critical for assessing feasibility. The latter can serve as a critical tool for collaboration between contractors and DOD. For example, they allow for the traceability of requirements since everyone is working from the same set of assumptions, leading to a disciplined approach in the development process. The model is also a feedback mechanism, providing answers to “what if” questions about the functioning of the system. For all these reasons, DOD should not rely completely on contractors to develop and use this capability. Given their importance, performance models should be part of contract deliverables, just as computer-assisted design models are now, and their review should be a key part of any milestone decision.

Recommendation 1: The Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics, and the Office of the Director of Operational Test and Evaluation, and their service equivalents should acquire expertise and appropriate tools related to model-based approaches for the requirements-setting process and for test case and scenario generation for validation.

This expertise will be very beneficial in collaborating with defense contractors and in providing a systematic and rigorous framework for overseeing the entire requirements generation process. The expertise can be acquired inhouse or through consulting and contractual agreements.

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