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US Navy. (2005, September 9a). Common enterprise display system (CEDS) contract data requirements list (CDRL), N00024-05-NR-46527. US Navy. (2005, September 9b). Common enterprise display system (CEDS) draft solicitation, N00024-05-NR-46527. US Navy. (2005, August 30). Common enterprise display system (CEDS) industry day briefing, N00024-05-NR-46527. US Navy. (2005, September 9c). Common enterprise display system (CEDS) Draft statement of work (SOW), N00024-05-NR-46527. US Navy. (2005, September 27). Enterprise open architecture baseline assessment of contracts, (PEO/IWS). US Navy. (2003). Littoral combat ship (LCS) flight 0 preliminary design solicitation, N00024- 03-R-2309. US Navy. (2005, June). Littoral combat ship (LCS) mission package integrator solicitation, N00024-05-R-6311. US Navy. (2005, September 29a). Mobile user objective system (MUOS) program briefing, presented at Naval Enterprise Open Architecture Contracts Symposium. US Navy. (2005, September 29b). Multi-mission maritime aircraft (MMA) program briefing, presented at Naval Enterprise Open Architecture Contracts Symposium. Under Secretary of Defense (AT&L). (2004, April 5). USD (AT&L) Memo. Amplifying DoDD 5000.1, Guidance regarding modular open systems approach (MOSA) implementation. Washington, DC: Author. = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 173 - = =
Developing Performance Based Requirements for Open Architecture Design Presenter: Brad Naegle, Lieutenant Colonel, US Army (Ret), is a Lecturer and Academic Associate at the Naval Postgraduate School, Monterey, California. While on active duty, LTC (ret.) Naegle was assigned as the Product Manager for the US Army 2½- Ton Extended Service Program (ESP) and the USMC Medium Tactical Vehicle Replacement (MTVR) from 1994 to 1996, and the Deputy Project Manager for Light Tactical Vehicles from 1996 to 1997. He was the 7 th Infantry Division (Light) Division Materiel Officer from 1990 to 1993 and the 34 th Support Group Director of Security, Plans and Operations from 1987 to 1988. Prior to that, Naegle held positions in Test and Evaluations and Logistics fields. He earned a Master’s Degree in Systems Acquisition Management (with Distinction) from the Naval Postgraduate School and a Bachelor of Science degree from Weber State University in Economics. He is a graduate of the Command and General Staff College, Combined Arms and Services Staff School, and Ordnance Corps Advanced and Basic Courses. Brad Naegle Lecturer, Naval Postgraduate School Ph: 831-656-3620 E-mail: bnaegle@nps.edu Abstract To implement the capabilities conceptualized in Joint Vision 2020, complex, secure networks of weapon systems, intelligence platforms, and command and control mechanisms must be seamlessly integrated and maintained over time. Accurate and timely information will enable Joint Vision 2020 key tenets: Dominant Maneuver, Precision Engagement, Focused Logistics, and Full Dimensional Protection. These networks are central warfighting platforms in the information age. As these capabilities are developed over time in an evolutionary manner, interoperability on the Net-Centric Warfare (NCW) networks is essential, and both hardware and software systems must be designed in an Open-systems Architecture (OA) fashion to accommodate the vast number of changes anticipated. Professional Program Management will be needed to successfully develop these key warfighting platforms. Materiel Developers will need to recognize the relatively immature nature of the software engineering domains and actively compensate for this immaturity. System software performance capabilities must be much more detailed than typical hardware-centric systems, as the current state of software engineering disciplines is unlikely to satisfy implied, yet critical performance requirements. Essential OA performance characteristics including Maintainability, Upgradability, Interfaces/Interoperability, Reliability, Safety and Security (MUIRSS) must be fully analyzed and clearly communicated to the software developer to ensure the DoD obtains the flexibility and longevity desired from NCW systems. Keywords: Net-Centric Warfare, Interoperability, Open Systems Architecture, Software Requirements, System of Systems, Family of Systems = ==================^Åèìáëáíáçå=oÉëÉ~êÅÜW=òb^qfkd=pvkbodv=clo=fkclojba=è^kdb====- 174 - = =
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Author(s) Title Publisher Issue Dat
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The research presented at the sympo
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Preface and Acknowledgements Those
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The NPS A Team Rear Admiral James B
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4 th Annual Acquisition Research Sy
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PANEL -- IMPLEMENTING AN OPEN SYSTE
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Plenary Panel - Acquisition Reform
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In May 1996, Rear Adm. Hamilton bec
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Panel - Enhancing Collaborative Cap
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Collaborative IT Tools Leveraging C
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Group’s Perceived Usefulness Grou
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diagnose collaborative capacity enc
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Organization A Problem Interagency
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Incentives - Collaboration as a pre
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Two other frequently cited barriers
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Panel - Analytic Approaches to Shap
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Discussant: Michael McGrath - Deput
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Panel - Strategic Sourcing Wednesda
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Abstract In this paper, we examine
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support from the taxpayer. A key co
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etc. (Figure 1) (Kraljik, 1983). Vi
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that companies adopted a strategic
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Benchmarking Industry According to
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80% 70% 60% 50% 40% 30% 20% 10% 0%
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initiatives. In efforts to reduce s
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eduction goals. Also, in the same m
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Conclusion The DoD is struggling to
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Gabbard, E. G. (2004, April). Strat
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Staff. (2005, December 8). Hacket r
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Panel - Implementing RFID in the De
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What Is the Right RFID for Your Pro
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Introduction The evolution and appl
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Literature Review RFID technology w
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The reader is a device used to coll
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Active tags sometimes have sensors
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An RFID network with open architect
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Passive tag application: Railcar ta
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This system has lowered the risk of
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Because of the temperature-induced
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Thereafter, through a process of tr
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to be read at a few inches by an op
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RFID technology has even enhanced s
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The Costs of RFID operation An RFID
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• Abandonment: The ability to aba
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Fleisch, E., & Tellkamp, C. (2005).
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Williams, D. (2005, August 4). Pres
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logistics systems from the military
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Panel - Transforming the DoD Acquis
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upon the best knowledge and practic
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cost, this form appears to be the m
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access to, and conducted his analys
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organizational problems surface thr
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Change in analytic framework. Burea
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As we look at the effort to change
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interpretation or narrative. What
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common construction. Rather, sense-
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There will be a temptation for acto
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modeling suite. The key comparison
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This model provides us also with th
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here, particularly if the organizat
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organization identified through pri
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Levitt, R.E., Thomsen, J., Christia
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BACKGROUND To an extent, we are add
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Concept Refinement Concept Decision
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some subset of commercial “best p
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transforms the value of a public-se
Page 135 and 136: We also assume that since the gover
Page 137 and 138: Of course, we know in reality that
Page 139 and 140: CONCLUSIONS The acquisition of publ
Page 141 and 142: Panel - Issues in Acquisition and P
Page 143 and 144: To What Extent are DoD Activities C
Page 145 and 146: NAVSUP Data Call (2003 and 2004) FI
Page 147 and 148: exemption from a particular regulat
Page 149 and 150: time in the procurement schedule, a
Page 151 and 152: should be fully supported by applic
Page 153 and 154: example, federal government, state
Page 155 and 156: ADR Techniques Traditional litigati
Page 157 and 158: out the top three with 25.7% of res
Page 159 and 160: It is a consensus building, public
Page 161 and 162: Investigative Question 1—Conclusi
Page 163 and 164: Question 3b: Did the ADR process us
Page 165 and 166: suited than another to resolution.
Page 167 and 168: Investigative Question 7: Barriers
Page 169 and 170: customer, and each of these service
Page 171 and 172: Panel -- Implementing an Open Syste
Page 173 and 174: Open Systems and Modular Open Syste
Page 175 and 176: procurement planning phase include
Page 177 and 178: procurement documents and specific
Page 179 and 180: system technical architecture requi
Page 181 and 182: These evaluation factors are tradit
Page 183 and 184: In the Cost Reimbursement contract
Page 185: technical, schedule, and past perfo
Page 189 and 190: The DoD Performance Specification d
Page 191 and 192: due to many of the reasons presente
Page 193 and 194: even if there were ten other upgrad
Page 195 and 196: software developers can employ when
Page 197 and 198: Conducting this analysis will be as
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Page 201 and 202: Reform of Budgeting for Acquisition
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Page 205 and 206: In fact, the disagreement between t
Page 207 and 208: Functional Area Analysis D O T M L
Page 209 and 210: Though many in Washington blame the
Page 211 and 212: In response to an open-ended questi
Page 213 and 214: CAPITAL BUDGETING IN THE DoD AND TH
Page 215 and 216: investment. Full funding also helps
Page 217 and 218: c. Functional Requirements If it is
Page 219 and 220: 4. Budgeting Phase of Capital Progr
Page 221 and 222: private firm, one can combine the t
Page 223 and 224: 4. Acceptance of a project using th
Page 225 and 226: Another disadvantage of the payback
Page 227 and 228: Another guideline is that firms mus
Page 229 and 230: This concept has remained consisten
Page 231 and 232: purchases. Also, the Office of Mana
Page 233 and 234: CONCLUSIONS The current practices o
Page 235 and 236: REFERENCES Bierman Jr., H., & Smidt
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Ratnam, G. (2005, December 12). Big
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Brian C. Payne, Captain Instructor
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A Transactions Cost Economics (TCE)
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SECTION 1: INTRODUCTION This report
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SECTION 2: REVIEW OF TRANSACTION CO
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cooperative agreements, but since t
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characteristic that defines many ou
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The added risk faced by military co
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J) Some Empirical Evidence On the w
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unproductive bargaining and influen
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also include the costs of internal
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N) Results from a Bargaining-game M
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efforts to screen for reliability a
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Program Managers lead Program (Proj
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Table 2. Research, Development, Tes
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To minimize transaction costs for t
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A recent initiative to accommodate
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Technical complexity within a syste
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As briefly introduced above in Sect
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Table 5. Typical Contract Type by P
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multiyear procurements and other ty
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Alpha Contracting reduces procureme
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SECTION 4: SYNTHESIS AND CONCLUSION
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Finally, DoD contracting practice w
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Productive Effort Parameters Unprod
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f. Operational Significance. (added
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enchmarks, and the like. Elements T
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Cooter, R., Marks, S., & Mnookin, R
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Nissen, M. E. (1997). JSOW alpha co
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Development of Measures of Success
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of acquisition practitioners to all
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Attributes of Good Metrics. Certain
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Center ACEs were from separate loca
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unique. Every interview transcript
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appropriate. However, when asked if
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they are receiving in their attempt
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forcing each activity and report to
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Force Space Command System Program
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corporate Air Force acquisition ini
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Hayes, B. Measuring Customer Satisf
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Pope, K. Measuring the Effect of th
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Using KVA and Real Options Analysis
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Estimating Return on Investment and
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This research project gathered info
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“I have determined that the curre
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On Budget Allocation to Increase Op
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Panel - Perspectives in Program Man
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Best Practices: Better Support of W
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When Should You Terminate Your Own
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- Management activities, expenditur
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RF COMMUNICATIONS DIVISION ROCHESTE
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REQUIREMENT HF MANPACK TACSAT VHF/F
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Figure 4. System Components INTEGRA
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My best technical experts would spe
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“JULIE-GATE” The program was st
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All agreed it was finally over, and
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A short time later, the world waite
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some of NASA’s Mars probes) or if
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managing systems with tipping point
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The second example of tipping point
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Although the plant did not begin co
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snt - add-new-tasks strength {work
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einforcing loop. We show how, throu
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there is no more project backlog. F
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Frac requiring rework (Frw ) 1.0 0.
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Total Backlog as a Fraction of Inti
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provide opportunities for improveme
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divided into avoiding tipping point
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The horizontal axis of Figure 14 re
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Total Backlog Total Backlog/Initial
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deadline and ensuring that it is re
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unrealistic due to drastic changes
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Kharbanda, O., & Pinto, J. (1996).
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Panel - Service Contracting Thursda
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Managing the Services Supply Chain
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include professional, administrativ
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Service Characteristics and their I
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given stage is made dependent on th
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contracted effort. The procurement
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Construction, Repair and Maintenanc
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The second phase of the procurement
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human capital. This is partially du
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for the contracting of services wil
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Yet a RAND study of the Army showed
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services, the Army appears to have
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(janitorial) services, food service
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Each requirement organization provi
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Brown, S. W., Gummesson, E. Edvards
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Gronroos, C. (1982). Strategic mana
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What Works Best when Contracting fo
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Panel - Earned Value Management Thu
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Measuring Uncertainty in Earned Val
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level of rate-of-change and the abs
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But, if the widget is only half com
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so more rapidly in environments cha
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Impending Task Delays (ITD) can be
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with: v: In the Fisher model, it re
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In discrete time form, the estimati
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Thus, various types of delay such a
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Entropy The uncertainty (non-specif
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Panel - Contractors in Support of M
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Contractors Supporting Military Ope
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drivers and other historical refere
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Another factor driving toward incre
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number of highly experienced Blackw
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Unity of command is one of the prin
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was reimbursed for expenses actuall
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principles, such as unity of comman
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aircraft involved in re-supply miss
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President Cheney) has apparently ma
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modest proposals for incremental ch
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In July 1937, the “China Incident
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President Roosevelt’s assistant,
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Pilots of the Flying Tigers receive
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was larger than the marine aid stat
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Merchant vessels kept Britain in th
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The final vignette involves Charles
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contract (Wake Island pre-war). In
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purposes continues to be the “leg
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Going to War with Defense Contracto
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Abstract This paper reports on an e
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Table 1: Factor loadings and alpha
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depict causal relationships tested
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work-related experience than younge
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Discussion and conclusion On averag
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2003 - 2006 Sponsored Acquisition R
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NPS-PM-04-017 Matthews, David. The
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Technical Reports NPS-GSBPP-03-003
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