 – ELECTRICAL POWER SYSTEM
6.2 – STRUCTURES
6.3 – COMMAND AND DATA
HANDLING
6.4 – COMMUNICATIONS
6.5 – FLIGHT SOFTWARE
6.6 – ADCS
6.7 – PROPULSION
6.8 – THERMAL CONTROL SYSTEM
6.9 – SUBSYSTEM TESTING
6.0 - SPACECRAFT
5.1 – ELECTRONICS
5.2 – STRUCTURES
5.3 – COMMAND AND DATA
HANDLING
5.4 – COMMUNICATIONS
5.5 – FLIGHT SOFTWARE
5.6 – SUBSYSTEM TESTING
5.6.1 – FUNCTIONAL TEST
5.6.2 – QUALIFICATION TEST
5.6.3 – ACCEPTANCE TEST
4.1 – TRACKING ALGORITHM
4.2 – POSITION ALGORITHM
4.3 – PACKET DATA
ALGORITHM
3.1 – SAFETY & MISSION
ASSURANCE PLAN
3.2 – HAZARDS
ANALYSIS
2.1 – SYSTEM ENGR. MGMT. PLAN
2.2 – REQUIREMENTS MGMT.
2.3 – VERIFICATION AND VALIDATION PLAN
2.4 – RISK MATRIX
2.5 – SYSTEM ARCHITECTURE
2.6 – INTERFACE CONTROL DOCUMENTS
(ICDS)
2.7 – CONFIGURATION MGMT. PLAN
2.8 – TECHNICAL PERF. METRICS
1.1 – PROJECT PLAN
1.2 – BUDGET PLAN
1.3 – INTEGRATED MASTER
SCHEDULE
1.4 – RISK MANAGEMENT
8.1 – LV ICD COMPLIANCE
8.2 – ODAR
8.3 – BOM
8.4 – LOGISTICS PLAN
8.5 – SAFETY REVIEWS
8.6 – INTEGRATION WITH
DEPLOYER
9.1 – COMMUNICATION STATIONS
9.2 – CONTROL NODES
9.3 – GROUND DATA HANDLING
9.4 – AUTOMATED BEACON NETWORK
CONTROL
9.5 – EXTERNAL BEACON SERVICES
10.1 – TEST PLANS AND PROCEDURES
10.2 – GROUND SUPPORT EQUIPMENT
(GSE)
10.3 – MANUFACTURING
10.4 – SYSTEM BUILD
10.5 – INTEGRATED TESTING
10.5.1 – FUNCTIONAL TEST
10.5.2 – QUALIFICATION TEST
10.5.3 – ACCEPTANCE TEST
11.1 – PUBLIC AFFAIRS EVENTS
COORDINATION
11.2 – EDUCATIONAL OUTREACH
11.3 – CONFERENCES
11.4 – MISSION SIMULATION VIDEO
MENTORS: NASA, AEM, MIT, PLANET,
GOOGLE, AND MOREHEAD STATE
UNIVERSITY
PRINCIPAL INVESTIGATOR
CHIEF ENGINEER

25. TYPICAL MISSION SCHEDULE

26. 3. ASSURE THE LAUNCH AS SOON AS POSIBLE.

27. 4. START WORKING ON THE LICENSING OF
YOUR CUBESAT’S FREQUENCIES FROM THE
BEGINNING

28. 5. SELECT YOUR TEAM MEMBERS
WISELY
 AVALIABILITY
 ABILITIES/KNOWLEDGE
 DESIRE TO
PARTICIPATE
 ASSIGN CRITICAL
TASKS TO THE MOST
RELIABLE PERSONS
28

29. SELECT YOUR TEAM MEMBERS WISELY
TASKS THAT REQUIRE INTERACTION OR ARE
SIMILAR
 SAME PERSON
 TWO PEOPLE THAT COMMUNICATE
 PERSONALITY AND TEAM COMMUNICATION ARE
IMPORTANT
 PLAN FOR TURN AROUND
29
THE MOST IMPORTANT PART OF A PROJECT IS
THE TEAM

30. 6. IDENTIFY AND MANAGE RISKS
RISK MANAGEMENT IS A CONTINUOUS AND ITERATIVE DECISION
MAKING TECHNIQUE DESIGNED TO IMPROVE THE PROBABILITY OF
SUCCESS. IT IS A PROACTIVE APPROACH THAT:
• SEEKS OR IDENTIFIES RISKS
• ASSESSES THE LIKELIHOOD AND IMPACT OF THESE RISKS
• DEVELOPS MITIGATION OPTIONS FOR ALL IDENTIFIED RISKS
• IDENTIFIES THE MOST SIGNIFICANT RISKS AND CHOOSES WHICH
MITIGATION OPTIONS TO IMPLEMENT
• TRACKS PROGRESS TO CONFIRM THAT CUMULATIVE PROJECT
RISK IS INDEED DECLINING
• COMMUNICATES AND DOCUMENTS THE PROJECT RISK STATUS
• REPEATS THIS PROCESS THROUGHOUT THE PROJECT LIFE
5
4
3
2
1
1 2 3 4 5
P
ROBABILITY
IMPACT

31. TYPES OF RISKS
31
PROJECT
RISKS
ECONÓMIC/
FINANCIAL
NATURAL AND
ENVIRONMENTAL
SPONSOR
CULTURE OF THE
ORGANIZATION
SUPPLIERS
TECHNOLOGICAL
PEOPLE
AVAILABILITY
POLITICS
LEGAL AND
REGULATORY

32. 7. DO NOT REINVENT THE WHEEL

33. BUYING THE BUS WILL ALLOW YOU TO CONCENTRATE ON
THE PAYLOAD AND THE REST OF THE PROJECT
FLIGHT HERITAGE
IS ESSENTIAL
THERE ARE MANY
COMPANIES THAT
SUPPLY READY TO
FLIGHT SUBSYSTEMS

34. HOW SPECIFIC IS EACH SUBSYSTEM
SUBSYSTEM UNIQUENESS COMMENTS
PAYLOAD 1 EACH MISSION IS UNIQUE
SOFTWARE 1 UNIQUE, DEPENDS ON THE BUS AND THE MISSION
THERMAL CONTROL 2 DEPENDS MAINLY ON THE PAYLOAD
POWER (EPS) 2-4 DEPENDS MAINLY ON THE PAYLOAD AND COMMUNICATIONS.
ATTITUDE CONTROL
(AD&CS)
2-4 DEPENDS ON THE ORBIT AND THE MISSION
COMMUNICATIONS 3-4 DEPENDS ON THE MISSION. THERE ARE MANY OPTIONS
STRUCTURE 3-4 MUST CONFORM WITH THE CUBESAT STANDARD.
ON BOARD COMPUTER 4-5 THERE ARE MANY OPTIONS
GROUND STATION 4-5 THIS IS SOMETHING STANDARD

35. 8. PLAN YOUR ACQUISITIONS WITH ENOUGH
TIME
• COMPANIES THAT SUPPLY
NANOSATELLITE SUBSYSTEMS
AND COMPONENTS WORK
UNDER A PREPAYMENT.
GENERALLY DO NOT HAVE
STOCK.
• TAKE ALSO INTO ACCOUNT
DELAYS FOR DELIVERY TO YOUR
COUNTRY AS WELL AS TAX
PAYMENT.

36. 9. ASSURE INTERNAL COMMUNICATION AND
PROJECT DOCUMENTATION
USE A COLLABORATIVE
PLATFORM FOR ´PROJECT
MANAGEMENT
ORGANIZE WEEKLY
MEETINGS
MAINTAIN A LOG
• COMPLETED TASKS
• TASKS TO DEVELOP
• MILESTONES
• MAIN RISKS

37. • MECHANISMS
• COMMUNICATIONS
• GROUND STATION
• VIBRATION AND IMPACT
• THERMO-VAC AND THERMAL
CYCLING
• ELECTROMAGNETIC COMPATIBILITY
37
10. BE RIGOROUS IN YOUR TESTING

38. 11. CONSIDER SOFTWARE DEVELOPMENT
FROM THE BEGINNING
SECURE
MODE
OPERATIONAL
MODE
EMERGENCY
READY TO OPERATE
ANOMALY
ANOMALY SOLVED
LAUNCH
APPLICATION
OS ABSTRACTION LAYER
(OSAL)
RTOS FILE
SYSTEM
LOW LEVER DRIVERS
HARDWARE

39. 12. PLACE SPECIAL CARE IN COMPLYING WITH NORMS
AND REGULATIONS, AS WELL AS FOLLOWING
RECOMMENDED INDUSTRY STANDARDS

40. 13. THE OPERATION OF YOUR GROUND
STATION IS KEY FOR THE SUCCESS OF YOUR
MISSION

41. • INCREASING THE SCOPE OF
THE MISSION IN THE MIDDLE
OF THE PROJECT IS THE
CAUSE OF THE MAJORITY OF
CUBESAT FAILURES
14. DO NOT FALL TO THE TEMPTATION OF CHANGING THE
SCOPE OF YOUR MISSION. COMMIT TO, AND DEFEND A
MINIMUM SCOPE.

42. IN CONCLUSION
•DEVELOPING A CUBESAT MISSION IS
FEASIBLE, BUT IT HAS TO BE TAKEN VERY
SERIOUSLY.
•THE TECHNICAL CHALLENGES ARE GREAT, BUT
THE MANAGERIAL RISKS ARE GREATER
•IT IS MORE PROBABLE THAT YOUR PROJECT
WILL FAIL BECAUSE OF BAD MANAGING
PRACTICES THAN FOR TECHNICAL
INCOMPETENCY 42

43. FINAL REMARKS
• WE NEED TO CONTINUE PROMOTING THE DEVELOPMENT OF
SMALL SATELLITES IN LATIN AMERICA
• THERE IS A GREAT OPPORTUNITY AHEAD
• LET’S COLLABORATE!

44. THANK YOU VERY MUCH!
@KARLOZDUARTE
DUARTE.CARLOS@AEM.GOB.MX
WWW.AEM.GOB.MX
WWW.EDUCACIONESPACIAL.AEM.GOB.MX
WWW.AEM.GOB.MX/REVISTADIGITAL