Evaluation of U.S. Air Force Preacquisition Technology Development (2011) / Chapter Skim
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3 Government and Industry Best Practices
3 Government and Industry Best Practices
Pages 62-88
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The Department of Defense (DoD) acquisition process is an intricate web of policies, organizations, processes, people, and priorities.
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In short, the DoD itself now recommends adapting the acquisition process, and success stories have arisen directly from this customized approach. Joint Improvised Explosive Device Defeat Organization Improvised explosive devices (IEDs)
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Capability Approval and Acqui sition Management Process. Joint Improvised Explosive Device Defeat Organization Instruction 5000.01.
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Capability Approval and Acquisition Management Process. Joint Improvised Explosive Device Defeat Organization Instruction 5000.01.
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2010. "Remarks to the National Re search Council Air Force Preacquisition Technology Development Study Panel." Presentation to the committee, June 7, 2010.
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FINDING 3-1 Tailored processes can enable rapid technology insertion. Future Naval Capabilities Process The United States Navy (USN)
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These four-star-level leaders ensure that the most important DoD and naval strategies are reflected in naval S&T priorities.19 This group is supported by the Technology Oversight Group, composed of several two-star Navy and Marine Corps leaders. The group is charged with over sight, integration, and investment decisions across FNC programs, as well as with approving individual FNC programs if they are found to close critical S&T gaps, rather than simply adding a new product into the mix.20 In addition, a Require 15 Congressional Record, Senate.
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21 Available at http://www.onr.navy.mil/en/Science-Technology/Directorates/Transition/Future Naval-Capabilities-FNC.aspx. Accessed August 9, 2010.
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N093* TOG Working Group N8F –Executive Secretary to the TOG FNC IPT Co-Chairs FORCEnet Enterprise & Force Health Sea Shield Sea Basing Sea Strike Naval Capable Platform Enablers OPNAV N6F OPNAV N86 OPNAV N87 OPNAV N85B Protection Expeditionary Manpower Dir HQMC C4 OPNAV N8F MCCDC HQMC Aviation Deputy CG MCCDC OPNAV N931 Maneuver Warfare ONR 31 HQMC I&L ONR 32 ONR 35 ONR 33 N15 Medical Officer to the Marine ONR 03T OPNAV N85B USMC Training and Corps, TMO, USMC HQMC PP&O Education ONR 34 ONR 30 ONR 34 IPT IPT IPT IPT IPT IPT IPT IPT FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC FNC *
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-- a program that centers on reducing cost through improved strategies for production.26,27 Although the three categories of ATO have differing scopes based on program goals and potential barriers to success, all three share a rigidly enforced structure. ATOs must have prescribed milestones and schedules, metrics that are agreed on by all participating parties, and established expectations for technology maturity by the program's conclusion.28 Figure 3-3 illustrates that ATOs typically require a TRL of 6 or higher; this decreases risk during technology transition.29 Funding is only provided to those ATOs for which the expected results are gen erally concluded to be reachable within the program's time frame.30 Because more than 60 percent of the Army's advanced technology development efforts involve industry from their inception, established expectations provide valuable guidance and infrastructure for all involved parties.31 In addition, Figure 3-4 depicts Army leadership's involvement with the S&T process to help establish priorities, to al locate funding based on those priorities, and thus to achieve program success.
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Finally, their recommendations are presented to a group of three-star and four-star General Officers called the Army Science and Technology Advisory Group, which ultimately signs off on or terminates the ATOs.32 With this alignment between senior Army leadership, S&T leadership, and the front-line staff responsible for 32 Mary Miller, Director for Technology, Office of Deputy Assistant Secretary for Research and Technology/Chief Scientist, Department of the Army. R01861 AF PTD -- CS4 final.indd 72 2/18/11 2:26 PM
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S&T development and transition, the ATO process has been successful, even when measured against the demands of a rapidly evolving battlespace. FINDING 3-2 Successful technology transition is achieved by the participation of active senior service leadership, consistent priorities, and strong ties between com mands responsible for science and technology, systems development and ac quisition, and warfighting operations.
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Instead, these capabilities were incrementally retrofitted once proven mature. To date, a total of more than 1,300 Dragon Eye aircraft, designated RQ 14A, have been deployed, confirming the merits of this technology development and acquisition approach.35 In the case of Dragon Eye, the customer ensured that system performance requirements were fully defined and understood by all parties at the outset, and 33 Francis Klemm, Superintendent, Tactical Electronic Warfare Division, Naval Research Laboratory.
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Dragon Eye succeeded because a small, self-contained team of experts matched available mature technology with an urgent operational need to deliver an entire system quickly. FINDING 3-3 A full understanding of the capabilities and limitations of the technology prior to committing to an acquisition program reduces the inclination to adopt unrealistic requirements.
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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 76 of EXAMPLES OF JOINT GOVERNMENT AND INDUSTRY COOPERATION The Rapid Reaction Technology Office and the VADER System Combining the best practices and core capabilities of multiple organizations can contribute to a faster and more effective process.
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According to the company: The VADER program is sponsored by the Joint Improvised Explosive Device Defeat Office ( JIEDDO) and has been managed by both DARPA [Defense Advanced Research Projects Agency]
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Defense Biometrics Development of a defense-wide biometric capability that supports identity management, Division tactical biometrics and forensic applications, and force protection. Emerging Supports the Joint Capabilities Integration Development System and acquisition processes.
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The consortium provides a unique opportunity for nongovernmental organizations to participate in DoD research planning, producing a plan based on industry expert knowledge of evolving technology. It also allows the services to leverage companies' independent research and development funding through insights gained as a result of this mutual planning process, and it benefits the services by lowering barriers for small innovative companies to enter into the government acquisition process.
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is managed by the Joint Services Small Arms Program Office at the Army's Armament Research, De velopment, and Engineering Center (ARDEC) at Picatinny Arsenal in New Jersey.
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FINDING 3-4 Collaborative practices between government agencies and industry can lead to successful technology insertion. Sierra Nevada Corporation and the Commercial Space Sector Industry succeeds best when it leverages the best skills and expertise avail able from all sources to feed technology development.
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2010. "Sierra Nevada Corporation Selected Under NASA's Human Space Transportation Program: SNC Dream Chaser™ Space Program to Provide Commercial Crew Capability." Sierra Nevada Corporation Press Release.
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This collaborative approach represents a best practice for transitioning technology into operational application within tight constraints in terms of cost, schedule, and technical performance. EXAMPLES OF INDUSTRY BEST PRACTICES High Technological/Manufacturing/Integration Readiness Levels Pay Off: Ford, Jaguar, and Adaptive Cruise Control The commercial automotive industry is akin to the defense industry in the sense that the former also must embrace the principles of speed to market and lean, affordable product development.
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adopted an exchange program with commercial industry pio neer 3M to identify and harness best practices for technology development and innovation.57 A case study by the William F Achtmeyer Center for Global Leadership at the Tuck School of Business at Dartmouth describes the 3M culture of "intrapreneur ship." The study notes that nearly 35 percent of 3M's total sales for the year 2000 came from products introduced within the previous 4 years, showing the organi 55 Michael Sullivan, Director, Acquisition and Sourcing Management Team, U.S.
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These best practices were used to bolster TARDEC's internal processes, and two pilot projects were selected for evaluation in 2010, with full implementation planned for 2011.62 The importance of evaluating the TRL, MRL, and Integration Readiness Level together as a measure of overall technology maturity was highlighted previously in this report. Indeed, recent changes in DoD Instruction 5000.02 substantially in crease the emphasis on technology development and maturation.
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FINDING 3-6 Independent, rigorous, analytically based characterization of Technology, Man ufacturing, and Integration Readiness Levels will lead to higher confidence and a greater likelihood of successful outcomes. Technology Networks at Raytheon Raytheon Company employs a system of technology networks to facilitate communication and collaboration across various locations, businesses, and en gineering functional organizations.
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Each TIG hosts informative seminars to cover a spectrum of special-interest topics from new technologies and processes to new tools and supplier products, either available internally or elsewhere in industry. Raytheon's robust technology networking infrastructure provides a conduit for temporary alignment among people with diverse interests, roles, and respon sibilities.
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In addition, the principles represented by the "Three Rs" -- Requirements, Resources, and the Right People -- are applicable to each best practice. Regardless of whether the procurement is evolutionary or revolutionary and regardless of whether it originates within the commercial or the DoD realm, all "Three Rs" continue to emerge as being critical to preacquisition technology development and maturity as well as to ultimate program success.
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