Evaluation of U.S. Air Force Preacquisition Technology Development (2011) / Chapter Skim
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1 Preacquisition Technology Development for Air Force Weapon Systems
1 Preacquisition Technology Development for Air Force Weapon Systems
Pages 11-32
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2008. Pre-Milestone A and Early-Phase Systems Engineering: A Retrospective Review and Benefits for Future Air Force Systems Acquisition.
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Dramatic innovations in aeronau tics and later in space were fielded, with schedules that today seem impossible to achieve. The first U-2 flew just 18 months after it was ordered in 1953, and it was operational just 9 months after that first flight.4 The SR-71, even more radical, was developed with similar speed, going from contract award to operational status in less than 3 years.5 In the space domain, innovation was pursued with similar speed: for example, the Atlas A, America's first intercontinental ballistic missile, required only 30 months from contract award in January 1955 to first launch in June 1957.6 At that time, the American military and defense industry set the standard in the effective management of new technology.
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To address the statement of task, the Committee on Evaluation of U.S. Air Force Preacquisition Technology Development was formed.
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Washington, D.C.: The National Academies Press. 12 Assessment Panel of the Defense Acquisition Performance Assessment Project.
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2. Propose changes to the Air Force workforce, organization, policies, processes and resources, if any, to better perform preacquisition technology development.
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and major systems acquisition. Air The air domain is perhaps most frequently associated with Air Force major systems acquisition.
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Acquisition Strategy Acquisition Strategy • Acquisition Approach • Resource Management • Acquisition Approach • • Acquisition Approach • Business Strategy Resource Management • Acquisition Approach • Resource Management & • Source & Related Documents • Program Security • Source & Related Documents • • Source & Related Documents • Resource Management Program Security Considerations • Source & Related Documents • Program Security Considerations Oversight & Review and Contracting Acronyms • Capability Needs Considerations • Capability Needs • • Capability Needs • Program Security Test & Evaluation • Capability Needs • Test & Evaluation Total Life MAIS – Major Automated Information System ADM – Acquisition Decision Memorandum • Top-Level Integrated Schedule • Test & Evaluation • Top-Level Integrated Schedule • • Top-Level Integrated Schedule Considerations Data Management • Top-Level Integrated Schedule • Data Management Review MDA – Milestone Decision Authority AoA – Analysis of Alternatives • Program Interdependency & • Data Management • Program Interdependency & • • Program Interdependency & • Test Planning Life-Cycle Sustainment Planning • Program Interdependency & • Life-Cycle Sustainment Planning TLCSM TLCSM TLCSM MDD – Materiel Development Decision APB – Acquisition Program Baseline Cycle Systems Interoperability Summary • Life-Cycle Sustainment Planning Interoperability Summary • Interoperability Summary • Data Management & Life-Cycle Signature Support Plan Interoperability Summary • Life-Cycle Signature Support Plan NSS – National Security Systems CDR – Critical Design Review • International Cooperation • Life-Cycle Signature Support • International Cooperation • • International Cooperation Technical Data Rights CBRN Survivability • International Cooperation • CBRN Survivability PDR – Preliminary Design Review CBRN – Chemical, Biological, Radiological & Nuclear Management • Risk & Risk Management Plan • Risk & Risk Management • • Risk & Risk Management • Life-Cycle Sustainment Human Systems Integration • Risk & Risk Management • Human Systems Integration P-CDRA – Post Critical Design Review Assessment DAB – Defense Acquisition Board • Technology Maturation • CBRN Survivability • Technology Maturation • • Technology Maturation & Planning ESOH • Technology Maturation • ESOH AoA Study P-PDRA – Post PDR Assessment ECP – Engineering Change Proposal • Industrial Capability & • Human Systems Integration • Industrial Capability & • Competitive Prototyping • Life-Cycle Signature Military Equipment Valuation & • Industrial Capability & • AoA Study Military Equipment Valuation & PSR – Program Support Review ESOH – Environment, Safety, and Occupational Health Manufacturing Readiness • ESOH Manufacturing Readiness • Industrial Capability & Support Plan Accountability Manufacturing Readiness Accountability Guidance Plan RAM-C – Reliability, Availability, Maintainability & Cost EVM – Earned Value Management • Business Strategy • Corrosion Prevention & Control • Business Strategy Manufacturing Capabilities • CBRN Survivability • Corrosion Prevention & Control • Business Strategy • Corrosion Prevention & Control Rationale Report FRPDR – Full Rate Production Decision Review Purpose of LRIP: RFP – Request for Proposals FDDR – Full Deployment Decision Review updated as MAIS •Complete manufacturing development updated as RFI – Request for Information IBR – Integrated Baseline Review only necessary necessary Initial AoA AoA Final RFP cannot be released AoA Final RFP cannot be released Final RFP cannot be released Final RFP cannot be released AoA •Establish initial production base TRA – Technology Readiness Assessment ITAB – Information Technology Acquisition Board RAM-C until Acq Strategy is approved until Acq Strategy is approved until TDS is approved until Acq Strategy is approved TLCSM – Total Life Cycle Systems Management LRIP – Low Rate Initial Production •Ramp to production rate Report Draft RFP Draft RFP •Produce systems for IOT&E Draft RFP Draft RFP Source Source Source Source Acq Source Source Source Source Acq Acq Acq RFP & RFP & RFP & RFP & Selection Selection Selection Selection Study Post-Production Software Support Contracts Selec on Selec on Plan Proposals Selec on Plan Plan Plan Proposals Proposals Proposals Selec on Engineering & Contracting Technology Plan Production Plan Plan Plan Contracts LRIP Manufacturing Development Contract Contract Management ECPs/Changes Contract Management ECPs/Changes Contract Management ECPs/Changes Contract Management ECPs/Changes Contract Development Contract Contract Contract Contract Contract Contract Closeout Closeout Closeout Closeout IBR IBR IBR EVM EVM EVM Sustainment Contracts IBR EVM Surveillance Surveillance Surveillance Surveillance Initial Alternative Production System Low-Rate Initial Full-Rate Initial Final Major Product Materiel Materiel Performance Product Product Prototypes Representative Production Production Prototypes Baseline Post-Deployment Solutions Solution Spec Baseline Baseline (verified) Products Review Articles Systems Systems Product Support/PBL Management Product Support Package/PBL Implementation Product Support Plan Demonstrate Product Support Capability Refine •Public-Private Partnering Operations and Sustainment •Continuous Tech Refreshment Develop Initial Product Support Strategy Set Define •Supply Chain Management •Product Support Elements •Statutory/Regulatory •Footprint Reduction •Product Support Elements Supportability Evaluate Product •Joint Operations •Supply Chain Management •Obsolescence Management •Peacetime Product Support •Revalidate BCA Initiate Product Support BCA •Support and Cost Baseline -Supply Support -Training •Source of Support •Supply Chain Management Supportability Objectives/ •Crises Logistics/ •Configuration Control •PBA Modifications •Training Support Capabilities -Maintenance -Support Data Strategy •Refine Life Cycle Sustainment •Legacy Considerations •Product Support Elements •Contract for Sustainment (Define Ground Rules & Assumptions)
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s . a i r f o rc e P r e ac q u i s i t i o n t e c h n o lo g y d ev e lo P m e n t s 18 of of acquisition programs tends to be long, often measured in decades, whereas "buy quantities" have declined dramatically over time.18 In the air domain, not all technology insertion takes place prior to the initial delivery of a system.
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According to Defense Acquisition University, O&S costs consume 41 percent of a fixed-wing aircraft's life-cycle cost (LCC) , but only 16 percent of the LCC for the average spacecraft.22 21 Additional information on TRL definitions is available through the NASA Web site at http://esto.
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The space domain's heavy reliance on Federally Funded Research and Devel opment Centers (FFRDCs) is another characteristic that sets it apart from the air domain.
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2010. Tipping Point: Maintaining the Health of the National Security Space Industrial Base.
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But cyberspace reaction cycles are often even shorter, which for some raises the question: Is the term "major system acquisition" even relevant in the cyberspace domain? 31 Program offices like Big Safari and JIEDDO highlight the need to keep pace with an agile and adaptive enemy; in such programs rapid acquisition processes are vital to the safeguarding of military forces and thus to the national interest.
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Being a flawless officer in Cyber Command should lead to early retirement."32 A third probable characteristic of cyberspace acquisition is likely to be even closer collaboration between government, industry, and academic institutions, domestic and international. The FFRDC model discussed in the preceding subsec tion, on the space domain, is already a critical part of the cyberspace domain -- that is, the MITRE Corporation's long-standing support of the Electronic Systems Center, and the Software Engineering Institute's support of the DoD.
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. A process to discover world-class cyber experts, who may be either unaware of the military cyberspace requirements or overlooked because they work for smaller, less known firms.34 It may also be useful to consider that the state of the cyberspace domain has similarities to that of the nascent air domain circa 1910, or to the fledgling space world in 1960.
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the Right People -- or the "Three Rs." The framework is a concise and simple expression of unarguable criteria for successful program execution. If all three of these compo nents are favorable, program success is possible.
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: Neither the Joint Capabilities Integration and Development System nor the Services requirement development processes are well informed about the maturity of technologies that underlie achievement of the requirement or the resources necessary to realize their development. No time-phased, fiscally and technically informed capabilities development 38 Assessment Panel of the Defense Acquisition Performance Assessment Project.
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summed it up well in its 2010 report Defense Acquisitions: Strong Leadership Is Key to Planning and Executing Stable Weapon Programs, which studied 13 successful acquisition programs and drew lessons from those successes: The stable programs we studied exhibited the key elements of a sound knowledge-based business plan at program development start. These programs pursued capabilities through evolutionary or incremental acquisition strategies, had clear and well-defined requirements, leveraged mature technologies and production techniques, and established realistic cost and schedule estimates that accounted for risk.
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The closing of the gap was a managed result. It is a rare program that can proceed with a gap between product requirements and the maturity of key technologies and still be delivered on time and within costs.41 Additional emphasis on the achievement of technological maturity was man dated in the Weapon Systems Acquisition Reform Act of 2009, which requires, among many other provisions, that Major Defense Acquisition Programs (MDAPs)
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For decades, Product Centers had DP functions ("Product Center Development Planning Or ganizations," or, as referred to in headquarters shorthand -- XRs) that worked with warfighter commands to address alternatives to meet future needs.
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The aging science and engineering workforce and declining numbers of sci ence and engineering graduates willing to enter either industry or government will further enforce the negative impact on the Department's ability to address these concerns. With the decrease in government employees, there has been a concomitant increase in contract support with resulting loss of core competencies among government personnel.47 In May 2009, 3 years after the DAPA release and after being rocked by two major failed source selections in the previous year, the Air Force released its Acquisition Improvement Plan.48 It cited five shortcomings of the acquisition process, all of 46 Assessment Panel of the Defense Acquisition Performance Assessment Project.
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14. 51 Assessment Panel of the Defense Acquisition Performance Assessment Project.
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s . a i r f o rc e P r e ac q u i s i t i o n t e c h n o lo g y d ev e lo P m e n t s 32 of the Air Force's Acquisition Policies, Processes, and Workforce," addresses the first paragraph of the statement of task.
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