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Transition Techniques (Avoiding the Valley of Death )

Transition Techniques (Avoiding the Valley of Death ). LESSON 18. If a great technology is developed in the lab but no one uses it, does it make a difference …. Acquisition Chief Signs Rule To Cut Weapons Procurement Cycle Time. Dr. Edward Aldridge, former USD(AT&L).

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Transition Techniques (Avoiding the Valley of Death )

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  1. Transition Techniques (Avoiding the Valley of Death) LESSON 18

  2. If a great technology is developed in the lab but no one uses it, does it make a difference ….

  3. Acquisition Chief Signs Rule To Cut Weapons Procurement Cycle Time Dr. Edward Aldridge, former USD(AT&L) • “The science and technology community must be more actively engaged in enabling the rapid transition of mature technology to product developers and must actively participate in integrated product teams where technology managers can provide independent assessments of technology maturity.”

  4. RDT&E S&T 6.5 Engr/Manuf Development 6.4 Program Defn & Risk Reduction 6.3 Adv Tech Dev 6.2 Applied Research 6.1 Basic Research Managed by System Program Offices Tech Base Managed by Labs Speeding Technology Transition “The Challenge” 6.7 Op System Dev Technology Transition “Seam” • “Perceptions” of the S&T Community • S&T’s job is complete at the tech development stage • Implementation of the technology is the customer’s (problem) responsibility • The role of S&T is “tech push”— If it’s good technology — they will come! • Development cycle for S&T is too long for most Acquisition and Warfighter customers • Focus only on the technology and not on the business rationale for implementation Key Impediments • Budget: Lack of Transition Funds • Transition Process Lacks Definition & Visibility • Culture: Difference Goals & Timelines between S&T and Acquisition Managers • Lack of Incentives Valley of Death

  5. Transition Issues (STM 302 Papers) Most Common: Inadequate Funding 35% No/unclear Customer 30% No/unclear Requirement 22% Not Invented Here 22% No Transition Plan 22% Others: Technology Not Ready Poor Communications Prime Contractor Buy-in

  6. Lessons Learned Transitioning from Development to Operational Use and Acquisition Developed from a JFCOM workshop on technology transition Dr. Robert Lightsey ACTD Transition Managers Course Chair, Technology and Engineering Department Defense Acquisition University Ft Belvoir, VA

  7. Lessons Learned Summary • Transition starts when the project starts – identify and concentrate on operational transition issues from the start. • Key on Operational Suitability issues – manning, training, equipping, maintaining… • Early user participation is essential. • Identify and work funding issues for development, transition, and residual use • Understand Capstone Requirements

  8. Lessons Learned Summary (continued) • Develop a detailed transition strategy • Development to Production to Fielding – defined roles and responsibilities • User evaluations – purpose, tests, extent • CONOPS – how does the system support warfighter concepts • Force mix recommendations – how many, where • DOTMLPF – have we thought it through systematically?

  9. “DOTMLPF” • Doctrine • Organization • Training • Material • Leader Development • Personnel • Facilities

  10. Primary Causes ofFailure to Transition • System lacks technical maturity – cannot demonstrate adequate utility or suitability • Chain of Command not involved, committed • Independent test agency not involved • Military need/interest not clearly defined • Technical development team disengages once system is fielded

  11. Transition IssuesSoftware ACTDs • Proprietary rights – ownership, constraints • Integration • Test readiness review before operational demo • Spiral development • Manage the project • Build/code with user in mind • Information exchange requirements • Transition to operator (logistics, maintenance, training, manuals)

  12. Transition IssuesHardware ACTDs • Ensure supportability issues are worked • Operational issues (transport loadout, aviation regulations, hazmats, safety • Configuration control In addition to technical performance:

  13. Joint Forces Command Recommendations • Form a transition IPT • COCOM, Service, Technical Developers • Begin regular meetings 4-6 months prior to technical demonstration • Develop written transition plan • 1st draft at project mid-point • Final 4-6 months before demonstration • Briefed to COCOM, Service

  14. Backup

  15. Recommendations(DDR&E ACTD Transition Evaluation) • All key project management positions should be filled by qualified people • Program managers (technical managers) and transition managers should remain assigned for duration of project • Use outside review teams on sensitive programs • Use objective cost, schedule, performance criteria to measure progress • Use multi-functional IPTs to oversee and manage transition

  16. Recommendations(DDR&E ACTD Transition Evaluation) • CONOPS and Transition Plans should begin to be developed immediately following project initiation • Operational deployment is to be favored over formal demonstrations • Use service acquisition organizations to periodically evaluate and advise project team • The R&D project must adapt to the acquisition environment, not vice versa. • Favor web-based, open architectures where possible and practical

  17. S&T Manager Transition Checklist(observations from STM201 classes) • User (Fleet/Force/Command) involvement should be maintained throughout process. • Work with requirements community. Is there an Initial Capabilities Document? If not, work with them to issue it. Align with DOD andService S&T strategies. • Identify candidate acquisition programs. Work with acquisition organizations. Are there incremental technology integration or block upgrade opportunities? - Does the program have a Capabilities Development Document and a Capabilities Production Document that your technology can support? - What is the program schedule? When is your technology needed? - Who are your points of contact in the program office? - What program office events are important for you to participate in? What S&T events are important for your POC to participate in?

  18. S&T Manager Transition Checklist • Form an Integrated Product Team, if appropriate, with Program Office and Requirements Office. Early industry and research community involvement. Get the Developmental Test and Evaluation community involved supporting your demonstration plan. • Begin transition planning in acquisition focused 6.2 programs and all 6.3 programs. Create a transition plan as part of your program. Identify technology insertion in a legacy system or in a new system. Identify opportunity windows, decision points, and design freeze points with acquisition partner.

  19. S&T Manager Transition Checklist • Establish exit criteria. - Requirements specifications. - Acquisition program manager input. - Technology Readiness Levels to meet requirements. - Producibility, affordability and maintainability, sustainability • Plan your program to know when technology will be mature enough to transition. Roadmap your program with the acquisition program to identify transition opportunities. Reach agreement with Program office. Develop firm, defined joint plan for inclusion in Technology Transition Agreements. Include schedule for periodic joint reviews or meetings. Execute TTAs with acquisition PM to include his POM’ing for necessary 6.4 and conversion funds, to incorporate your technology.

  20. S&T Manager Transition Checklist • Execute. Figure out how to use available resources to execute agreements you’ve made. Don’t let agreements get stale. Ensure you pick up changes in acquisition program that affect your transition windows of opportunity. - Risk mitigation/planning - Kick-off meetings/reviews - Transition funds POM’d (6.3 and 6.4) - Form appropriate sub-teams (fiscal/contracts) Transition is a “contact sport”. Keep engaged and work to maintain contacts. Continual dialog among Users (Fleet/Force), Requirements, acquisition, S&T performers, industry systems integrators and the Developmental Test and Evaluation community is required.

  21. Six Questions An Acquisition Manager Should Ask Towards A More Effective Transition • Is the idea sound? • Are the benefits and costs to me credible? • Are the risks manageable? • Does the development approach support me? • Where is the money? • Can I trust them?

  22. Five Questions An S&T Manager Will Ask Towards A More Effective Transition • Who is my customer? • What does he want? Or • What should he want? • Why is it important to your customer? • When must he have it? • Where is the money?

  23. Summary • Plan from the beginning • Know the customer’s requirements • Develop a transition plan • Don’t forget the money • Execute!

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