Transcript Document 7923660
Evolving R&D and Acquisition Strategies for GWOT
27 March 2008 David Ludwig
Deputy Program Executive Officer, PEO Command, Control, Communications Tactical
A Warfighter’s Perspective
Rapidly deliver mission-relevant, soldier-friendly capabilities
Characteristics Proponency Development Process Capability Testing Standards Army Programs of Record
DoD Rigid
‘Tactical’ Commercial IT
Warfighter Adaptable Requirements -focused Formal DoD Military Standards & Policies Broader industry focus Battle Tested Commercial Industry
Rapid, Rotation Set Fielding Threat-Adaptable SoS Training 24x7x365 In-Theatre Support
Given these challenges, how does the R&D community adapt to a ‘
Need It Now
’ environment that leverages COTS technology?
Aligning the Requirements, S&T, and Acquisition Communities
PEO C3T Systems Engineering & Integration (SE&I) Directorate PEO Community Continuous communication between PEO and S&T communities
PMs must be key execution stakeholders SoS Engineering shapes the S&T solution space
S&T Community
PEO C3T S&T Integration Strategy
1. Drive SoS engineering solutions…
•
Execute through the PEO’s Systems Engineering IPT
•
Identify and prioritize technology gaps at the PEO(s)-level
•
Focus the S&T investment for the PEO(s) 2. Institutionalize a formal repeatable process at the GO/SES level 4. Expand the S&T Resource Network 3. Gain understanding of S&T program approval and execution process
Prioritizing S&T Execution
Aligning Limited S&T Resources with Prioritized Operational Needs
5 6 7 8 9 10 C4ISR Priorities 1 2 3 4 R E S O U R C E S PEO C3T Top 20 S&T Priorities Technology Transition Matrix (T2Matrix) https://t2matrix.kc.us.army.mil
“We must be able to focus by priority” – Dr. Killion, 27 Sep 2005
Transitioning S&T Solutions to PORs • Challenges –
“Operationalizing”
• Delivering Warfighter Focused v. Technology Policy-Driven Solutions
–
Resourcing
• Aligning S&T Funding with Acquisition/ Warfighter Priorities
–
Execution Ownership
• Engaging PMs early (and often) in the S&T process
• Successes –
In Theatre
•Command Post of the Future – DARPA-developed, PEO C3T POR for Commander/Staff decision-making •TIGR – DARPA-developed capability for Co and below intelligence gathering & planning
–
Emerging Contender
•Wireless Network After Next (WNAN) – DARPA developing potential low cost soldier radio capability
Command Post of the Future (CPOF)
•
DARPA developed, PEO C3T fielded
executive level decision support system
provides
shared situational awareness and collaborative tools
support decision making, cross to functional planning, and execution
Users
Corps through Battalion Commanders and Staff Officers
Primary Commander Data Exchanges
Friendly Positions Significant Activities Graphics
CPOF Collaborative Environment
3D Map view & Specialized Force Visualization Tools Custom Commander’s Workspace View into other User’s Shared Workspaces Voice conferencing capability •
First Deployed to Iraq with 1CD in 2004
•
Now fielding to all rotational Units as PEO C3T POR
Rifleman Radio Challenge
Significant obstacles must be overcome to make Rifleman Radio a reality SA Policy Clarification Required
PLI
Encryption Policy Waiver
Classification
Required
Implementation
Localized PLI Desired SBU
Encryption
GPS Policy Waiver Required
GPS
JTRS Waiver
JTRS Compliance
Objective - Pursue affordable CDS at Pltn/Sqd Leader AES-256 Type III Desired Com’l GPS Desired (SAASM at Pltn/Sqd Leader Only) Non SCA Solution
PLI Injected to COP
Near Term - Sqd/Pltn Leader PLI Only
Source: CERDEC Challenge
: Forging an S&T —Acquisition community partnership to deliver cost-effective, timely solutions for the Warfighter
PEO C3T Technology Transition POCs Kay Griffith-Boyle,
Grace Xiang,
Commercial Best Practices vs.
PEO C3T S&T Management Processes
Commercial Best Practices
Strategic planning at the corporate level Gated management reviews Corroborating tools
PEO C3T S&T Mgt Processes
Collect and prioritize
technology gaps at PM-level
Peer review technology gaps
from a system of systems perspective (GO/SES TGPS, SE IPT Tier I and SE IPT Tier II)
Prioritize top-15
technology gaps at PEO-level
Document
prioritized technology gaps in a central online respository - T2Matrix
Identify S&T resources
and develop projects to address the top-15 technology gaps
Peer review proposed S&T projects
at the SE IPT
Endorse S&T projects
that are aligned to address the top-15 technology gaps
Review and update
of S&T project status quarterly (at minimum)
Demonstrate
technology feasibility annually
Revalidate and update
approved transition agreements at PEO-level annually
Accept and integrate
matured technologies (must meet exit criteria and schedule defined in the approved transition agreements) into PORs
Develop and staff transition agreements
at PEO-level to solidify and document specific metrics (cost, schedule and performance), responsibilities, integration strategy and etc.
Budget integration cost
for technology transition in PM POM lines
Technology Transition Barriers
Lessons Learned
T2 Barriers
1. T2 Processes are immature and inconsistently applied.
2. OSD/DA T2 guidance and policies are inconsistently applied and enforced.
3. Early and continuous coordination between the Acquisition and S&T communities is lacking.
3a. Early budget planning for integration is lacking.
3b. Early schedule planning for integration, testing and fielding coordination is lacking.
4. S&T investment is not aligned with priorities.
4a. Transition PM priorities are not communicated.
4b. S&T investment does not consider Transition PM priorities.
5. Strategy for Technology Insertion is lacking.
5a. A common OSD/DA Technology Insertion Strategy is lacking.
5b. Acquisition programs rarely have a Technology Insertion Plan.
6. Integration phase is difficult to implement.
6a. Primes/LSIs do not participate in critical design reviews, creation of Exit Criteria, prototype demos, etc.
6b. Intellectual property issues are not identified early.
6c. Primes/LSIs are not contractually obligated to accept technology deliverables.
Current Status
--------------------- --------------------- --------------------- ----------------------
PEO-Level S&T Management Policies
PEO C3T Technology Transition Memo (28 Sep 2005)
• Futures Office is Assigned as Centralized Manager for Technology Transition Planning and Execution • Each PM will address all S&T investments in their Program Review • Each PM is Directed to Appoint T2 POCs
C4ISR S&T Management Policy (26 Sep 2006)
• Common C4ISR S&T Management Process • T2Matrix as Central Repository • Prioritization of Technology Gaps • PEO be the Sole Endorsing Authority and Annual Program Review
*
• PEO be the Sole Approving Authority for Agreements and Annual Revalidation
* * PM concurrence is prerequisite
1
PEO C3T S&T Mgt Process is Synchronized with DA S&T Activities
Aug-Sep Update Tech Gaps annual update by PM T2 POCs 3 30 Oct SE IPT Tier I Peer Review (PMs) 5 Top 15 Priorities Announcement 7 Feb Update Tech Gaps semi-annual update by PM T2 POCs Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2 2 Oct SE IPT Tier II Peer Review (PM SE Leads) 4 20 Nov SE IPT Annual GO/SES Technology Gaps Panel Session 6 Public Releasable Subset of Tech Gaps DA S&T Activities SBIR .2 Topic Solicitation S&T POM ATO, TTI Proposal ATO WTC Review