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DOD AT&L Technology Transition Learning Center of Excellence

A collaborative effort to provide timely technology transition training, assessments, and services to enhance the AT&L workforce. 24/7 learning assets, workshops, seminars, and continuous learning modules are available.

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DOD AT&L Technology Transition Learning Center of Excellence

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  1. DOD AT&LTechnology Transition Learning Center of Excellence Diane P. Williams Director, TT LCOE Diane.Williams@dau.mil (256) 722-1042 July 2007

  2. Technology Transition Learning Center of Excellence Vision A collaborative effort between government, industry, and academia to provide timely, mission-enhancing technology transition training, assessments, and technical products and services to assist the AT&L Workforce

  3. Technology Transition Learning Center of Excellence • Mission • Support, promote, and enhance technology transition effectiveness and AT&L learning • Communicate the importance of technology transition and learning to both internal and external customers • Serve as a catalyst for technology transition learning-centered activities

  4. Technology Transition (TT)Learning Center of Excellence (TTLCOE) 24/7 Learning Assets for the Classroom and the Workplace • S&T CoP – Policy, Organizations • 400+ TT and Technology Insertion Knowledge Sharing Items • 600+ TT Library Assets Available • 500+ TT Ask a professor responses • Mgr Guide to TT in Evol Acquis Environ • Technology Readiness Assess Guide • STM201 and STM302 • Army Senior Service College • TT Training integrated into DAWIA Courses (e.g., PMT352, PMT401) • Joint Ground Robotics Conference • Technology-Related Continuous Learning Modules (CLMs) • TT Refreshers at Industry & Government Conferences • TT Workshops & Seminars • J/ACTD Cohort Training • Technology Assessment & Transition Management (TATM) Process Development • GATech/Army/DAU Partnership on Technology Planning

  5. Technology Transition LCOETraining • STM201 and STM302 – Certification for S&T Career Field • Technology Transition training material integrated into other DAWIA courses • SPRD&E Classes and PMT401 – Program Manager’s Course • Army Senior Service College Fellowship • JCTD and Technology Transition Workshop • - Acquisition Training for JCTD Managers • Technology Tool Demonstrations • Georgia Tech Strategic Prioritization and Planning (SP2) Tool • AMRDEC Technology Assessment and Transition Management (TATM) Tool • Army SMDC Technology Program Management Model (TPMM) Enabling the Acquisition Workforce to Provide improved Warfighting capabilities

  6. Technology Transition LCOEKnowledge Sharing • Science And Technology (S&T) CoP • Brings together the entire workforce to share what they know and learn from one another regarding S&T with a focus on technology transition • 400+ Technology Transition And Technology Insertion Knowledge Sharing Items On The Acquisition Knowledge Sharing System • On line statute, policy, regulation, guidance, references, templates, best practices, lesson learned, examples, etc • Technology Transition Related “Ask A Professor Questions” Answered • Assigned, researched, staffed and answer to requester • Managing, Updating And Publishing Transition Guidebooks: - Managers Guide to Technology Transition In An Evolutionary Acquisition Environment - (Army) Aviation Technology Assessment and Transition Management Process Creating A Knowledge Sharing Culture

  7. Technology Transition LCOEPerformance Support • Office of Naval Research • Research on Navy Technology Transition Processes • Electromagnetic Rail Gun support technology transition to a program of record • JCTD Practitioner Workshop • New JCTD team support in planning and documenting key activities • US Navy - Sea Warrior Acquisition Support • Approaches to transition legacy personnel apps into next generation enterprise system • Technology Assessment & Transition Management (TATM) Process Development • - PEO Aviation, PEO Soldier, Robotic Systems JPO, OSD Robotics Enterprise • GATech / Army / DAU Partnership on Technology Transition Management • - Linking strategic and tactical technology transition planning tools • US Army REF - Contracting & Source Selection Consulting • - Consulting and training to facilitate the rapid fielding of technology for Improvised Explosive Devices (IED) suppression Customer Focused Engagement

  8. Technology Transition LCOEContinuous Learning • Technology Transition elements integrated into online courses and continuous learning modules (CLMs) • CLM 021 – Technology Readiness Assessment • CLM 034 – Science and Technology Lessons from PMT352A • CLM 036 – Fundamentals of Tech Transfer and Export Control • FAC010 – Small Business Innovation Research /Small Business Technology Transfer (SBIR/STTR) • PMT352A – Program Management Office Course • TT Refreshers at Industry & Government Conferences • NDIA, INCOSE, etc • TT Workshops & Seminar • Seminars with Industry • Workshops with Government and Industry transition teams Career Long Learning Opportunities Anywhere, Anytime

  9. Benefit and Value to Support the TT Community • Broader communication and application of lessons learned and best practices resulting in multiple stakeholder benefits: • War fighter: Timely increase in war fighting capability through more effective technology transition • AT&L Workforce: Increased efficiency and effectiveness of technology transition through increased availability of transitions tools and best practices • DAU: Supports DAU core mission in support of AT&L and other customers. • Supports USD(AT&L) Goals #1,2, 3, 5 and 6 • Technology Transition LCOE … Fostering Collaboration Across Organizational Boundaries

  10. Technology Transition Learning Center of Excellence Collaboration Promoting a Clearing House Concept • Integrating PLM Assets • Fostering Knowledge Sharing • Promoting Innovation • Leveraging Government-wide Assets Products From the laboratory to the War Fighter “Bridging the Gap”

  11. Backup Charts

  12. DDR&E Organization Director, Defense Research & Engineering Vacant Director, Plans & Programs Mr. Alan R. Shaffer Director, Rapid Reaction Technology Office Mr. Ben Riley Defense Technical Information Center Mr. Paul Ryan Defense Science & Technology Centers Dir, Defense AdvancedResearch Projects Agency Dr. Anthony Tether DUSD, Laboratories and Basic Sciences Dr. William Rees DUSD, International Technology Security Mr. Al Haggerty DUSD, Science & Technology Dr. Andre Van Tilborg DUSD, AdvancedSystems & Concepts Mr. John Kubricky

  13. Office of the Deputy Under Secretary of Defense DDR&E (Advanced Systems & Concepts) Deputy Under Secretary of Defense (Advanced Systems & Concepts) Mr. John Kubricky Assistant Deputy Under Secretary of Defense (Innovation & Technology Transition) Principal Assistant Dr. Chuck Perkins Ms. Kathleen Harger Director, Joint Capabilities Technology Demonstration (JCTD) Office Director, Comparative Testing Office (CTO) Director, Program Resources & Integration (PR&I) Office Director, Special Capabilities Office (SCO) Deputy Director, Office of Technology Transition (OTT) Col Bob Mattes (AF) Mr. Brian Hibblen Mr. John Wilcox Ms. Teresa Gayle Ms. Cynthia Gonsalves

  14. DDR&E Organization USD (AT&L) John Young Defense S&T Centers EU & Asia DDR&E Vacant USD(A&T) Mr. Finley Director Plans & Programs Mr. Al Shaffer Deputy Dir. DR&E Vacant DAU Mr. Frank Anderson DTIC Mr. Ryan DAU APS Director Bill Erie DUSD (S&T) Dr. Van Tilborg DUSD (AS&C) Mr. Kubricky DUSD Labs & Basic Sciences Dr. Rees DUSD Int’l Technology And Security Mr. Haggerty Director, DARPA Dr. Tether DAU Director Tech. Trans. LCOE Diane Williams Ms. Kathleen Harger Ass’t USD (I&T) Deputy: Cynthia Gonsalves Dir, Office of TT JCTD (Larry Gaddell) CTO (Dan Cundiff) Program Resources & Integration Tech Transfer IR&D N. American Technology and Industrial Base Org (NAT IBO) MAN TECH Tech Transition Initiative Defense Production Act, Title III SBIR

  15. Technology Transition LCOE Expertise DAU Frank Anderson VP Dr. Jim McMichael APS Bill Erie eLTC Bob Ainsley LCIC Randy Fowler • AKSS • S&T COP • CLMs • - John Hickok • - Chris St John • - Deborah Aceto-Milton • Research • Performance Support • - Director TT LCOE • Diane Williams • DAWIA Courses • Curriculum Development • - George Prosnik • - John Snoderly South CAP/NE DSMC Mid-Atlantic West Midwest None • Jim Carter • Dr. Marty Falk, E&T Dept Chair • Jay Gould, STM 201 • Randy Zittel, STM 302 • MAJ Clayton Duncan • LTC Adam Stroup • Larry Ferreiro • LTC Brenda Haven, S&T COP • Rob Tremaine, ADO • Bill Zimmerman • John Perry • George Bock • Raymond Rasmussen None • David Swinney • Richard Sykes • Mike Chandler • Dave Treshansky • Wally Tubell • Mark Lumb • Joe Schmoll • Rick Gallman • Bill Decker • Tom McMannes • Don Riley • Mark Unger

  16. TTLOCE Supports Multiple AT&L Goals Goal 1 - High Performing, Agile and Ethical Workforce Goal 2 - Strategic and Tactical Acquisition Excellence Goal 3 - Focused Technology to Meet Warfighting Needs Goal 4 - Cost-effective Joint Logistics Support for the Warfighter Goal 5 - Reliable and Cost-effective Industrial Capabilities Sufficient to Meet Strategic Objectives Goal 6 - Improved Governance and Decision Processes Goal 7 - Capable, Efficient, Cost Effective Installations

  17. AT&L Goal 1:High Performing, Agile and Ethical Workforce Outcomes 1.1. 1.2. 1.3. 1.4. TTLCOE Support Future DoD AT&L Workforce Shaped and Recapitalized to Enable Smart Workforce Decisions Improved Outcomes by Developing an AT&L Performance Management Construct and Shape a Performance Culture and Deploying Enabling Leadership Initiatives A Knowledge-Enabled AT&L Workforce to Support the DoD Acquisition, Technology and Logistics Mission Ethics Awareness Training and Performance Standards Fully Integrated within the Workforce

  18. AT&L Goal 2:Strategic and Tactical Acquisition Excellence Outcomes 2.1. 2.2. 2.3. 2.4. 2.5. TTLCOE Support TTLCOE Support Acquisition agenda aligned with the Department’s core values, policy objectives, joint capability needs, and available resources to attain best value solutions Risk, outcomes, schedule, and cost balanced when planning and adjusting portfolios, programs, and procurements Acquisition execution improved across the total life cycle through the use of sound business and technical practices Customer demands and warfighter Joint Urgent Operational Needs (JUON) promptly and efficiently fulfilled Capability fielded to meet warfighter needs

  19. AT&L Goal 3:Focused Technology to Meet Warfighting Needs Outcomes 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. TTLCOE Support Aligned and Prioritized RDT&E Investments that Support the Strategic Direction of the Department Effective, Timely, and Affordable Technology Solutions Interoperable Technology Defined and Delivered Joint Investment in S&T Robust, Highly Capable National Technical Capability Revitalized DDR&E Strategic Role

  20. AT&L Goal 4:Cost-effective Joint Logistics Support for the Warfighter Outcomes 4.1. 4.2. 4.3. 4.4. Integrated, effective end-to end supply chain operations. Optimized equipment/systems design and sustainment reliability Achieve DoD/OMB/GAO supply chain management improvement program targets Cost-effective logistics and materiel readiness policies and programs

  21. AT&L Goal 5:Reliable & Cost-effective Industrial Capabilities Sufficient to Meet Strategic Objectives Outcomes 5.1. 5.2. 5.3. 5.4. TTLCOE Support Effects of DoD policy and program decisions on the industrial base, and the extent to which industry decisions limit or expand DoD options, understood. DoD research and development, acquisition, and logistics decisions expand and sustain the industrial base to encourage competition and innovation for essential industrial and technological capabilities. Statutory processes and decisions leveraged to enable a capable, competitive, and reliable industrial base. Contract finance and profit policies drive desired results.

  22. AT&L Goal 6:Improved Governance and Decision Processes Outcomes 6.1. 6.2. 6.3. 6.4. 6.5 TTLCOE Support AT&L leads or participates on major corporate governance forums ensuring that AT&L interests and equities are adequately represented Strategic goals supported by leveraging “best practices” (e.g. managing the force and fixing the GAO high risk areas) A net-centric data environment with Enterprise Data/Facts for decision making, through business transformation Continuous process improvement, using techniques such as Lean Six-Sigma BRAC and IGPBS implemented

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