Space Acquisition - Air Force Space Command

eing developed in a manner that will satisfy the need in an affordable
increment of capability.
The final requirements document is the capability production
document (CPD). As the name implies, the CPD is the final set of
operational requirements that will influence system requirements
to begin production of the chosen weapon system.
Although the process is well documented, not every projected
space gap and shortfall results in requirements with the same
level of maturity in the same timeline. The processes and their
execution are not perfect, and they need continuous evaluation
and modification. However, recent changes at the Office of the
Secretary of Defense (OSD) and Air Force-level have resulted
in improvements. The 2007 National Defense Authorization Act
mandated the Requirements Management Certification Training
for all personnel involved in the requirements generation process,
either through writing, reviewing, or approving requirements
documents. Those individuals are required to complete two requirements
courses developed by Defense Acquisition University
within six months of filling the position. AFSPC has been pursuing
this aggressively. Then on 4 May 2009, the Secretary of the
Air Force and CSAF signed the Acquisition Improvement Plan
(AIP). The AIP lists five initiatives for improving how the Air
Force obtains new capabilities—one of them covers requirements
generation (Initiative 2). One major change directs the AFSPC/
CC to certify CDDs in conjunction with the AFROC. Certification
means the required capabilities can be translated in a clear and
unambiguous way for evaluation in a source selection, are prioritized
if appropriate, and organized into feasible increments of capability.
AFSPC/CC certification forces greater dialogue between
the AFSPC requirements and acquisition communities, ensuring
greater requirements feasibility and reduced development risk.
Such changes in OSD and Air Force-level policies complement
AFSPC-level initiatives to improve the front end requirements
process. In 2008, HQ AFSPC organized capability teams and
placed an O-6 or civilian equivalent command lead in charge of
each mission capability area—thereby establishing a single point
of responsibility and accountability across the entire command
for defining requirements in each capability area. This has improved
communication between HQ AFSPC and outside organizations.
HQ AFSPC also instituted the Space Operations Weapon
System Management (SOWSM) process to help command leads
manage their programs. Essentially, SOWSM monitors over 20
operational (critical path elements [CPE]) every program must
go through as it moves along the development timeline from a
concept through deactivation of the operational system. Confirming
each program successfully meets every CPE (requirement)
helps ensure a timely, affordable, and relevant end product for
the warfighter. We are also developing requirements roadmaps
to better plan and track requirements activities over the coming
two-year horizon. In addition, we are investigating the systematic
application of architecting and portfolio management tools
to improve requirements process execution. And finally, we are
looking at how our various capability teams organize their ICTs
for requirements definition to make sure the right organizations
are involved and the needed teaming is taking place. My experience
on the Transformational Satellite Communications System
program showed me the tremendous value of a very robust collaborative
partnership among HQ AFSPC, program offices, Air
Force operators, and combatant commands.
Recent changes to the AFSPC mission and scope of responsibility
have made the command even more forward thinking to
provide capabilities at the “speed of need.” As AFSPC assumed
the role of lead command for the cyberspace domain, many objectives
have been set to ensure mission success. Among these
objectives, and arguably one of the most crucial is ‘reengineering
acquisitions’ for cyber. With the acceleration of technology, in
which many products are rendered obsolete after 2 years (Moore’s
Law), the current requirements process is struggling to keep up
with the cyber warfighter’s needs. Therefore, the development
of a streamlined process is essential in order to adapt to real-time
situations and meet the rapid timeline demands of our customers.
Due to the inherent lengthy timelines that are associated with
traditional requirements processes, AFSPC has teamed with Air
Force Materiel Command and others to examine existing methods,
as well as new, innovative techniques to rapidly acquire and
support urgent cyber needs. Understanding the blazing tempo
of changing cyber threats and the varying degrees of operational
needs has been the means for establishing a new ‘three-tiered’ approach
for cyber requirements. This new approach will provide
the ability to triage new requirements as they come in; categorizing
them appropriately into real-time, rapid, or foundational channels,
ultimately allowing capability deliveries much more quickly.
The requirements generation process is evolving and improving
at DoD, Air Force, and AFSPC levels. Accountability and
increased communication among all players, whether they are at
the HQ AFSPC, program offices, or HQ Air Force, must result
from these modifications. This changing environment has caused
us to rethink our processes and our culture in order to meet the
AFSPC mission to “provide an integrated constellation of space
and cyberspace capabilities at the speed of need” and vision of
being, “the leading source of emerging and integrated space and
cyberspace capabilities.”
Col Jay A. Moody (BS, Engineering
Sciences, United States Air
Force Academy; MBA, University
of West Florida; MS, Systems Engineering,
University of Arizona; MS,
National Resource Strategy, Industrial
College of the Armed Forces)
is the deputy director of requirements,
HQ AFSPC, Peterson AFB,
Colorado. He ensures the development,
documentation, and staffing
of space and missile requirements
supporting Department of Defense,
civil, and national users. His unit
specifies requirements for space, missile, and cyber systems in 12
mission areas and provides space support, space control, force enhancement,
and force application warfighting capability to Unified
commands. Col Moody has served in a variety of program management,
systems engineering, and staff positions in the Air Force.
Prior to his current position, he served as Commander, TSAT Network
Integration Group, and TSAT Deputy Program Director.
9 High Frontier