Evaluation of U.S. Air Force Preacquisition Technology Development

The book considers best practices from both government and industry to distill appropriate recommendations that can be implemented within the USAF.

Leaders in the Air Force responsible for science and technology and acquisition are trying to determine the optimal way to utilize existing policies, processes, and resources to properly document and execute pre-program of record technology development efforts, including opportunities to facilitate the rapid acquisition of revolutionary capabilities and the more deliberate acquisition of evolutionary capabilities.

Contents
SUMMARY
1 PREACQUISITION TECHNOLOGY DEVELOPMENT FOR AIR FORCE WEAPON SYSTEMS
Statement of Task and Committee Formation
The Parameters of This Study
Committee Approach to the Study
Three Domains of the Air Force
Air
Space
Cyberspace
Air Force Science and Technology Strategic Planning
The “Three R” Framework
Requirements
Resources
The Right People
Report Organization
2 THE CURRENT STATE OF THE AIR FORCE’S ACQUISITION POLICIES, PROCESSES, AND WORKFORCE
Current and Historical Policies and Processes Related to Technology Development
Planning, Programming, Budgeting, and Execution System
Department of Defense Instruction 5000.02
Air Force Acquisition Improvement Plan
Joint Capabilities Integration and Development System
Competitive Prototyping
Historical Governance Related to Technology Development
The Trust “Death Spiral”
The “Three R” Framework
Requirements
Resources
The Right People
Concluding Thoughts
3 GOVERNMENT AND INDUSTRY BEST PRACTICES
Best Practices
Examples of Government Best Practices
Joint Improvised Explosive Device Defeat Organization
Capabilities Development for Rapid Transition
Big Safari
Future Naval Capabilities Process
Army S&T Objective Process
Dragon Eye
Examples of Joint Government and Industry Cooperation
The Rapid Reaction Technology Office and the VADER Syste
DARPA’s Adaptive Execution Office
Ground Robotics Consortium
The National Small Arms Cente
Sierra Nevada Corporation and the Commercial Space Sector
The Naval Center for Space Technology
Examples of Industry Best Practices
High Technological/Manufacturing/Integration Readiness Levels Pay Off: Ford, Jaguar, and Adaptive Cruise Control
The Innovation Culture at 3M
Technology Networks at Raytheon
Concluding Thoughts
4 THE RECOMMENDED PATH FORWARD
Key Issue 1
Freezing Requirements Too Early or Too Late in the Technology Development Phase Can Lead to a Mismatch Between Technology-Enabled Capabilities and Requirement Expectations That Significantly Reduces the Probability of Successful Technology Transitions
Key Issue 2
The Lack of an Air Force-Level Science and Technology Strategy Leads to AFRL Efforts That May Not Support Desired Strategic Air Force Capabilities, and to the Fragmented Prioritization and Allocation of 6.4 Technology Transition Funds
Key Issue 3
Current Air Force Funding and Business Practices for Pre-Milestone B Activities Are Inconsistent with Department of Defense Instruction 5000.02
Key Issue 4
Technology Readiness Levels Must Be Accurately Assessed to Prevent Programs from Entering the Engineering and Manufacturing Development Phase with Immature Technology
Key Issue 5
Developing Technologies and Weapon Systems in Parallel Almost Inevitably Causes Cost Overruns, Schedule Slippage, and/or the Eventual Reduction in Planned Capabilities
Key Issue 6
Weak Ties and Lack of Collaboration Within and Between Government and Industry Lead to Lack of Awareness of Government Priorities and of Industry’s Technology Breakthroughs
Key Issue 7
A Much Reduced and Inexperienced Development Planning Workforce Has Weakened the Technology Transition Bridge Between Laboratories, Product Centers, and Major Commands
Conclusion
APPENDIXES
A Biographical Sketches of Committee Members
B Meetings and Participating Organizations
C Background Information on Policies and Processes Related to Technology Development
D Background Information on the Vanguard Process and Applied
Technology Councils