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Ac quisition of Infor mation T e c hnology T r e nds Within T - - PowerPoint PPT Presentation
Ac quisition of Infor mation T e c hnology T r e nds Within T - - PowerPoint PPT Presentation
Ac quisition of Infor mation T e c hnology T r e nds Within T he De par tme nt of De fe nse September 10, 2009 Don Johnson Advisor to the Defense Science Board Task Force Investigating DoD Policies and Procedures in the Acquisition of
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ASD NII/ Do D CIO Or ganizatio n
Deputy Assistant Secretaries of Defense (DASD) for: Information Management, Integration and Technology Command, Control, Communications, Space and Spectrum C3ISR & IT Acquisition
Assistant Secretary of Defense (NII) / DoD Chief Information Officer
Defense Information Systems Agency
Secretary of Defense
Deputy Secretary of Defense
Deputy for National Leadership Command Capabilities Information and Identity Assurance Resources
Five DASD’s, One Agency - Driving Net Centric Information Sharing
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ASD(NI)/ DoD CIO Running the Enterprise
Title 10 Assistant Secretary of Defense
Principal Staff Assistant
Titles 10, 40 & 44 Chief Information Officer Expertise Executive
Command and Control Comm & Information Networks Information Assurance RF Spectrum Management Position, Navigation, Timing Non-Intelligence Space Net-Centric Operations Enterprise-level strategist from the information & IT perspective Enterprise-wide information policy Information Technology architect for the DoD Enterprise DoD-wide information sharing executive
Advise the Secretary Ensure the capability is delivered
Authorities
- NII Charter (DoDD 5144.1 May 2, 2005)
- Section 113, Title 40, U.S.C., (formerly Clinger-Cohen Act of 1996 as amended)
- Responsibilities and Control Matrix
Enable Net-Centric Operations
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- National Academies sponsored “Is America Falling Off the
Flat Earth,” Norm Augustine, 2007
– Nearly 60% of the patents filed with the US Patent and Trademark Office in the field of IT now originate in Asia – In Business Week’s ranking of the world’s IT companies, only 1 of the top 10 is based in the US – China has supplanted the US as the world’s number 1 high- technology exporter (in 10 year period US went from $40B in exports to $50B of imports of high tech manufacturing)
- IT is the essential fuel that will propel the knowledge-based
society of the 21st century
– In the 18th and 19th century we faced a threat where ships crossed the ocean in days…..In World War II, aircraft could cross the ocean in hours…In the Cold War, missiles could do it in minutes….And now today, cyberattacks can strike in milliseconds.
Challe nge s in the Ne w Str ate gic E r a
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– If attacked in milliseconds, we can’t take days to
- rganize and coordinate our defenses
– If our networks to be – were to be disrupted or damaged, we’d need to respond rapidly, at network speed, before the networks could become compromised and ongoing operations or the lives of
- ur military are threatened
– In addition to speed, IT resides in a domain where change occurs in small timeframes, both for technology and for the ability of adversaries to procure, adapt, and employ the technologies Challe nge s in the Ne w Str ate gic E r a
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- Lack of information and services that are visible, accessible and understandable
- Information “silos”-- capability needed to move information from one stove-pipe to another
- Hard-wire interfaces aimed at predetermined needs unresponsive to dynamic environment
- Continue to not leverage the latest information technology solutions available commercially
Today's leaders & soldiers are digital natives and use IT technologies to their advantage for situational awareness and collaborative, agile decision making
Current Generation of C4I War Fighters
“digital natives” trapped in industrial-era institution
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2009 FOREIGN AFFAIRS Today’s acquisition process is resulting in platforms growing even more “baroque”
The efficacy of the current acquisition process is in question, given the apparent need to bypass existing institutions and procedures
To protect U.S. troops on the battlefield to counter improvised
explosive devices, build Mine Resistant Ambush Protected (MRAP) vehicles, and quickly expand U.S. ISR capabilities
Vie w of DoD’s Ac quisition Pr
- c e ss
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Call F
- r
Change
- DoD Leadership Responsible for IT
– Hon John Grimes (Former ASD(NII)/DoD(CIO) “Hardware development processes ill-suited to IT acquisition” – LTG Charles Croom (Former DISA Commander) “I would change the acquisition process in how the DoD buys IT in a New York minute….” – LTG Jeff Sorenson (Army CIO/G-6) “How we can make it better…. Policy – Acquiring IT not like tanks”
- Defense Acquisition Performance Assessment (3/2006)
– The current system is focused on programs, not on improving and standardizing the processes of acquisition; it inhibits rather than promotes steady improvement in achieving program success
- GAO Assessment on “Information Technology: DOD’s Acquisition Policies
and Guidance Need To Incorporate Additional Best Practices And Controls” (July/2004)
– “As you know, the way in which DOD has historically acquired information technology (IT) systems has been cited as a root cause of these systems failing to deliver promised capabilities and benefits on time and within budget…”
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Outline
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Congr e ssional Dir e c tion 2008 National Defense Authorization Act mandating a Defense Science Board (DSB) to Study:
- DOD policies and procedures for acquiring information technology, to
include national security systems, major automated information systems and business information systems, and other information technology
- Roles and responsibilities in implementing policies and procedures
- Application of such policies and procedures to information technologies
that are an integral part of critical weapons or weapon systems
- Suitability of DOD acquisition regulations, including DODD 5000.1, DODI
500.2, and accompanying milestones, to the acquisition of IT systems
- Adequacy and transparency of metrics used by DOD for acquiring IT
systems
- Adequacy of operational and development test resources (including
infrastructure and personnel)
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* DSB Members
Mar c h 2009 DSB on IT Polic ie s & Pr
- c e dur
e s in Ac quisition of IT
Vince Vitto,* Private Consultant Ron Kerber,* Private Consultant Pricilla Guthrie, IDA Paul Hoeper, Private Consultant Paul Kaminski,* Technovation Tony Lengerich, Oracle Noel Longuemare, Private Consultant Mark Maybury, MITRE Richard Roca, JHU APL John Stenbit, Private Consultant Alan Wade, Private Consultant
Panel Co-Chairs Panel Members Executive Secretary
Skip Hawthorne, OUSD(AT&L)
Government Advisor Military Assistants
Don Johnson, OASD(NII) Karen Walters, OUSD(AT&L)
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Bottom L ine
- Information Technology (IT) is a critical enabler and force
multiplier; offers unprecedented interoperability across spectrum of operations
– Equally critical to embedded and stand alone systems (infrastructure, business, C2, weapon systems) – Can offer a significant comparative advantage with its inherent flexibility and agility to respond to changing environments
- Growing concerns with IT has become a national issue via
cyber threats and pipeline of available/skilled workforce
- Deliberate and cumbersome process through which IT is
acquired by DoD today cannot keep pace with:
– Speed at which new capabilities are being introduced in today’s information age – Speed with which potential adversaries can produce, adapt, and employ those same capabilities against our national interests
- DoD is not effectively organized at highest levels to address
concerns
Need to Fix/Improve IT Acquisition System
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Ac quisition Comple xity
- Information technology systems are pervasive through
DOD, ranging from administrative systems to weapons —their importance is growing
- Software is a consistent and persistent thread through
all DoD system acquisition programs …
– Whereas in 1970, IT accounted for approx 20% of weapon system functionality, by 2000 it accounted for as much as 80% – Today it is reported IT can deliver 90% or more of functionality
- Rapidly growing software code base, e.g.,
– Navy DDG 1000 1.8M LOC, 36% > Aegis 7.1R baseline – FA18 is 10M LOC going to 20M in JSF – COTS OS growing to 100M LOC
- Embedded weapon systems (such as, handheld grenade launcher with
smart projectiles guided by 2,000 lines of code)
- Increased interconnectivity (e.g., GIG, coalitions)
10 20 30 40 50 60 Lines of Code (M)
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Available Skille d Wor kfor c e
- Declining U.S. software pipe line
- Increased gap in supply/demand
- Globalization and off shoring* worsen situation
- Low skill/experience results in expensive rework
(GAO Report - 40% rework)
http://www.cra.org/wp/index.php?p=139 http://www.cra.org/govaffairs/blog/projected_job_openings.pdf
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Commercial Infrastructure and Standards
Middleware glued to mission applications CBM Tool Service-oriented architecture (SOA) Shared applications and services Stove piped systems
Ac quisition Par adigms & E xisting Busine ss Mode ls Ill-Suite d
Today 1970 / 1980 1990 / 2000
Stove Pipes Ope Middleware Open Services
Middleware Operating System Network/Servers SOA Infrastructure Infrastructure
Future
U.S. National Se c ur ity Appar atus R e quir e s Signific ant R e for ms to Me e t the Challe nge s of a Ne w Str ate gic E r a (Cont)
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T
- day’s Ac quisition Cyc le T
ime
Initial Operational Capability Planning Phase 91 14
Analysis of Alternatives Economic Analysis
Milestone B MS C 40 48 5
Test
29 43 Build Phase
Development
*Metrics calculated by OASD(NII) on 32 Major
Automated Information Systems (MAIS)
Long Cycle-Time Driven by Processes Developed to Counter a Cold War Adversary In Industrial Age Society
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As Is: Ac quisition Pr
- c e ss
IOC B A
Technology Developm ent Engineering and Manufacturing Developm ent Production & Deploym ent
System s Acquisition
Operations & Support
C
Sustainm ent
- The Materiel Development Decision precedes entry into any
phase of the acquisition management system
- Entrance criteria met before entering phase
- Evolutionary Acquisition or Single Step to
Full Capability FRP Decision Review
FOC
LRIP/IOT&E
Post- CDR A
Pre-System s Acquisition
(Program Initiation) Materiel Solution Analysis
Materiel Development Decision
User Needs Technology Opportunities & Resources
= Decision Point = Milestone Review = Decision Point if PDR is not conducted before Milestone B
Post- PDR A
“Big Bang” Approach Equally Applied to IT and Major Hardware Acquisitions
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Ne w IT Ac quisition Pr
- c e ss
Continuous Technology/Requirements Development & Maturation
Integrated DT / OT
Milestone Build Decision Prototypes Iteration1 Iteration 2 Iteration “N” Materiel Design Decision Architectural Development and Risk Reduction Business Case Analysis and Development Development & Demonstration Fielding
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RELEASE 1
Prototypes
Iteration 1 Iteration 2 Iteration 3 Development & Demonstration
Fielding
RELEASE 2 Decision Point
6 to 18 months Up to 2 years Coordinated DOD stakeholder involvement
ICD CDD CDD Capabilities Development Document ICD Initial Capability Document
Requirement Documents established by streamlined Joint Staff validation process Acquisition baseline for “N” releases established at milestone build decision All releases fully funded at milestone build decision Release “N+1” restarts entire process
Prototypes
Iteration 1 Iteration 2 Iteration 3 Development & Demonstration
Fielding
RELEASE “N”
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Impe r ative s of a Ne w IT Ac quisition Mode l
Effective & Value-add Governance
Community of Interest (COI) Concept
Upfront System Architecture and System Engineering
Technical Peer Relationship With Contractor
Iterative Requirements Prioritization
Small, Time-Definite Increments
Modern IT Practices
Agile, Scrum, Test Driven Development, Model Driven Development,
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2010 NDAA Polic y
Se c tion 804 De monstr ation Author ity F
- r
Alte r native Ac quisition Pr
- c e ss F
- r
De fe nse Infor mation T e c hnology
Authority
– May designate up to 10 IT programs annually to be included in a demonstration of an alternate acquisition process for rapidly acquiring IT capabilities
Procedures
– SECDEF should establish procedures for the exercise of authority including processes for measuring effectiveness of an alternative acquisition processes – SECDEF should notify Congressional Defense Committees of those procedures before any exercise of that authority
- Annual Reports
– By March 1st of each year beginning in March 1, 2010 and ending
- n March 1, 2016, the SECDEF shall submit to the Congressional
defense committees a report on
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Imple me ntation Str ate gy
- Overview
– Policy, Procedure, Guidance Development – Governance Structure
- Selecting & Executing Pilot Projects
– Characteristics of Pilots – Changes to Acquisition Strategy and Source Selection Process
- Select & Define IT Platforms
- Define Initial Test & Integration
Capability
- Change
Management, Communications, and Awareness
- Reporting and Metrics
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De taile d Guidanc e
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IT Services Custom Development Legacy IT SOA Applications COTS Integration
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