DAU Webcasts Program Office
1100-1130: Opening by Dr. Vic Ramdass and keynote by Ms. Stacy Cummings
1130-1230: Panel #1 "Sustainment Early in Acquisition?"
1300-1400: Panel #2 "Building Successful Software Sustainment Strategies During Acquisition?"
DoD Sustainment Series – June 8 - Panel 1
Even the Romans felt the tensions. Consider a scene in which Big A and the PEO CART (Chariot Acquisition for Roman Triumph) are choosing between acquiring 100 extra battle chariots or establishing adequate skills, parts, and facilities to establish a "full up" and functioning chariot repair line at Rome Logistics Depot (RLD) to be ready at the battle chariot's Initial Operating Capability (IOC) date. Meanwhile, system engineers in Florence have sent word that they've made some design tradeoffs and selected battle chariot wheel materials that are cheaper than other options, but more difficult to repair in the field and heavier, making transportation more challenging. The system engineers also propose a revolutionary design feature, the axle. While quite an innovation, the axle's reliability and repairability are unproven.
Fast forward to 2021 in the United States and the Roman battle chariot could be any number of DoD weapon systems. We, like the Romans before us, keep our weapon systems relevant and available within the "trade space" of sustaining today's readiness, modernizing capabilities, and providing required force structure. This needs triad is designed to generate healthy tensions, but the equation can also become unbalanced. As we look at both individual programs and the acquisition process in general, are sustainment equities being recognized and incorporated early and often enough to sustain a ready Force? Have we not yet realized that "trading away" sustainment requirements early in weapon system acquisitions result in higher life-cycle costs and decreased weapon system readiness? If not, why not, and what must we do to change the situation?
Addressing the sustainment strategy in CONOPs and system development will ensure that mandatory sustainment requirements reflect realistic operational usage. Absent this, we receive inherent sustainment performance, not required. Our sustainment strategies must achieve desired sustainment outcomes, with sufficient technical data specified in contracts. As we consider potential solutions, it is important to note today's clarion calls that we "must identify, replace and retire costly and ineffective legacy platforms" and buy more "disposable" systems and forgo sustainment. What do these battle cries suggest about the likelihood and character of potential change? Are we at a crossroads? As they say, "Rome might not have been built in a day, but it didn't fall overnight either."
Senior acquisition, program management, and sustainment leaders will address advances in acquisition approaches, materiel readiness measurement paradigm shifts, and the current and future "state" of sustainment equities in weapon system acquisition and life-cycle management.
Mr. Steve Morani, PDASD
Steven J. Morani, a member of the Senior Executive Service, is the Principal Deputy Assistant Secretary of Defense for Logistics. In this capacity he serves as the principal advisor to the Assistant Secretary of Defense for Sustainment in the oversight of logistics policies, procedures, resourcing and effectiveness to provide the required materiel readiness to support the war fighter. His logistics portfolio includes maintenance, supply, distribution, international logistics, weapon system product support, and logistics workforce development. He assumed his current position in October 2020.
Chris O'Donnell Acting Principal Deputy Assistant Secretary of Defense for Acquisition
Chris O'Donnell was appointed to the Senior Executive Service in August 2015. He has been involved in all phases of Department of Defense acquisition, sustainment, research, and enginerring since joining the defense acquisition workforce in 1984. As the DASD, PWPM he is responsible for managin and analyzing major platform and weapons capability portfolios across the Department. He served as the Executive Director of the Joint Rapid Acquisition Cell (JRAC) until March 2019. He was the Staff Specialist for the Joint Ground Robotics Enterprise proir to coming to JRAC. He started in the Pentagon as a Staff Specialist in the JRAC providing rapid responses to the Afghan National Defense Security Forces. He has a Mechanical Enginerring BS from Clarkson University.
Lisa Smith, Deputy Assistant Secretary of Defense, OSD
Ms. Lisa P. Smith, a member of the Senior Executive Service, is the Deputy Assistant Secretary of Defense for Product Support and serves as the principal advisor to the Office of the Secretary of Defense (OSD) leadership on policies, procedures, and actions related to the readiness and sustainability of major weapon systems. She is responsible for the development and implementation of acquisition and sustainment strategies and processes providing the Warfighter with cost-effective weapon system readiness across the life cycle. In addition, Ms. Smith coordinates and synchronizes ASD(S) international and partner engagements. She also manages the logistics and acquisition workforce for the Department of Defense. She assumed her current position in April 2021.
Lansen Conley, Director, Logistics and Logistics Services, AFLCMC/LG-LZ
Mr. Lansen P. Conley, a member of the Senior Executive Service, is the Director of Logistics and Logistics Services, Air Force Life Cycle Management Center (AFLCMC), Wright-Patterson Air Force Base, Ohio. Mr. Conley serves as the Center Senior Functional for Logistics, overseeing all activities for life cycle logistics and product support management. He provides program and resource support to 10 Program Executive Officers and approximately 400 programs, and is responsible for more than 3,800 life cycle logisticians.
Bill Baker – COLUMBIA class PEO/PSM
William Baker is the Product Support Manager (PSM) for the COLUMBIA Program responsible for developing and implementing a comprehensive support strategy for the next generation SSBN. He has been with the COLUMBIA Program since March of 2009. Prior to becoming the PSM for COLUMBIA, he was an active duty naval officer. During his career, he served as Director of Submarine Logistics at Naval Sea Systems Command (NAVSEA), Commanding Officer of Priority Material Office, served on the staff at Commander, Submarine Force U.S. Pacific Fleet, Deputy Director of Submarine Support at the NAVSUP WSS (Ships Parts Control Center), and did a tour with the SEAWOLF Program Office at NAVSEA. He completed sea tours on the USS HAWKBILL (SSN 666) and on USS NIMITZ (CVN 68). He received his BA from Princeton University and an MBA from the Pennsylvania State University. William is the recipient of the 2016 Secretary of Defense Product Support Manager Award for ACAT I programs.
DoD Sustainment Series – June 8 - Panel 2
Building Successful Software Sustainment Strategies During Acquisition?
Software is a foundational component of DoD platforms that is critical to the operation and functionality of weapon systems including but not limited to the following: aircraft, ships, submarines, combat vehicles, and weapons. The sustainment of these software systems is a critical area of focus for the DoD with funding estimates exceeding $15 billion over the next five years. The DoD possesses world class organic software capability across all services. DoD software operations occur within a variety of organizations including military depots, Software Engineering Centers, Software Support Activities, and Life Cycle Software Engineering Centers. These organizations are focused on providing resilient software that is capable of achieving mission success in dynamic threat, cyber, and net-centric environments. The organic software sustainment community knows first-and-foremost that to maintain a world-class fighting force, it needs world-class software organizations delivering value to the war-fighter.
Software sustainment involves the application of continuous software engineering processes, and begins at a point in acquisition when a decision is made to "transition" to sustainment. Each service has unique policies that establish criteria to guide these decisions, which are based on a shared understanding of its criticality and meaning. As software has evolved to such a critical component to war-fighter capability, each service has endeavored to reduce the risk and technical challenges associated with this "transition".
One of the most discussed initiatives to reduce risk during "transition" is the application of software sustainment resources early in the acquisition cycle. These initiatives include integrating organic software sustainment engineers with government acquisition and contractor software development teams. As the complexity of modern weapon systems continues to evolve, the need to organically possess the technical expertise to understand its weapon systems is paramount. Embedding organic engineers with industry provides a method to understand this complexity and emphasize sustainment priorities, delivering the agile and adaptable capabilities we desire (e.g., open architecture, containerized applications, sustainable architectures, etc.). Possessing the potential to greatly reduce the cost of sustainment, improve the government's ability to manage technical risks, and create more effective teams between industry and the government, multiple pathfinder efforts have been initiated by the services and continue to inform future initiatives.
Senior software sustainment leaders will address topics concerning the application of organic sustainment resources early in acquisition. Discussion will involve embedding organic software developers with industry teams, augmenting acquisition teams, and building long term executable sustainment strategies that first and foremost provide value to the customer.
Mr. Michael Jennings – Senior Leader for Weapon System Software, AFSC
Michael E. Jennings, a Senior Level Executive, is Technical Advisor for Weapon Systems Software Sustainment, Air Force Sustainment Center, Air Force Material Command. Mr. Jennings serves as a national and international authority in sustainment of weapon system software, providing technical direction and oversight in these areas for the Air Force. He provides advice and guidance to top Air Force and government officials as well as to multiple nationally important aerospace weapon system programs.
Ms. Candaice Deloach, USN, Senior Scientific Technical Manager -Warfare Systems Software S&T and Development
Ms. Candaice Deloach is the Senior Scientific Technical Manager (SSTM) for Warfare Systems Software S&T and Development for the Naval Surface Warfare Center Dahlgren Division. In this capacity, Ms. Deloach is responsible for guiding the improvement of policies, standards, processes, and tools in the area of software science and technology, as well as providing expertise to shape the efforts of the Warfare Center science and engineering workforce who are engaged in hands-on software development efforts.
Ms. Jenniffier Bieberbach, USAF, Technical Director for Sensor Systems – 76 Software Engineering Group
Jenniffier K. Bieberbach is assigned as the Technical Director for Sensor Systems, 76th Software Engineering Group, Oklahoma Air Logistics Complex, Tinker Air Force Base, Oklahoma. She serves as the principal technical advisor for sensor systems to the 76 Software Engineering Group Director. In this role, she advises Group and Air Force Life Cycle Management Center partners on software development and sensors systems. She is responsible for providing engineering oversight and guidance to over 150 computer scientists and engineers conducting software development efforts for E-3, Space Fence, and 3 Dimensional Expeditionary Long Range Radar.
Ms. Jennifer Swanson, USA, Director, CECOM Software Engineering Center
Jennifer Swanson has been a member of the Senior Executive Service since April 16, 2017. Ms. Swanson serves as the Director of the U.S. Army Communications-Electronics Command (CECOM) Software Engineering Center (SEC) in Aberdeen Proving Ground, MD. As Director, she oversees mission in a global organization of over 2,500 military, civilian and industry employees, with an annual budget in excess of $600 million. Ms. Swanson has focused on ways to modernize how software is sustained through efforts to increase efficiency, quality and speed of delivery to the field. Under her leadership, the SEC Army Shared Services Center has expanded to provide more efficient support to the Army ERP programs.
Mr. Michael McClendon, Senior Adjunct, Institute for Defense Analysis
Mr. McLendon is a senior adjunct member of the research staff at the Institute for Defense Analysis, a Federally Funded Research and Development Center for the Office of the Secretary of Defense. Previously, he served as an Associate Director at Carnegie Mellon University's Software Engineering Institute (SEI) leading engagement with the Intelligence Community, federal agencies, the DoD, and state agencies engaged in the acquisition of complex software-intensive systems. He is a two-time recipient of the CMU AJ Award recognizing exceptional service. and serves on the Intelligence National Security Alliance Acquisition Management Council and Board of Directors, Georgia Informatics institute, University of Georgia.
DAU FY21 Webcasts
Tuesday June 8th 11:00 AM ET
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