1. Transition Working Group
Gerald Douglas

2. 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.

3. 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

4. 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….

5. 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

6. 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

7. 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.

8. 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