1. DOD AT&L Technology Transition Learning Center of Excellence
Diane P. Williams
Director, TT LCOE
(256)
July 2007

2. Technology Transition Learning Center of Excellence
Vision
A collaborative effort between government, industry, and academia to provide timely, mission-enhancing technology transition training, assessments, and technical products and services to assist the AT&L Workforce

3. Technology Transition Learning Center of Excellence
Mission
Support, promote, and enhance technology transition effectiveness and AT&L learning
Communicate the importance of technology transition and learning to both internal and external customers
Serve as a catalyst for technology transition learning-centered activities

4. Technology Transition (TT) Learning Center of Excellence (TTLCOE)
24/7 Learning Assets for the Classroom and the Workplace
S&T CoP – Policy, Organizations
400+ TT and Technology Insertion Knowledge Sharing Items
600+ TT Library Assets Available
500+ TT Ask a professor responses
Mgr Guide to TT in Evol Acquis Environ
Technology Readiness Assess Guide
STM201 and STM302
Army Senior Service College
TT Training integrated into DAWIA Courses (e.g., PMT352, PMT401)
Joint Ground Robotics Conference
Technology-Related Continuous Learning Modules (CLMs)
TT Refreshers at Industry & Government Conferences
TT Workshops & Seminars
J/ACTD Cohort Training
Technology Assessment & Transition Management (TATM) Process Development
GATech/Army/DAU Partnership on Technology Planning

5. Technology Transition LCOE Training
STM201 and STM302 – Certification for S&T Career Field
Technology Transition training material integrated into other DAWIA courses
SPRD&E Classes and PMT401 – Program Manager’s Course
Army Senior Service College Fellowship
JCTD and Technology Transition Workshop
- Acquisition Training for JCTD Managers
Technology Tool Demonstrations
Georgia Tech Strategic Prioritization and Planning (SP2) Tool
AMRDEC Technology Assessment and Transition Management (TATM) Tool
Army SMDC Technology Program Management Model (TPMM)
Enabling the
Acquisition Workforce
to Provide improved
Warfighting capabilities

6. Technology Transition LCOE Knowledge Sharing
Science And Technology (S&T) CoP
Brings together the entire workforce to share what they know and learn from one another regarding S&T with a focus on technology transition
400+ Technology Transition And Technology Insertion Knowledge Sharing Items On The Acquisition Knowledge Sharing System
On line statute, policy, regulation, guidance, references, templates, best practices, lesson learned, examples, etc
Technology Transition Related “Ask A Professor Questions” Answered
Assigned, researched, staffed and answer to requester
Managing, Updating And Publishing Transition Guidebooks:
- Managers Guide to Technology Transition In An Evolutionary Acquisition Environment
- (Army) Aviation Technology Assessment and Transition Management Process
Creating A Knowledge Sharing Culture

7. Technology Transition LCOE Performance Support
Office of Naval Research
Research on Navy Technology Transition Processes
Electromagnetic Rail Gun support technology transition to a program of record
JCTD Practitioner Workshop
New JCTD team support in planning and documenting key activities
US Navy - Sea Warrior Acquisition Support
Approaches to transition legacy personnel apps into next generation enterprise system
Technology Assessment & Transition Management (TATM) Process Development
- PEO Aviation, PEO Soldier, Robotic Systems JPO, OSD Robotics Enterprise
GATech / Army / DAU Partnership on Technology Transition Management
- Linking strategic and tactical technology transition planning tools
US Army REF - Contracting & Source Selection Consulting
- Consulting and training to facilitate the rapid fielding of technology for Improvised Explosive Devices (IED) suppression
Customer Focused Engagement

8. Technology Transition LCOE Continuous Learning
Technology Transition elements integrated into online courses and continuous learning modules (CLMs)
CLM 021 – Technology Readiness Assessment
CLM 034 – Science and Technology Lessons from PMT352A
CLM 036 – Fundamentals of Tech Transfer and Export Control
FAC010 – Small Business Innovation Research /Small Business Technology Transfer (SBIR/STTR)
PMT352A – Program Management Office Course
TT Refreshers at Industry & Government Conferences
NDIA, INCOSE, etc
TT Workshops & Seminar
Seminars with Industry
Workshops with Government and Industry transition teams
Career Long Learning Opportunities
Anywhere, Anytime

9. Benefit and Value to Support the TT Community
Broader communication and application of lessons learned and best practices resulting in multiple stakeholder benefits:
War fighter: Timely increase in war fighting capability through more effective technology transition
AT&L Workforce: Increased efficiency and effectiveness of technology transition through increased availability of transitions tools and best practices
DAU: Supports DAU core mission in support of AT&L and other customers.
Supports USD(AT&L) Goals #1,2, 3, 5 and 6
Technology Transition LCOE … Fostering Collaboration Across Organizational Boundaries

10. Technology Transition Learning Center of Excellence Collaboration
Promoting a Clearing House Concept
Integrating PLM Assets
Fostering Knowledge Sharing
Promoting Innovation
Leveraging Government-wide Assets
Products
From the laboratory to the War Fighter
“Bridging the Gap”

11. Backup Charts

12. DDR&E Organization Director, Defense Research & Engineering Vacant
Director, Plans & Programs
Mr. Alan R. Shaffer
Director, Rapid Reaction Technology Office
Mr. Ben Riley
Defense Technical Information Center
Mr. Paul Ryan
Defense Science & Technology Centers
DUSD, Laboratories and Basic Sciences
Dr. William Rees
Dir, Defense Advanced Research Projects Agency
Dr. Anthony Tether
DUSD, International Technology Security
Mr. Al Haggerty
DUSD, Science & Technology
Dr. Andre Van Tilborg
DUSD, Advanced Systems & Concepts
Mr. John Kubricky

13. Office of the Deputy Under Secretary of Defense DDR&E (Advanced Systems & Concepts)
Mr. John Kubricky
Assistant Deputy Under Secretary of Defense (Innovation & Technology Transition)
Principal Assistant
Dr. Chuck Perkins
Ms. Kathleen Harger
Director, Joint Capabilities Technology Demonstration
(JCTD) Office
Director, Comparative Testing Office (CTO)
Director, Program Resources & Integration (PR&I) Office
Director, Special Capabilities Office (SCO)
Deputy Director, Office of Technology Transition (OTT)
Ken Krieg, USD (AT&L) is equivalent to the National Armaments Director
Ms. Sue Payton, Acting DDR&E (Mr. John Young nominated)
Ms. Sue Payton, DUSD (AS&C), has a mandate to accelerate technology to the warfighter and manages 3 programs to do so
ACTDs: Customer is the Joint Combatant Commander, enhance integrated employment of core Military Service capabilities
OTT: Transition technology from the lab environment to the Military programs
CTO: FCT- focused on foreign companies, DACP- focused on domestic, US companies
Col Bob
Mattes (AF)
Mr. Brian
Hibblen
Mr. John Wilcox
Ms. Teresa Gayle
Ms. Cynthia
Gonsalves

14. DDR&E Organization USD (AT&L) John Young Defense S&T Centers EU & Asia
Mr. Finley
DDR&E
Vacant
Director
Plans & Programs
Mr. Al Shaffer
Deputy Dir.
DR&E
Vacant
DAU
Mr. Frank
Anderson
DTIC
Mr. Ryan
DAU
APS Director
Bill Erie
DUSD (S&T)
Dr. Van Tilborg
DUSD (AS&C)
Mr. Kubricky
DUSD Labs &
Basic Sciences
Dr. Rees
DUSD Int’l Technology
And Security
Mr. Haggerty
Director, DARPA
Dr. Tether
DAU
Director
Tech. Trans.
LCOE
Diane Williams
JCTD
(Larry Gaddell)
CTO
(Dan Cundiff)
Ms. Kathleen Harger
Ass’t USD (I&T)
Deputy:
Cynthia Gonsalves
Dir, Office of TT
Program Resources
& Integration
Tech Transfer
IR&D
N. American
Technology and
Industrial Base
Org (NAT IBO)
MAN TECH
Tech
Transition
Initiative
Defense
Production
Act, Title III
SBIR

15. Technology Transition LCOE Expertise
DAU
Frank Anderson VP
Dr. Jim McMichael
LCIC
Randy Fowler
APS
Bill Erie
eLTC
Bob Ainsley
DAWIA Courses
Curriculum Development
- George Prosnik
- John Snoderly
Research
Performance Support
- Director TT LCOE
Diane Williams
AKSS
S&T COP
CLMs
- John Hickok
- Chris St John
- Deborah Aceto-Milton
West
Midwest
South
Mid-Atlantic
CAP/NE
DSMC
Rob Tremaine, ADO
Bill Zimmerman
John Perry
George Bock
Raymond Rasmussen
None
David Swinney
Richard Sykes
Mike Chandler
Dave Treshansky
Wally Tubell
Mark Lumb
Joe Schmoll
Rick Gallman
Bill Decker
Tom McMannes
Don Riley
Mark Unger
None
Dr. Marty Falk, E&T Dept Chair
Jay Gould, STM 201
Randy Zittel, STM 302
MAJ Clayton Duncan
LTC Adam Stroup
Larry Ferreiro
LTC Brenda Haven, S&T COP
Jim Carter

16. TTLOCE Supports Multiple AT&L Goals
Goal 1 - High Performing, Agile and Ethical Workforce
Goal 2 - Strategic and Tactical Acquisition Excellence
Goal 3 - Focused Technology to Meet Warfighting Needs
Goal 4 - Cost-effective Joint Logistics Support for the
Warfighter
Goal 5 - Reliable and Cost-effective Industrial Capabilities Sufficient to Meet Strategic Objectives
Goal 6 - Improved Governance and Decision Processes
Goal 7 - Capable, Efficient, Cost Effective Installations

17. AT&L Goal 1: High Performing, Agile and Ethical Workforce
Outcomes
1.1.
1.2.
1.3.
1.4.
TTLCOE
Support
Future DoD AT&L Workforce Shaped and Recapitalized to Enable Smart Workforce Decisions
Improved Outcomes by Developing an AT&L Performance Management Construct and Shape a Performance Culture and Deploying Enabling Leadership Initiatives
A Knowledge-Enabled AT&L Workforce to Support the DoD Acquisition, Technology and Logistics Mission
Ethics Awareness Training and Performance Standards Fully Integrated within the Workforce
Goal 1, Acquisition Excellence with Integrity, is all about improving the efficiency, effectiveness, and performance of our acquisition processes.
Evolutionary acquisition will push systems to the warfighter faster by fielding increments of ever-increasing capability. Spiral development will ensure systems maintain a technology edge through user feedback combined with new/improved technology.
Our cost estimates must reflect the true total ownership costs and be accurate enough to enhance our credibility with Congress and the American people.  We must ensure we can deliver at an affordable cost.
To ensure we look at joint warfighting capabilities – not just individual programs, we must move to senior leadership capability reviews.  We must look at how a new system will contribute to the entire capability area and to the joint battle. We must think in broader terms of what it takes to field and sustain capabilities, not just individual weapon systems.
The Defense Acquisition Executive Summary, our top-level report for major programs, must be re-focused to a capability-based reporting system that will show how the joint battle will be enhanced.

18. AT&L Goal 2: Strategic and Tactical Acquisition Excellence
Outcomes
2.1.
2.2.
2.3.
2.4.
2.5.
TTLCOE
Support
TTLCOE
Support
Acquisition agenda aligned with the Department’s core values, policy objectives, joint capability needs, and available resources to attain best value solutions
Risk, outcomes, schedule, and cost balanced when planning and adjusting portfolios, programs, and procurements
Acquisition execution improved across the total life cycle through the use of sound business and technical practices
Customer demands and warfighter Joint Urgent Operational Needs (JUON) promptly and efficiently fulfilled
Capability fielded to meet warfighter needs
Goal 1, Acquisition Excellence with Integrity, is all about improving the efficiency, effectiveness, and performance of our acquisition processes.
Evolutionary acquisition will push systems to the warfighter faster by fielding increments of ever-increasing capability. Spiral development will ensure systems maintain a technology edge through user feedback combined with new/improved technology.
Our cost estimates must reflect the true total ownership costs and be accurate enough to enhance our credibility with Congress and the American people.  We must ensure we can deliver at an affordable cost.
To ensure we look at joint warfighting capabilities – not just individual programs, we must move to senior leadership capability reviews.  We must look at how a new system will contribute to the entire capability area and to the joint battle. We must think in broader terms of what it takes to field and sustain capabilities, not just individual weapon systems.
The Defense Acquisition Executive Summary, our top-level report for major programs, must be re-focused to a capability-based reporting system that will show how the joint battle will be enhanced.

19. AT&L Goal 3: Focused Technology to Meet Warfighting Needs
Outcomes
3.1.
3.2.
3.3.
3.4.
3.5.
3.6.
TTLCOE
Support
Aligned and Prioritized RDT&E Investments that Support the
Strategic Direction of the Department
Effective, Timely, and Affordable Technology Solutions
Interoperable Technology Defined and Delivered
Joint Investment in S&T
Robust, Highly Capable National Technical Capability
Revitalized DDR&E Strategic Role
Goal 1, Acquisition Excellence with Integrity, is all about improving the efficiency, effectiveness, and performance of our acquisition processes.
Evolutionary acquisition will push systems to the warfighter faster by fielding increments of ever-increasing capability. Spiral development will ensure systems maintain a technology edge through user feedback combined with new/improved technology.
Our cost estimates must reflect the true total ownership costs and be accurate enough to enhance our credibility with Congress and the American people.  We must ensure we can deliver at an affordable cost.
To ensure we look at joint warfighting capabilities – not just individual programs, we must move to senior leadership capability reviews.  We must look at how a new system will contribute to the entire capability area and to the joint battle. We must think in broader terms of what it takes to field and sustain capabilities, not just individual weapon systems.
The Defense Acquisition Executive Summary, our top-level report for major programs, must be re-focused to a capability-based reporting system that will show how the joint battle will be enhanced.

20. AT&L Goal 4: Cost-effective Joint Logistics Support for the Warfighter
Outcomes
4.1.
4.2.
4.3.
4.4.
Integrated, effective end-to end supply chain operations.
Optimized equipment/systems design and sustainment reliability
Achieve DoD/OMB/GAO supply chain management improvement
program targets
Cost-effective logistics and materiel readiness policies and programs
Goal 1, Acquisition Excellence with Integrity, is all about improving the efficiency, effectiveness, and performance of our acquisition processes.
Evolutionary acquisition will push systems to the warfighter faster by fielding increments of ever-increasing capability. Spiral development will ensure systems maintain a technology edge through user feedback combined with new/improved technology.
Our cost estimates must reflect the true total ownership costs and be accurate enough to enhance our credibility with Congress and the American people.  We must ensure we can deliver at an affordable cost.
To ensure we look at joint warfighting capabilities – not just individual programs, we must move to senior leadership capability reviews.  We must look at how a new system will contribute to the entire capability area and to the joint battle. We must think in broader terms of what it takes to field and sustain capabilities, not just individual weapon systems.
The Defense Acquisition Executive Summary, our top-level report for major programs, must be re-focused to a capability-based reporting system that will show how the joint battle will be enhanced.

21. AT&L Goal 5: Reliable & Cost-effective Industrial Capabilities Sufficient to Meet Strategic Objectives
Outcomes
5.1.
5.2.
5.3.
5.4.
TTLCOE
Support
Effects of DoD policy and program decisions on the industrial base, and
the extent to which industry decisions limit or expand DoD options,
understood.
DoD research and development, acquisition, and logistics decisions expand
and sustain the industrial base to encourage competition and innovation for
essential industrial and technological capabilities.
Statutory processes and decisions leveraged to enable a capable,
competitive, and reliable industrial base.
Contract finance and profit policies drive desired results.
Goal 1, Acquisition Excellence with Integrity, is all about improving the efficiency, effectiveness, and performance of our acquisition processes.
Evolutionary acquisition will push systems to the warfighter faster by fielding increments of ever-increasing capability. Spiral development will ensure systems maintain a technology edge through user feedback combined with new/improved technology.
Our cost estimates must reflect the true total ownership costs and be accurate enough to enhance our credibility with Congress and the American people.  We must ensure we can deliver at an affordable cost.
To ensure we look at joint warfighting capabilities – not just individual programs, we must move to senior leadership capability reviews.  We must look at how a new system will contribute to the entire capability area and to the joint battle. We must think in broader terms of what it takes to field and sustain capabilities, not just individual weapon systems.
The Defense Acquisition Executive Summary, our top-level report for major programs, must be re-focused to a capability-based reporting system that will show how the joint battle will be enhanced.

22. AT&L Goal 6: Improved Governance and Decision Processes
Outcomes
6.1.
6.2.
6.3.
6.4.
6.5
TTLCOE
Support
AT&L leads or participates on major corporate governance forums ensuring
that AT&L interests and equities are adequately represented
Strategic goals supported by leveraging “best practices” (e.g. managing the
force and fixing the GAO high risk areas)
A net-centric data environment with Enterprise Data/Facts for decision
making, through business transformation
Continuous process improvement, using techniques such as Lean
Six-Sigma
BRAC and IGPBS implemented
Goal 1, Acquisition Excellence with Integrity, is all about improving the efficiency, effectiveness, and performance of our acquisition processes.
Evolutionary acquisition will push systems to the warfighter faster by fielding increments of ever-increasing capability. Spiral development will ensure systems maintain a technology edge through user feedback combined with new/improved technology.
Our cost estimates must reflect the true total ownership costs and be accurate enough to enhance our credibility with Congress and the American people.  We must ensure we can deliver at an affordable cost.
To ensure we look at joint warfighting capabilities – not just individual programs, we must move to senior leadership capability reviews.  We must look at how a new system will contribute to the entire capability area and to the joint battle. We must think in broader terms of what it takes to field and sustain capabilities, not just individual weapon systems.
The Defense Acquisition Executive Summary, our top-level report for major programs, must be re-focused to a capability-based reporting system that will show how the joint battle will be enhanced.