Transition Working Group Gerald Douglas

Transition Working Group Team Members Gerald Douglas, Lockheed Martin (Chairman) Chris Behre, Old Dominion University Randy Brooks, General Dynamics Frank Creaser, UNISYS Tom Gandy, General Dynamics Greg Larsen, IDA Terry Mayfield, IDA Kathy McDonald, DARPA Jane Powers, Lockheed Martin Gary Wheatley, Evidence Based Research, Inc.

Tasking Review the obstacles to the rapid transition of successful experiments from any source obstacles are fundamentally systemic Recommend changes Tinkering at the margins will NOT take us where we need to go

Environment C4ISR Capabilities are based on IT technologies Speed of technology advances far exceeds the ability of the process to exploit it Infrastructures are integral to warfighting and C4ISR/IT in particular, but….

Problem(s) Process Bound in all aspects of the acquisition (rqmts, acq, funds, etc.) Process never designed for C4ISR/IT acquisitions No Central Authority for Transitions Desired operational outcome’s should drive technology insertions C4ISR trade-space must be more than technology alone

Recommendations C3I/CIO use existing authority to: Establish that all C4ISR/IT-Based acquisitions shall follow a non-traditional acquisition approach permitted by 5000 Rewrite Define model/process/controls (now until symp) Vet it at Symposium/Workshop Initiate it immediately afterward with a selected C4ISR system and Experiment

Recommendations (2 of 2) Identify a neutral organization and operations to receive, transition, and deploy through experimentation both successful and promising technologies Require full community engagement (present AND accountable) Establish operational and business led transitions Establish/Fence funds (in/out) Vet to interoperability criteria and drive “Standards” Provide Operational Value Incentives for the adopting component through re-allocation/re-direction of funds.

TRANSITION GROUP DoD CIO DOES NOT HAVE ACQUISITION AUTHORITY A NON-TRADITIONAL PROCUREMENT CAN BE ENCOURAGED BUT IMPLEMNTATION IS NOT THE CIO’S RESPONSIBILITY TESTING IS THE LONG POLE IN THE TENT CIO COULD ENGAGE (WITH DOT&E) IN SOME REVISIONS OF TEST REQUIREMENTS THE ACTD PROCESS APPEARS TO BE FERTILE GROUND FOR STEAMLINING THE PROCUREMENT OF “GOLD NUGGETS.” LIFE CYCLE SUPPORTMUST BE DEALT WITH. NEED TO FIND A WAY TO MOVE GOLD NUGGETS INTO ACQUISITION WITHOUT BEING TIED TO THE POM CYCLE REV 1 2-29-00