Achieving Effective Acquisition of Information Technology in the Department of Defense (2010) / Chapter Skim
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1 Introduction
1 Introduction
Pages 17-27
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From page 17... ...
, but excluding IT embedded in weapons systems and in DOD-unique hardware. In particular, the term as used by the committee signifies systems expected to run on or interface with existing infrastructure and systems that are user-facing; moreover, "IT system" as used by the committee means systems that are delivered through the acquisition process (and not systems "homegrown" in individual commands)
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From page 18... ...
DOD Directive (DODD) 8000 specifies oversight responsibilities for DOD information-management activities and supporting information technology, implementing provisions of the Information Technology Management Reform Act of 1996 (part of the National Defense Authorization Act for Fiscal Year 1996, Public Law 104-106)
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From page 19... ...
10. EFFECTIVE APPROACHES TO INFORMATION TECHNOLOGy IN THE COMMERCIAL SECTOR The information age has ushered in an era of personalized products and services built on standard, massively replicable platforms -- a powerful combination of centrally supported IT and end-user-driven IT (which generally relies on centrally managed IT to provide at least some of the underlying computing, storage, and communications capabilities)
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From page 20... ...
These platforms are defined and their interfaces are exposed, at least internally, with an emphasis on interface stability and longevity.1,2 In some cases, the platform interfaces are exposed and accessed externally.3,4 Exposed, stable interfaces enable customers to apply computing power in new and unanticipated ways without compromising configuration control by the service provider or hindering the overall customer experience. By exposing robust interface points, customers can elect (or build)
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From page 21... ...
By the 1970s, IID was more widely applied to major software projects at selected major prime government contractors, including TRW and 5 Nanette Byrnes, "Xerox Refocuses on Its Customers," Business Week, April 18, 2007. 6 "Lego Mindstorms Advanced User Tools." Available at http://mindstorms.lego.com/ Overview/NXTreme.aspx; accessed June, 26, 2009.
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From page 22... ...
The Under Secretary of Defense, Comptroller champions it.15 • The Defense Acquisition Management System (DAMS) establishes the "management framework for translating capability needs and technology opportunities, based on approved capability needs, into stable, affordable, and well-managed acquisition programs that include weapon systems, services, and automated information systems." The Under Secretary of Defense for Acquisition, Technology and Logistics (USD AT&L)
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From page 23... ...
The DAMS thus constitutes the focus of this report, although the changes proposed by the committee may also have implications for the JCIDS and PPBES components. RESULTS OF CURRENT ACQUISITION PROCESSES AND PRACTICES FOR INFORMATION TECHNOLOGy SySTEMS The committee received a briefing from the Office of the Assistant Secretary of Defense (Networks and Information Integration)
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From page 24... ...
for the eight major automated information system (MAIS) programs that started the acquisition process at the AoA phase.
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From page 25... ...
Although it is not mathematically accurate simply to add the averages or medians shown here, these statistics suggest that 6 to 8 years could be required to complete the entire acquisition process and reach IOC. Note that oversight attention is gen erally believed to have increased over the period of time represented in this data set and analysis, suggesting that the time to IOC may be even longer for more recent programs (and for programs in the future)
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From page 26... ...
accompanying text for an SOURCE: Compiled by the committee from data provided by the Department of Defense. TABLE 1.1 Average and Median Times Taken by Major Automated Information System Programs in Acquisition Process Phases Leading to Initial Operating Capability Phase Average (in months)
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From page 27... ...
Chapter 4 considers testing and how the testing and evaluation of IT sys tems within the acquisition process might be made more effective. Appendix A provides a brief overview of the defense acquisition system for IT, Appendixes B and C respectively provide details of the recommended acquisition process for SDCI and CHSS programs, Appendix D gives examples of programs that have succeeded with nontraditional oversight, Appendix E lists briefings provided to the committee, and Appendix F provides biosketches of the committee members and staff.
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