Ac quisition of Infor mation T e c hnology T r e nds Within T he De par tme nt of De fe nse September 10, 2009 Don Johnson Advisor to the Defense Science Board Task Force Investigating DoD Policies and Procedures in the Acquisition of Information Technology OASD (Networks and Information Integration )
ASD NII/ Do D CIO Or ganizatio n Secretary of Defense Deputy Secretary of Defense Defense Assistant Secretary of Defense (NII) / Information DoD Chief Information Officer Systems Agency Deputy Assistant Secretaries of Defense (DASD) for: Command, Information Control, Management, C3ISR & IT Communications, Integration and Acquisition Space and Technology Spectrum Deputy for Information and Identity Resources National Leadership Assurance Command Capabilities Five DASD’s, One Agency - Driving Net Centric Information Sharing 3
ASD(NI)/ DoD CIO Running the Enterprise Titles 10, 40 & 44 Title 10 Chief Information Officer Assistant Secretary of Defense Principal Staff Assistant Executive Advise the Secretary � Enterprise-level strategist from � Command and Control the information & IT perspective � Comm & Information Networks � Enterprise-wide information policy � Information Assurance � Information Technology architect � RF Spectrum Management for the DoD Enterprise � Position, Navigation, Timing � DoD-wide information sharing � Non-Intelligence Space executive � Net-Centric Operations Ensure the capability Expertise is delivered Authorities • NII Charter (DoDD 5144.1 May 2, 2005) • Section 113, Title 40, U.S.C., (formerly Clinger-Cohen Act of 1996 as amended) • Responsibilities and Control Matrix Enable Net-Centric Operations 4
Challe nge s in the Ne w Str ate gic E r a � National Academies sponsored “ Is America Falling Off the Flat Earth ,” Norm Augustine, 2007 – Nearly 60% of the patents filed with the US Patent and Trademark Office in the field of IT now originate in Asia – In Business Week’s ranking of the world’s IT companies, only 1 of the top 10 is based in the US – China has supplanted the US as the world’s number 1 high- technology exporter (in 10 year period US went from $40B in exports to $50B of imports of high tech manufacturing) � IT is the essential fuel that will propel the knowledge-based society of the 21st century – In the 18th and 19th century we faced a threat where ships crossed the ocean in days…..In World War II, aircraft could cross the ocean in hours…In the Cold War, missiles could do it in minutes….And now today, cyberattacks can strike in milliseconds. 5
Challe nge s in the Ne w Str ate gic E r a – If attacked in milliseconds, we can’t take days to organize and coordinate our defenses – If our networks to be – were to be disrupted or damaged, we’d need to respond rapidly, at network speed, before the networks could become compromised and ongoing operations or the lives of our military are threatened – In addition to speed, IT resides in a domain where change occurs in small timeframes, both for technology and for the ability of adversaries to procure, adapt, and employ the technologies 6
Current Generation of C4I War Fighters Today's leaders & soldiers are digital natives and use IT technologies to their advantage for situational awareness and collaborative, agile decision making � Lack of information and services that are visible, accessible and understandable � Information “silos”-- capability needed to move information from one stove-pipe to another � Hard-wire interfaces aimed at predetermined needs unresponsive to dynamic environment � Continue to not leverage the latest information technology solutions available commercially “digital natives” trapped in industrial-era institution 7
Vie w of DoD’s Ac quisition Pr oc e ss 2009 FOREIGN AFFAIRS Today’s acquisition process is resulting in platforms growing even more “baroque” The efficacy of the current acquisition process is in question, given the apparent need to bypass existing institutions and procedures � To protect U.S. troops on the battlefield to counter improvised explosive devices, build Mine Resistant Ambush Protected (MRAP) vehicles, and quickly expand U.S. ISR capabilities 8
Call F o r Change � DoD Leadership Responsible for IT – Hon John Grimes (Former ASD(NII)/DoD(CIO) “Hardware development processes ill-suited to IT acquisition” – LTG Charles Croom (Former DISA Commander) “I would change the acquisition process in how the DoD buys IT in a New York minute….” – LTG Jeff Sorenson (Army CIO/G-6) “How we can make it better…. Policy – Acquiring IT not like tanks” � Defense Acquisition Performance Assessment ( 3/2006) – The current system is focused on programs, not on improving and standardizing the processes of acquisition ; it inhibits rather than promotes steady improvement in achieving program success � GAO Assessment on “Information Technology: DOD’s Acquisition Policies and Guidance Need To Incorporate Additional Best Practices And Controls” (July/2004) – “ As you know, the way in which DOD has historically acquired information technology (IT) systems has been cited as a root cause of these systems failing to deliver promised capabilities and benefits on time and within budget…” 9
Outline
Congr e ssional Dir e c tion 2008 National Defense Authorization Act mandating a Defense Science Board (DSB) to Study: • DOD policies and procedures for acquiring information technology, to include national security systems, major automated information systems and business information systems, and other information technology • Roles and responsibilities in implementing policies and procedures • Application of such policies and procedures to information technologies that are an integral part of critical weapons or weapon systems • Suitability of DOD acquisition regulations, including DODD 5000.1, DODI 500.2, and accompanying milestones, to the acquisition of IT systems • Adequacy and transparency of metrics used by DOD for acquiring IT systems • Adequacy of operational and development test resources (including infrastructure and personnel) 11 11
Mar c h 2009 DSB on IT Polic ie s & Pr oc e dur e s in Ac quisition of IT Panel Co-Chairs Executive Secretary Vince Vitto,* Private Consultant Skip Hawthorne, OUSD(AT&L) Ron Kerber,* Private Consultant Government Advisor Panel Members Don Johnson, OASD(NII) Pricilla Guthrie, IDA Military Assistants Paul Hoeper, Private Consultant Paul Kaminski,* Technovation Karen Walters, OUSD(AT&L) Tony Lengerich, Oracle Noel Longuemare, Private Consultant Mark Maybury, MITRE Richard Roca, JHU APL John Stenbit, Private Consultant Alan Wade, Private Consultant * DSB Members 12 12
Bottom L ine � Information Technology (IT) is a critical enabler and force multiplier; offers unprecedented interoperability across spectrum of operations – Equally critical to embedded and stand alone systems (infrastructure, business, C2, weapon systems) – Can offer a significant comparative advantage with its inherent flexibility and agility to respond to changing environments � Growing concerns with IT has become a national issue via cyber threats and pipeline of available/skilled workforce � Deliberate and cumbersome process through which IT is acquired by DoD today cannot keep pace with: – Speed at which new capabilities are being introduced in today’s information age – Speed with which potential adversaries can produce, adapt, and employ those same capabilities against our national interests � DoD is not effectively organized at highest levels to address concerns Need to Fix/Improve IT Acquisition System 13
Ac quisition Comple xity 60 Lines of Code (M) 50 � 40 Information technology systems are pervasive through 30 20 DOD, ranging from administrative systems to weapons 10 —their importance is growing 0 � Software is a consistent and persistent thread through all DoD system acquisition programs … – Whereas in 1970, IT accounted for approx 20% of weapon system functionality, by 2000 it accounted for as much as 80% – Today it is reported IT can deliver 90% or more of functionality � Rapidly growing software code base, e.g., – Navy DDG 1000 1.8M LOC, 36% > Aegis 7.1R baseline – FA18 is 10M LOC going to 20M in JSF – COTS OS growing to 100M LOC � Embedded weapon systems (such as, handheld grenade launcher with smart projectiles guided by 2,000 lines of code) � Increased interconnectivity (e.g., GIG, coalitions) 14
Available Skille d Wor kfor c e � Declining U.S. software pipe line � Increased gap in supply/demand � Globalization and off shoring* worsen situation � Low skill/experience results in expensive rework (GAO Report - 40% rework) http://www.cra.org/wp/index.php?p=139 15 http://www.cra.org/govaffairs/blog/projected_job_openings.pdf
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