Defense Acquisitions
Factors Affecting Outcomes of Advanced Concept Technology Demonstrations Gao ID: GAO-03-52 December 2, 2002The Advanced Concept Technology Demonstration (ACTD) program was started by the Department of Defense (DOD) as a way to get new technologies that meet critical military needs into the hands of users faster and less cost. GAO was asked to examine DOD's process for structuring and executing ACTDs.
Since the ACTD program was started in 1994, a wide range of products have been tested by technology experts and military operators in realistic settings--from unmanned aerial vehicles, to friend-or-foe detection systems, to biological agent detection systems, to advanced simulation technology designed to enhance joint training. Many of these have successfully delivered new technologies to users. In fact, 21 of 24 projects we examined that were found to have military utility delivered at least some technologies to users that meet military needs. Though the majority of the projects we examined transitioned technologies to users, there are factors that hamper the ACTD process. For example, (1) Technology has been too immature to be tested in a realistic setting, leading to cancellation of the demonstration; (2) Military services and defense agencies have been reluctant to fund acquisition of ACTD-proven technologies, especially those focusing on joint requirements, because of competing priorities; and (3) ACTDs' military utility may not have been assessed consistently. Some of the barriers we identified can be addressed through efforts DOD now has underway, including an evaluation of how the ACTD process can be improved; adoption of criteria to be used to ensure technology is sufficiently mature; and placing of more attention on the end phases of the ACTD process. Other barriers, however, will be much more difficult to address in view of cultural resistance to joint initiatives and the requirements of DOD's planning and funding process.
RecommendationsOur recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.
Director: Team: Phone:GAO-03-52, Defense Acquisitions: Factors Affecting Outcomes of Advanced Concept Technology Demonstrations
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Report to the Subcommittee on Readiness and Management Support,
Committee on Armed Services,
U.S. Senate:
United States General Accounting Office:
GAO:
December 2002:
DEFENSE ACQUISITIONS:
Factors Affecting Outcomes of Advanced Concept Technology
Demonstrations:
DEFENSE ACQUISITIONS:
GAO-03-52:
GAO HIGHLIGHTS:
Highlights of GAO-03-52, a report to the Subcommittee on Readiness and
Management Support, Committee on Armed Services, U.S. Senate:
DEFENSE ACQUISITIONS
Factors Affecting Outcomes of Advanced Concept Technology
Demonstrations:
Why GAO Did This Study
The Advanced Concept Technology Demonstration (ACTD) program was
started
by the Department of Defense (DOD) as a way to get new technologies
that
meet critical military needs into the hands of users faster and for
less
cost. GAO was asked to examine DOD‘s process for structuring and
executing
ACTDs.
What GAO Found
Since the ACTD program was started in 1994, a wide range of products
have
been tested by technology experts and military operators in realistic
settings”from unmanned aerial vehicles, to friend-or-foe detection
systems,
to biological agent detection systems, to advanced simulation
technology
designed to enhance joint training. Many of these have successfully
delivered new technologies to users. In fact, 21 of 24 projects we
examined that were found to have military utility delivered at least
some
technologies to users that meet military needs.
Though the majority of the projects we examined transitioned
technologies
to users, there are factors that hamper the ACTD process. For example:
* Technology has been too immature to be tested in a realistic
setting,
leading to cancellation of the demonstration.
* Military services and defense agencies have been reluctant to fund
acquisition of ACTD-proven technologies, especially those focusing on
joint
requirements, because of competing priorities.
* ACTDs‘ military utility may not have been assessed consistently.
Some of the barriers we identified can be addressed through efforts
DOD now
has underway, including an evaluation of how the ACTD process can be
improved; adoption of criteria to be used to ensure technology is
sufficiently mature; and placing of more attention on the end phase
of the
ACTD process. Other barriers, however, will be much more difficult
to
address in view of cultural resistance to joint initiatives and the
requirements of DOD‘s planning and funding process.
[See PDF for Image]
[End of Figure]
What GAO Recommends
We are recommending that DOD strengthen its criteria for assessing
the
military utility of ACTD projects; consider ways to ensure funding
is
provided for acquisitions; and have the Secretary weigh in on
decisions
on whether to transition technologies that are tested under the
program.
DOD generally concurred with the recommendations on improving
military
utility assessments and ensuring timely funding for the transition
of
successful ACTD projects. DOD partially concurred with our
recommendation on obtaining high-level concurrence on any decision
not to transition ACTD projects addressing joint requirements.
To view the full report, including the scope
and methodology, click on the link above.
For more information, contact Katherine Schinasi at (202) 512-4841
or schinasik@gao.gov.
Contents:
Letter:
Results in Brief:
Background:
Twenty-one of 24 Projects Transitioned at Least Some Technologies to
Users:
Some Factors Can Hamper the ACTD Process:
Initiatives Are Underway to Improve ACTD Outcomes:
Conclusions:
Recommendations for Executive Action:
Agency Comments and Our Evaluation:
Scope and Methodology:
Appendix I: Technology Readiness Levels and Their Definitions:
Appendix II: Comments from the Department of Defense:
Table:
Table 1: Summary of Outcomes:
Figures:
Figure 1: ACTD Process:
Figure 2: Technologies Tested in Military Operations in Urban Terrain
ACTD:
Figure 3: Illustration of Factors Influencing Outcomes:
Abbreviations:
ACTD Advanced Concept Technology Demonstration
DOD Department of Defense
GCCS Global Command and Control System
OSD Office of the Secretary of Defense
TRL Technology Readiness Level:
United States General Accounting Office:
Washington, DC 20548:
December 2, 2002:
The Honorable Daniel Akaka
Chairman
The Honorable James Inhofe
Ranking Minority Member
Subcommittee on Readiness and Management Support
Committee on Armed Services
United States Senate:
The Advanced Concept Technology Demonstration (ACTD) program was
initiated by the Department of Defense (DOD) in 1994 as a way to get
new technologies that meet critical military needs into the hands of
users faster and at less cost than the traditional acquisition process.
Under its traditional process, which takes an average of 10 to 15 years
to develop a product, DOD explores various weapon concepts, defines
what the specific weapon system will look like, refines plans through
systems development and demonstration, and then produces the equipment
in larger-scale quantities. By contrast, under the ACTD process, which
takes an average of 2 to 6 years, military operators and developers
test prototypes, which have already been developed and matured, in
realistic settings. If they find these items to have military utility,
DOD may choose to buy additional quantities or just use items remaining
after the demonstration. If users find these items do not have utility,
DOD may reject them altogether--an outcome that enables DOD to save
time and money.
A key distinction between the traditional acquisition process and the
ACTD process is that the ACTD process is intentionally set up to be
much more flexible and streamlined. Decisions to move from stage-to-
stage are less formal and the process itself is managed by a set of
guidelines, which contain advice and suggestions, as opposed to formal
directives and regulations. This was done to encourage innovation and
creativity as well as participation from the services and the defense
agencies on projects that have joint applications.
You requested that we examine DOD‘s process for structuring and
executing ACTDs, particularly with respect to DOD‘s ability to
transition promising technologies to military users. In doing so, we
reviewed 24 of the 99 projects that have been undertaken so far. Of the
24 projects reviewed, 21 had transitioned at least some technologies
found to have military utility to users as acquisition programs,
residual items, or both. Among these were the Predator and Global Hawk
unmanned aerial vehicles, devices to combat weapons of mass
destruction, weapons and equipment for use in urban combat, and various
information systems tools and decision aides.
Results in Brief:
Though the majority of the projects we examined had transitioned
technologies to users, we found that there are opportunities for DOD to
improve the ACTD process. These include (1) ensuring candidate
technologies are mature enough to be tested in a realistic setting,
military services and defense agencies sustain their commitment to
projects, especially those focusing on joint requirements, and
appropriate expertise is employed for carrying out demonstrations and
transitions; and (2) developing specific criteria to evaluate
demonstration results. Such actions would enable the ACTD process to
produce better candidates and help DOD to prevent delays and funding
gaps.
DOD recognizes that the ACTD process could be improved. In response, it
has adopted criteria that should help ensure technologies are
sufficiently mature for the demonstrations. It is strengthening
guidance so that projects can be planned and managed better. To
maximize outcomes, DOD still needs to strengthen assessments of
military utility and ensure that projects are adequately funded through
the transition. We are making recommendations to DOD to address both
issues.
In commenting on a draft of this report, DOD generally concurred with
our recommendations on improving military utility assessments and on
ensuring timely funding for the transition of successful ACTD projects.
DOD partially concurred with our recommendation on obtaining high-level
concurrence on any decision not to transition ACTD projects addressing
joint requirements.
Background:
The ACTD process is intended to be much more flexible and streamlined
than DOD‘s formal acquisition process and in turn to save time and
money. Under the ACTD program, prototypes are developed and provide
users with the opportunity to demonstrate and assess the prototypes‘
capabilities in realistic operational scenarios. From these
demonstrations, users can refine operational requirements, develop an
initial concept of operations, and determine the military utility of
the technology before deciding whether additional units should be
purchased. Not all projects are selected for transition into the normal
acquisition process. Specifically, potential users can conclude that
the technology (1) does not have sufficient military utility and that
acquisition is not warranted or (2) has sufficient utility but that
only the residual assets of the demonstration are needed and no
additional procurement is necessary. Separate technologies within one
project may even have varied outcomes.
DOD‘s traditional approach to developing and buying weapons--which
takes an average of 10 to 15 years--is marked by four phases: exploring
various weapon concepts, defining what the specific weapon system will
look like, refining plans through systems development and
demonstration, and producing the equipment in larger-scale quantities
and operating and supporting it in the field. Before a program can
proceed to each phase, defense officials review its progress to
evaluate the ability to meet performance goals and whether risk is
under control.
The ACTD process is marked by three phases: selection of the projects,
demonstration of the technologies, and residual use of prototypes and/
or the transition of them to acquisition programs if the services or
defense agencies decide to acquire more. The selection process begins
via a data call to both the research and development and warfighting
communities. The ’Breakfast Club,“ a panel of technology experts from
various organizations, reviews the potential candidates. Candidates
selected by this panel are submitted to the Joint Requirements
Oversight Council for prioritization and then to the Under Secretary of
Defense for Acquisition, Technology and Logistics for a final
selection. Decisions to move from stage-to-stage, are less formal than
the formal acquisition process, and the process is managed by a set of
Office of the Secretary of Defense (OSD) guidelines, which contain
advice and suggestions, as opposed to formal directives and
regulations. While ACTD teams are to prepare management plans for the
projects that spell out roles and responsibilities, objectives, and
approaches, these plans are supposed to be flexible, short (less than
25 pages), and high level. Figure 1 illustrates the major phases of the
ACTD process.
Figure 1: ACTD Process:
[A] This phase had been shortened for fiscal year 2003 and 2004
candidates.
[See PDF for Image]
[End of Figure]
The ACTD demonstration phase typically lasts an average of 2 to 4
years, with an added 2-year residual phase. According to OSD, this
provides ample time to develop fieldable prototypes and to allow users
to evaluate them. For less complex systems or systems that are
available quickly (e.g., commercial-off-the-shelf systems), the time
line may be significantly shorter. Similarly, for very complex systems
that require extensive integration and developmental testing, more time
may be required. A key to keeping the time frame short, according to
DOD, is beginning the demonstration with mature technology. This
prevents delays associated with additional development and rework.
The ACTD process places the highest priority on addressing joint
military needs, although some ACTDs focus on service specific
capabilities. For example, DOD has found that combat identification
systems across the services needed to be enhanced to reduce fratricide
so that systems belonging to individual services and components, and
even allies, could work together more effectively. As a result, it
undertook an ACTD project that tested new technology designed to
improve the capability of combat forces to positively identify hostile,
friendly, and neutral platforms during air-to-surface and surface-to-
surface operations. Another ACTD project was designed to demonstrate
the capability to conduct joint amphibious mine countermeasure
operations. Recently, some ACTD programs have focused on enhancing
homeland security with domestic agencies. For example, DOD is now
testing a command and control system that will allow emergency
personnel first responding to the scene of an attack to talk to each
other and have a better situational awareness.
ACTDs are funded by a variety of sources, including the office within
OSD with the oversight responsibility for the ACTD program and the
military services or defense agencies responsible for conducting the
demonstrations and/or the transitions. In fiscal year 2001, a total of
$546 million was budgeted for ACTDs--$120 million from OSD and $426
million from the services and agency partners. Participating combatant
commands provide additional resources through their support of
training, military exercises, and other resources. Funding to acquire
and maintain additional units comes from service and agency budgets.
Twenty-one of 24 Projects Transitioned at Least Some Technologies to
Users:
Of the 24 projects we reviewed, 21 transitioned at least some
technologies to users, meaning that users found that these had some
level of military utility and that a military service or a defense
agency chose to accept and fund their transition in the form of
residual assets or as an acquisition.
* For 13 of these projects, the services or agencies decided to acquire
more of the items tested, and as a result, transitioned the items into
formal acquisition programs. Two of the 13 had no residual assets in
use.
* For 8 projects, the services/agencies decided not to acquire
additional items, but to continue using the residual assets.
* Three projects had no residual assets and no acquisition planned.
However, some of these projects experienced mixed outcomes--e.g., some
technologies may have ended up in residual use while others were
acquired or rejected altogether or the lead military service may have
rejected the technology while other components decided to acquire it.
For example:
* The Counterproliferation I project consisted of a variety of
technologies, including sensors, targeting systems, and advanced
weapons, designed to find and destroy nuclear, biological, and chemical
facilities. The technologies were used in military operations in
Kosovo. For example, an improved infrared sensor that can assess bomb
damage to facilities was accepted by the Air Force as an upgrade to its
standard targeting pod. Two other technologies--a hard target-
penetrating bomb and a fuzing[Footnote 1] system--have transitioned to
production and are expected to achieve initial operational capability
in fiscal year 2003. However, the project‘s weapon borne sensor
technology did not prove to be mature enough and was dropped from the
ACTD prior to any demonstrations.
* The Link-16 project demonstrated an interoperability between the
Link-16 communications link and other variable message format systems
to improve situational awareness, interdiction, surveillance, and close
air support. No service has adopted it for formal acquisition, but some
regional combatant commanders and lower-level commands have purchased
additional systems. Since the system was not adopted across DOD, its
utility could not be optimized.
* The Military Operations in Urban Terrain project field-tested 128
items designed to enhance operations in urban environments--such as
attacking and clearing buildings of enemy troops. Of these, 32
technologies were determined to have merit and were kept as residual
items to be further evaluated. Some of these have already transitioned
or are planned for transition to acquisition programs, including a
door-breaching round, a man-portable unmanned aerial vehicle, elbow and
kneepads, explosive cutting tape, ladders, body armor, and flexible
restraining devices.
Figure 2: Technologies Tested in Military Operations in Urban Terrain
ACTD:
[See PDF for Image]
[End of Figure]
Notes: SOF Personal Equipment Advanced Requirements (SPEAR),
Unmanned Aerial Vehicle
(UAV).
Table 1: Summary of Outcomes:
Moved into acquisition
(in whole or in part): Battlefield Awareness and Data Dissemination;
Technologies to enhance sharing of intelligence and other data; Used
residuals: Adaptive Course of Action; Technologies to facilitate crisis
planning (e.g., enabling simultaneous viewing of battle plans as they
develop); No residual or acquisition: Consequence Management;
Technologies to detect and model biological warfare agents..
Moved into acquisition
(in whole or in part): Unattended Ground Sensors; Sensors to enhance
capabilities to detect, locate, identify, and report time-critical
targets; Used residuals: Common Spectral Measurement and Signature
Exploitation; Technologies to show tactical utility of measurement and
signature intelligence; No residual or acquisition: Joint Modular
Lighter; Modular causeway system.
Moved into acquisition
(in whole or in part): Counterproliferation I; Technologies to help
detect and respond to nuclear, biological, and chemical threats; Used
residuals: Information Assurance: Automated Intrusion Detection
Environment; Technologies to assess attacks on computer networks; No
residual or acquisition: Miniature Air Launched Decoy; Small air-
launched decoy system to suppress; enemy air defense systems.
Moved into acquisition
(in whole or in part): Small Unit Logistics; Software for logistics
mission planning; Used residuals: Joint Logistics; Software to support
logistics planning; No residual or acquisition: [Empty].
Moved into acquisition
(in whole or in part): Human Intelligence and Counterintelligence
Support Tools; Off-the-shelf technology to support intelligence
operations; Used residuals: Precision/Rapid Counter Multiple Rocket
Launcher; Technologies designed to facilitate strikes against North
Korean long-range artillery; No residual or acquisition: [Empty].
Moved into acquisition
(in whole or in part): Joint Countermine[A]; Technologies to facilitate
amphibious mine countermeasure operations; Used residuals: Navigation
Warfare; Jamming , antijamming, and other electronic technologies; No
residual or acquisition: [Empty].
Moved into acquisition
(in whole or in part): Military Operations in Urban Terrain;
Technologies to assist operations in urban environments; Used
residuals: Personnel Recovery Mission Software; Software to facilitate
personnel recovery operations; No residual or acquisition: [Empty].
Moved into acquisition
(in whole or in part): Predator; Medium altitude endurance unmanned
aerial vehicle; Used residuals: Link 16; Software to facilitate sharing
of tactical information across military services; No residual or
acquisition: [Empty].
Moved into acquisition
(in whole or in part): Portal Shield; Technologies to detect and
identify biological attacks on air bases or ports; Used residuals:
[Empty]; No residual or acquisition: [Empty].
Moved into acquisition
(in whole or in part): Rapid Force Projection Initiative[A]; Long-range
precision sensors, weapon systems, munitions, and digital
communications systems designed to defeat an enemy armored force; Used
residuals: [Empty]; No residual or acquisition: [Empty].
Moved into acquisition
(in whole or in part): Global Hawk; High-altitude, long endurance
unmanned aerial vehicle; Used residuals: [Empty]; No residual or
acquisition: [Empty].
Moved into acquisition
(in whole or in part): Synthetic Theater of War; Simulation
technologies to support joint training and mission rehearsals; Used
residuals: [Empty]; No residual or acquisition: [Empty].
Moved into acquisition
(in whole or in part): Combat Identification[A]; Technologies to
identify friendly and hostile forces; Used residuals: [Empty]; No
residual or acquisition: [Empty].
[A] One of three projects that did not also have residual assets in
use.
Source: GAO‘s analysis.
[End of table]
Some Factors Can Hamper the ACTD Process:
Though the majority of the projects we examined transitioned
technologies to users, we identified a range of factors that hampered
this process. Specifically:
* The technology has been too immature to be tested in a realistic
setting, leading to possible cancellation of the demonstration.
* The military services and defense agencies have been reluctant to
fund acquisition of ACTD-proven technologies, especially those focusing
on joint requirements, because of competing priorities.
* Appropriate expertise has not been employed for demonstrations and
transitions.
* Transition for software projects has not been adequately planned.
* DOD lacks specific criteria to evaluate demonstration results, which
may cause acquisition decisions to be based on too little knowledge.
At times, top-level support can overcome these barriers. But more
systemic improvements focused on transition planning and funding
commitment could reduce the need for high-level intervention. Figure 3
highlights the specific factors we identified.
Figure 3: Illustration of Factors Influencing Outcomes:
[See PDF for Image]
[End of Figure]
Technology Maturity:
Because ACTDs are often conducted during large-scale, force-on-force
military exercises, any new systems being tested must be dependable,
able to perform as intended, and available on schedule in order not to
negatively affect the exercises. As such, DOD has stressed that new
technologies proposed for ACTDs should be ’mature,“ that is, they
should have already been demonstrated to perform successfully at the
subsystem or component level.
The technology of the ACTDs in our sample was not always mature. In
some cases, problems were fairly basic, such as a technology having
inadequate power supply or being too heavy and bulky to carry out its
intended operation. In other cases, technologies had not reached a
point where they could be tested in a realistic setting, forcing users
to forego certain parts of a test. For example:
* The Joint Countermine project tested 15 technologies, including
detection systems and clearance/breaching systems. During
demonstration, users found that detection technologies had unacceptably
high false alarm rates and a mine and heavy obstacle clearing device
was simply too heavy, bulky, slow and difficult to operate remotely.
Moreover, several systems could not be demonstrated on their intended
platforms, or even associated with a suitable substitute platform.
Further, a number of critical operational sequences, such as launch/
recovery, ordnance handling, and system reconfiguration, had not been
demonstrated. As a result, only some technologies in this project have
transitioned.
* The Consequence Management project examined 15 technologies designed
to identify and respond to a biological warfare threat. During
demonstration, users found that some of the items used to collect
samples failed to operate and did not have sufficient battery
capability and that switches broke. None of the other technologies
performed flawlessly, and limitations such as size and weight made it
apparent that they were not field ready. None of the technologies from
this project entered into the acquisition process, nor did DOD continue
to use any of the residual assets.[Footnote 2]
* Technologies supporting the Joint Modular Lighter System, a project
testing a modular causeway system, failed during the demonstration
because they had not been properly designed to withstand real world sea
conditions. Consequently, the ACTD was concluded without a
demonstration.
* The Navigation Warfare project, which focused on validating
technologies for electronic warfare countermeasures, was terminated
after DOD found that some of the technologies for the project could not
be demonstrated. Some of the jamming technologies associated with this
project are still being evaluated.
The technical maturity of software is also vital to successful
demonstrations. If software is not able to work as intended, a
project‘s demonstration may be limited as a consequence. For this
reason, one ACTD operations manager stressed that software technologies
should be as mature as possible at the start of the ACTD. One ACTD
included in our review experienced problems with software immaturity
going into demonstration. Because software technologies in the
Battlefield Awareness and Data Dissemination ACTD were not mature,
certain planned exercises could not be concluded.
Before fiscal year 2002, OSD‘s guidance only generally described the
expectations for technology maturity and OSD did not use a consistent,
knowledge-based method for measuring technology maturity of either
hardware or software technologies. Specifically, OSD officials
selecting the ACTDs used simple ranking schemes to capture the degree
of technical risk after consulting with subject area experts. The
results of these efforts were not usually documented. Studies conducted
by the Congressional Budget Office in 1998 and DOD‘s Inspector General
in 1997 also found that without guidelines on how to assess maturity,
DOD officials defined mature technology in widely contrasting ways.
In the last year, OSD has changed its guidance to address this problem.
Specifically, it now requires technology maturity to be assessed using
the same criteria--technology readiness levels (TRLs)--that DOD uses to
assess technical risk in its formal acquisition programs.[Footnote 3]
This change is discussed in more detail later in this report.
Sustaining Commitment:
Although OSD provides start-up funding for ACTDs, the military services
and defense agencies are ultimately responsible for financing the
acquisition and support of equipment or other items that may result
from an ACTD. At times, however, the military services did not want to
fund the transition process. This action either slowed down the
acquisition process or resulted in no additional procurements. Projects
that were particularly affected by this reluctance included those that
tested unmanned aerial vehicles and software applications for enhancing
the performance of a system to defeat enemy artillery. In other cases,
DOD leaders stepped in to support the projects since there was a strong
need for the technology and/or an extremely successful demonstration.
For example:
* The Predator is a medium-altitude unmanned aerial vehicle used for
reconnaissance that progressed from a concept to a three-system
operational capability in less than 30 months. The Predator ACTD was
initiated in 1995. Since then, the Predator has been deployed in a
range of military operations, most recently in the war in Afghanistan.
Twelve systems, each containing four air vehicles, are being procured.
The Air Force was designated as the lead service for the ACTD, even
though it had shown no interest in this or other unmanned aerial
vehicle programs. A transition manager was never assigned to this
project. The Defense Airborne Reconnaissance Office was also reluctant
to field and support the system beyond the test-bed phase. Further, at
one point, the project almost ran out of funds before its end.
Nevertheless, the Joint Staff directed the Air Force to accept the
system from the Army and the Navy, which had acted as co-lead services
throughout the demonstration phase.
* The Global Hawk is a high-altitude unmanned aerial vehicle designed
for broad-area and long-endurance reconnaissance and intelligence
missions. It has also been successfully used in recent military
missions. The Air Force was also reluctant to fund this program.
Nevertheless, eventually the Air Force had to accept the system since
the system answered a critical need identified during the Gulf War, was
considered to be a success in demonstration, and received support from
the President, the Secretary of Defense, and the Congress.
In at least one case, the Precision/Rapid Counter Multiple Rocket
Launcher ACTD, DOD did not overcome reluctance and, in turn, missed out
on an opportunity to acquire important warfighting capabilities with
joint applications. This project successfully demonstrated improved
capability in rocket launch detection, command and control, and
counterfire necessary for countering the threat from North Korean
multiple rocket artillery with a system called the Automated Deep
Operations Coordination System (ADOCS). Following the demonstration,
the Army--the lead service for the project--decided not to formally
acquire technologies since it was pursuing a similar development
program. Moreover, the Navy, the Air Force, and the United States
Forces, Korea, have acquired and deployed their own unique versions of
the software.
The military services may not want to fund technologies focusing on
meeting joint requirements either because they do not directly affect
their individual missions and/or because there are other service-
specific projects that the services would prefer to fund. At the same
time, OSD officials told us that they lack a mechanism for ensuring
that decisions on whether to acquire items with proven military utility
are made at the joint level, and not merely by the gaining
organizations, and that these acquisitions receive the proper priority.
DOD‘s Joint Requirements Oversight Council, which is responsible for
validating and prioritizing joint requirements, plays a role in
deciding which ACTD nominees are selected for demonstration, but it
does not have a role in the transition decision process, and is not
currently concerned with transition outcomes. Moreover, no other DOD
organization appears to have been given authority and responsibility
for decisions regarding joint acquisition, integration, and support
issues.
Another factor hindering transition funding has been the lack of
alignment of the ACTD transition process with the DOD planning process.
The planning process requires the services/agencies to program funds
for technology transition long before the services/agencies assuming
transition responsibilities know whether a candidate technology is
useful to them. Consequently, at times, the services/agencies had to
find funds within their own budgets to fund the transition.
ACTD Management:
The problem of not involving the staff with the appropriate expertise
to carry out demonstrations and transition planning --in all phases of
the ACTD process--may also affect ACTD outcomes. OSD‘s guidance
recommends that ACTDs use Integrated Product Teams to organize and
conduct ACTDs. Integrated Product Teams bring together different skill
areas (such as engineering, purchasing, and finance). By combining
these areas of expertise into one team, there is no need to have
separate groups of experts work on a product sequentially. We have
reported in the past that this practice improved both the speed and
quality of the decision-making process in developing weapon systems.
[Footnote 4] Conversely, not involving the acquisition, test, and
sustainment communities precludes the opportunity for OSD to understand
during the demonstrations the significant issues that will arise after
transition. In some cases, ACTD projects did not employ a ’transition
manager“ as called for by OSD‘s guidance. This manager, working for the
service or the agency leading the demonstration, is to prepare the
transition plan and coordinate its execution. When a manager was not
designated, these duties often fell to a technical manager, who was
primarily responsible for planning, coordinating, and directing all
development activities through the demonstration. One ACTD--the Human
Intelligence and Counterintelligence Support Tools--experienced high
turnover in the ’operational manager“ position. Specifically, it had
five different operational managers over its life. The operational
manager, who represents the ACTD sponsoring command, is responsible for
planning and organizing demonstration scenarios and exercises, defining
a concept of operations for the ACTD, assessing whether the project has
military utility, and making recommendations based on that assessment.
In addition to not involving the right people, at times ACTDs simply
did not anticipate issues important to a successful transition early in
the process. OSD‘s guidance calls on teams to prepare a transition
strategy that includes a contracting strategy and addresses issues such
as interoperability, supportability, test and evaluation,
affordability, funding, requirements, and acquisition program
documentation. The guidance also suggests that the transition strategy
anticipate where in the formal acquisition process the item would enter
(e.g., low rate initial production or system development and
demonstration) or even whether the item could be acquired informally,
for example, through small purchases of commercially available
products. Specifically, the lead service has the responsibility to
determine the transition timing, nature, and funding methodology. In
two ACTDs, a transition strategy was never developed. Both of these
projects ended up transitioning only as residual assets.
The 1998 Congressional Budget Office study identified similar problems
with transition planning. The study specifically noted that while DOD
calls for each management plan to include some discussion of possible
acquisition costs, few plans did so. The Congressional Budget Office
asserted that this was probably because so little was known about a
project‘s future at its start. Even when more was known later in the
demonstration, however, plans remained sketchy.
Software Challenges:
Software technologies present special planning challenges for
transition. Because of the fast-paced nature of advanced technology, it
is critical to move software ACTD projects through the demonstration
and transition phases quickly so that they are not outdated by the time
they are acquired or integrated into existing software programs and
databases. At the same time, transition might be slowed by
incompatibilities between the operating systems and/or language of the
technologies of the ACTD candidate(s) and those of the intended host.
This can be difficult since newer applications, particularly
commercial-off-the-shelf systems, may be built to different technical
standards or use different languages or supporting programs.
It was apparent in several ACTDs that there were technical difficulties
in integrating the new technologies into their intended platforms. For
example, the Adaptive Course of Action project tested software tools
intended to enhance DOD‘s Global Command and Control System (GCCS)
specifically by facilitating near real-time collaborative joint
planning by multiple participants during crisis action planning. In
this case, transition has been slowed and may possibly not occur
because the software module cannot be easily integrated into GCCS
(partially due to its use of a different database program) and DOD has
not analyzed other functionality and security issues associated with
adding the new module. In another project, Battlefield Awareness and
Data Dissemination, which focused on providing a synchronized,
consistent battlespace description to warfighters, the transition had a
mixed outcome. One collection of software applications was successfully
transitioned to GCCS, but the transition of others was not as
successful. The software application that was successfully integrated
was an update of existing GCCS applications and the developers of the
software had good working relationships with GCCS managers. The
software that experienced problems was not as compatible.
Military Utility Assessments:
Another factor potentially affecting the outcomes of ACTDs is the lack
of specific criteria for making assessments of military utility. These
assessments evaluate the technologies of ACTD projects after the
demonstrations. It is important that OSD have some assurance that the
assessments are fact-based, thorough, and consistent, because they
provide the basis upon which the military users can base their
transition recommendations. OSD‘s guidance calls for measures of
effectiveness and performance to help gauge whether an item has
military utility. It defines measures of effectiveness as high-level
indicators of operational effectiveness or suitability and measures of
performance as technical characteristics that determine a particular
aspect of effectiveness or suitability. But the guidance does not
suggest how detailed the measures should be, what their scope should
be, or what format they should take. Consequently, we found that the
scope, content, and quality of military utility assessments varied
widely. For some of the ACTDs we reviewed, no documentation on military
utility could be found. Without more specific criteria, customized for
each ACTD, there is a risk that decisions on whether to acquire an item
will be based on unsound data.
Initiatives Are Underway to Improve ACTD Outcomes:
DOD has undertaken several initiatives to improve the ACTD process,
including adopting criteria to ensure technology is sufficiently
mature; evaluating how the ACTD process can be improved; and placing
more attention on transition planning and management (rather than on
simply the selection and demonstration phases) through additional
guidance, training, and staffing. These initiatives target many of the
problems that can hinder success; however, DOD has not addressed the
need to establish specific criteria for assessing the military utility
of each of the candidate technologies and to establish a mechanism to
ensure funding is made available for the transition.
Specifically, DOD headquarters, commands, military services, and a
defense agency have undertaken the following efforts.
* OSD has adopted the same TRL criteria for fiscal year 2003 ACTD
projects that DOD uses for assessing technical risks in its formal
acquisition programs. These criteria apply to hardware as well as
software. Adhering to this standard should help DOD to determine
whether a gap exists between a technology‘s maturity and the maturity
demanded for the ACTD. TRLs measure readiness on a scale of one to
nine, starting with paper studies of the basic concept, proceeding with
laboratory demonstrations, and ending with a technology that has proven
itself on the intended item. According to a senior OSD official,
projects must be rated at least at TRL 5 when they enter the
demonstration phase. This means that the basic technological components
of the item being demonstrated have been integrated with reasonably
realistic supporting elements so that the technology can be tested in a
simulated environment. An example would be when initial hand-built
versions of a new radio‘s basic elements are connected and tested
together. We reviewed submissions for the final 16 fiscal year 2003
ACTD candidates and found that actual and projected TRLs of each
technology ranged from 4 to 9.[Footnote 5] According to a senior OSD
official, during the review of fiscal year 2003 candidates, there were
some technologies with a TRL rating of 4 were accepted for
demonstration because the need for them was compelling.
* In early 2002, OSD reviewed the ACTD process to examine current ACTDs
for relevancy in a changing military environment and identify ways to
make sure projects are value-added as well as to enhance transition.
The results of this review included recommendations for additional
discipline and informational requirements in the ACTD candidate
selection phase, increased program management focus on the execution
phase, and more emphasis on management oversight.
* OSD has also designated a staff member to manage transition issues
and initiated a training program for future ACTD managers. This
training will emphasize technology transition planning and execution.
* To enhance future technology transitions, OSD has taken action to
better align the ACTD selection and the DOD planning and programming
process. Moreover, OSD has issued new guidance for the fiscal year 2004
ACTD candidates that calls on the gaining military or defense agencies
to identify funds specifically for the demonstration and the
transition, appoint a dedicated transition manager, and develop a
transition plan before it will approve future ACTD candidates.
* The combatant commanders, military services, and a defense agency are
also strengthening their guidance for conducting ACTDs. For example,
the U.S. European Command has updated its guidance and the U.S. Joint
Forces Command has developed detailed guidance for selecting and
managing ACTDs. Additionally, the U.S. Pacific Command has developed
definitive policies, procedures, and responsibilities for sponsoring
and co-sponsoring ACTD programs. The U.S. Special Operations Command
issued a policy memorandum for ACTD participation. The Army has begun
development of an ACTD tracking system. It is also requiring ACTD
candidate submissions to include TRL and other quantitative
information. The Air Force has drafted both a policy directive and an
instruction regarding ACTDs. The four services have begun meetings
amongst themselves to discuss and review their future ACTD candidates.
The Defense Information Systems Agency is also engaged in an effort to
improve the transition of software technologies to users of systems
such as GCCS.
Collectively, these efforts target many of the factors that can impede
the ACTD process. However, OSD has not yet taken steps to develop
specific criteria for assessing whether each of the ACTD candidates
meet military needs. More guidance in this regard, particularly with
respect to the scope and depth of these assessments and the need to
document their results, can help to make sure (1) decisions are based
on sound information and (2) items that could substantially enhance
military operations are acquired. Moreover, while OSD is requiring
services and agencies to identify funds for demonstration and
acquisition early in the process, it does not have a mechanism for
ensuring that this funding will be provided. As a result, it may
continue to experience difficulty in getting the services to fund
projects that meet joint needs but do not necessarily fit in with their
own unique plans.
Conclusions:
The ACTD process has achieved some important, positive results in terms
of developing and fielding new technologies to meet critical military
needs quickly and more cost-effectively. DOD recognizes that further
improvements are needed to increase opportunities for success. Its
efforts to strengthen assessments of technology readiness and
management controls--combined with more consistent, fact-based
assessments of military utility--should help ensure that the ACTD
program will produce better candidates. However, DOD‘s initiatives will
be challenging to implement since they require decision makers to
balance the need to preserve creativity and flexibility within the ACTD
process against the need for structure and management control.
Moreover, to fully capitalize on the improvements being made, DOD needs
to ensure that the services sustain their commitment to projects,
especially those shown to meet critical joint military needs. This will
also be a challenge because it will require DOD to overcome the
services and agencies‘ cultural resistance to joint initiatives and its
lack of a programming and funding process for joint acquisitions. A
place to make a good start in this regard may be to require the
services and agencies to designate funding for ACTD transition
activities and to have the Secretary of Defense weigh in on decisions
on whether to continue to acquire technologies that are tested and
proven under the ACTD program.
Recommendations for Executive Action:
To ensure that transition decisions are based on sufficient knowledge,
we recommend that the Secretary of Defense develop and require the use
of specific criteria for assessing the military utility of each of the
technologies and concepts that are to be demonstrated within each ACTD.
The criteria should at a minimum identify measurement standards for
performance effectiveness and address how results should be reported in
terms of scope, format, and desired level of detail.
To ensure funding of the transition and its aftermath, we recommend
that the Secretary of Defense explore the option of requiring the
services or defense agencies to develop a category within their budgets
specifically for ACTD transition activities, including procurement and
follow-on support.
To ensure that transition decisions reflect DOD‘s priorities, we
recommend that the Secretary of Defense require that the lead service
or defense agency obtain the concurrence of the Secretary‘s designated
representative on any decision not to transition an ACTD that is based
on joint requirements and determined to be militarily useful.
Agency Comments and Our Evaluation:
In commenting on a draft of this report, DOD generally concurred with
the first two recommendations and outlined the actions to be taken to
(1) define ACTD measurement standards and reporting formats for
military utility assessments, and (2) work with the services to enhance
their ability to enable follow-on transition and support of ACTD
products. DOD partially concurred with our recommendation on the
transition of militarily useful technology intended to address joint
requirements. DOD stated that it would work to provide more information
to the Joint Staff on specific ACTD results and evaluate quarterly
meetings between the service acquisition executives and the Under
Secretary of Defense for Acquisition, Technology and Logistics as a
possible forum to raise issues on specific ACTDs. These actions may not
address the intent of the recommendation, which is to provide the joint
warfighter the opportunity to influence the DOD‘s investment decisions.
The ACTD program offers a good opportunity in the DOD acquisition
system to evaluate equipment and concepts in the joint warfighting
environment. However, while ACTDs often start based on a joint
requirement, that perspective and priority may change when it comes to
transition issues. For the DOD actions to effectively address this
condition, the joint perspective should be more effectively represented
in ACTD transition issues. DOD‘s comments are reprinted in appendix II.
Scope and Methodology:
Between fiscal year 1995 and 2002, DOD initiated 99 ACTDs. As we began
our review, 46 of these had completed their demonstration phase or had
been canceled. We reviewed 24 of these in detail. We could not review
the remainder to the same level of detail because their military
utility assessments were incomplete or not available and because we did
not choose to present information on those projects that were highly
classified. To assess the results of the completed ACTDs, we examined
each project‘s military utility assessment documents, final program
reports, lessons learned reports, and other pertinent ACTD documents,
such as the program acquisition strategies. We interviewed operational
and technical managers and other knowledgeable program officials at the
unified combatant commanders, defense agencies, and the services to
discuss the phases of each ACTD project and its transition status.
Specifically, we interviewed officials at the Science and Technology
Office of the United States Pacific Command, Camp Smith, Hawaii; the
European Command, Stuttgart, Germany; the Central Command, Tampa,
Florida; the Special Operations Command, Tampa, Florida; the Joint
Forces Command, Norfolk, Virginia; the Air Combat Command, Hampton,
Virginia; the Army Training and Doctrine Command, Hampton, Virginia;
and the Marine Corps Warfighting Lab, Quantico, Virginia. We also
contacted ACTD officials at the Program Executive Office of the Air
Base and Port Biological Program Office, Falls Church, Virginia; the
Defense Information Systems Agency, Falls Church, Virginia; the Defense
Advanced Research Projects Agency, Arlington, Virginia; the Defense
Threat Reduction Agency, Fort Belvoir, Virginia; and the Defense
Intelligence Agency, Arlington, Virginia.
To determine the factors that affected the transition outcomes of
completed ACTD projects, we met with the operational and technical
managers for each ACTD as well as other knowledgeable program officials
and the designated ACTD representatives from each of the services. We
compared information gathered on the individual ACTDs to discern those
factors that were salient in a majority of the cases. In order to
better understand ACTD program guidance, funding, and management that
can affect transition outcomes, we spoke with relevant officials within
the office of the Deputy Undersecretary of Defense, Advanced Systems
and Concepts (DUSD (AS&C)), including staff responsible for funding and
transition issues, and the Executive Oversight Manager for each ACTD.
We also discussed ACTD management and transition issues with
representatives of the DUSD (AS&C), Comptroller; the Joint Staff; and
the Director, Defense Research and Engineering; the Defense Advanced
Research Projects Agency; and the Defense Information Systems Agency.
We did not conduct a detailed review of the users‘ acceptance or
satisfaction with the items of the ACTD process.
We conducted our review between October 2001 and October 2002 in
accordance with generally accepted government auditing standards.
We are sending copies of this report to the Chairmen and Ranking
Minority Members of the Subcommittee on Defense, Senate Committee on
Appropriations; the House Committee on Armed Services; and the
Subcommittee on Defense, House Committee on Appropriations; and the
Secretaries of Defense, the Army, the Navy, and the Air Force. We are
also sending copies to the Director, Office of Management and Budget.
In addition, this report will be made available at no charge on the GAO
Web site at http://www.gao.gov.
If you or your staff have questions concerning this report, please
contact me at (202) 512-4841. Others who made key contributions to this
report include William Graveline, Tony Blieberger, Cristina Chaplain,
Martha Dey, Leon Gill, and Nancy Rothlisberger.
Katherine V. Schinasi
Director, Acquisition and Sourcing Management:
Signed by Katherine V. Schinasi:
[End of section]
Appendix I: Technology Readiness Levels and Their Definitions:
[End of section]
Technology readiness level: 1. Basic principles observed and reported.;
Description: Lowest level of technology readiness. Scientific research
begins to be translated into applied research and development. Examples
might include paper studies of a technology‘s basic properties.
Technology readiness level: 2. Technology concept and/or application
formulated.; Description: Invention begins. Once basic principles are
observed, practical applications can be invented. The application is
speculative and there is no proof or detailed analysis to support the
assumption. Examples are still limited to paper studies..
Technology readiness level: 3. Analytical and experimental critical
function and/or characteristic proof of concept.; Description: Active
research and development is initiated. This includes analytical studies
and laboratory studies to physically validate analytical predictions of
separate elements of the technology. Examples include components that
are not yet integrated or representative..
Technology readiness level: 4. Component and/or breadboard.; Validation
in laboratory environment.; Description: Basic technological
components are integrated to establish that the pieces will work
together. This is relatively ’low fidelity“ compared to the eventual
system. Examples include integration of ’ad hoc“ hardware in a
laboratory..
Technology readiness level: 5. Component and/or breadboard validation
in relevant environment.; Description: Fidelity of breadboard
technology increases significantly. The basic technological components
are integrated with reasonably realistic supporting elements so that
the technology can be tested in a simulated environment. Examples
include ’high fidelity“ laboratory integration of components..
Technology readiness level: 6. System/subsystem model or prototype
demonstration in a relevant environment.; Description: Representative
model or prototype system, which is well beyond the breadboard tested
for technology readiness level (TRL) 5, is tested in a relevant
environment. Represents a major step up in a technology‘s demonstrated
readiness. Examples include testing a prototype in a high fidelity
laboratory environment or in a simulated operational environment..
Technology readiness level: 7. System prototype demonstration in an
operational environment.; Description: Prototype near or at planned
operational system. Represents a major step up from TRL 6, requiring
the demonstration of an actual system prototype in an operational
environment, such as in an aircraft, vehicle or space. Examples include
testing the prototype in a test bed aircraft..
Technology readiness level: 8. Actual system completed and ’flight
qualified“ through test and demonstration.; Description: Technology has
been proven to work in its final form and under expected conditions. In
almost all cases, this TRL represents the end of true system
development. Examples include developmental test and evaluation of the
system in its intended weapon system to determine if it meets design
specifications..
Technology readiness level: 9. Actual system ’flight proven“ through
successful mission operations.; Description: Actual application of the
technology in its final form and under mission conditions, such as
those encountered in operational test and evaluation. In almost all
cases, this is the end of the last ’bug fixing“ aspects of true system
development. Examples include using the system under operational
mission conditions..
[End of table]
[End of section]
Appendix II: Comments from the Department of Defense:
ACQUISITION, TECHNOLOGY AND LOGISTICS:
OFFICE OF THE UNDER SECRETARY OF DEFENSE:
3000 DEFENSE PENTAGON WASHINGTON, DC 20301-3000:
November 27, 2002:
Ms. Katherine V. Schinasi:
Director, Acquisition and Sourcing Management U.S. General Accounting
Office:
441 G. Street, N.W. Washington, DC 20548:
Dear Ms. Schinasi:
This letter provides a modification to the enclosure of my letter dated
November 14, 2002 which was the Department of Defense (DoD) response to
the GAO Draft Report ’DEFENSE ACQUISITIONS: Factors Affecting Outcomes
of Advanced Concept Technology Demonstrations,“ dated October 29, 2002.
Based on our coordination and your modifications to the subject Draft
Report, I have modified my response to Recommendation 1 from ’partially
concur“ to ’concur.“ My action officer for this effort is Mr. Ben
Riley, (703) 602-06983, ben.riley@osd.mil:
Sincerely,
SUE C. PAYTON
Deputy Under Secretary of Defense (Advanced Systems &
Concepts):
Signed by Sue C. Payton:
ACQUISITION, TECHNOLOGY AND LOGISTICS:
OFFICE OF THE UNDER SECRETARY OF DEFENSE:
3000 DEFENSE PENTAGON WASHINGTON, DC 20301-3000:
November 14, 2002:
Ms. Katherine V. Schinasi:
Director, Acquisition and Sourcing Management U.S. General Accounting
Office:
441 G. Street, N. W. Washington, DC 20548:
Dear Ms. Schinasi:
This is the Department of Defense (DoD) response to the GAO Draft
Report ’DEFENSE ACQUISITIONS: Factors Affecting Outcomes of Advanced
Concept Technology Demonstrations,“ dated October 29, 2002 (GAO Code
120105).
The DoD has reviewed the draft report and partially concurs with
Recommendations 1 and 3 and concurs with Recommendation 2. Specific
comments for each recommendation are enclosed. My action officer for
this effort is Mr. Ben Riley, (703) 602-0683, ben.riley@osd.mil
SUE C. PAYTON
Deputy Under Secretary of Defense (Advanced Systems &
Concepts):
Signed by Sue C. Payton:
Enclosure:
GAO DRAFT REPORT DATE OCTOBER 29, 2002 GAO CODE120105/GAO-03-52:
’DEFENSE ACQUISITIONS: FACTORS AFFECTING OUTCOMES OF ADVANCED CONCEPT
TECHNOLOGY DEMONSTRATIONS“:
DEPARTMENT OF DEFENSE COMMENTS TO THE RECOMMENDATIONS:
RECOMMENDATION 1: The GAO recommended that the Secretary of Defense
develop and require the use of criteria for assessing the military
utility of the technologies and concepts that are to be demonstrated
within each Advanced Concept Technology Demonstration (ACTD). The
criteria should at a minimum identify measurement standards for
performance effectiveness and address how results should be reported in
terms of scope, format, and desired level of detail. (p. 17/GAO Draft
Report):
DOD Response: Partially Concur. The Deputy Under Secretary of Defense
for Advanced Systems and Concepts (AS&C) is working with, and will
continue to work with, the participants of each ACTD to define, prior
to the program initiation a clear set of measurement standards for
performance effectiveness. This effort will also identify the
appropriate reporting formats including scope and level of detail for
these programs. These standards will be vetted with the appropriate
Lead Service, User Sponsor and Transition Manager for each individual
ACTD. Recognizing the range and variability of ACTDs and the topics
they address, however, will make it difficult to develop a single
measurement standard. The performance standards for each ACTD will be
unique. However, it is critical that these standards be identified up
front and that all ACTD participants be aware of them and their
function as a key metric in defining the military utility of the
components of each ACTD. Additionally, AS&C expanded partnerships with
Service testing and evaluation centers during the demonstration
process. These centers bring recognized expertise with military utility
assessment processes and reports. Drawing on this experience, AS&C will
develop assessment templates to methodically capture and catalog
results of demonstrations.
RECOMMENDATION 2: The GAO recommended that the Secretary of Defense
explore the option of requiring the Services and defense agencies to
develop a category within their budgets specifically for ACTD
transition activities, including procurement and follow-on support. (p.
17/GAO Draft Report):
DOD RESPONSE: Concur. The Deputy Under Secretary of Defense (Advanced
Systems and Concepts) will, in coordination with the Under Secretary of
Defense (Acquisition, Technology and Logistics) continue to coordinate
with Services and defense agencies to develop funding strategies to
support follow on transition and support of ACTD products which have
demonstrated military utility during field exercises and actual
operations. As an initial effort, the Deputy Under Secretary of Defense
(Advanced Systems and Concepts) has adjusted the OSD funding
contribution for execution of an:
ACTD to focus on the first two years of the program. This, in theory,
allows Services and defense agencies to adjust their out year Program
Objective Memoranda and budgets to more adequately fund the latter
portion of an individual ACTD.
RECOMMENDATION 3: The GAO recommended the Secretary of Defense require
the lead service or defense agency obtain the concurrence of the
Secretary‘s designated representative on any decision not to transition
an ACTD that is based on joint requirements and determined to be
militarily useful. (p. 17/GAO Draft Report):
DOD RESPONSE: Partially concur. The Deputy Under Secretary of Defense
for Advanced Systems and Concept will enhance coordination with the
Joint Staff in order to provide more comprehensive feedback on the
performance of specific ACTDs and the merits of the ACTD components to
enhance specific joint warfighting issues and requirements.
Additionally the Under Secretary of Defense for Acquisition, Technology
and Logistics currently conducts quarterly meetings with Service
Acquisition Executives to review specific aspects of the ACTD program.
This forum will be evaluated as a venue to bring forward issues
regarding both the performance of and transition of specific ACTD
programs and products.
The Department of Defense provided written comments on a draft of our
report. In a
November 27, 2002, letter DOD modified its comments from ’partially
concur“ to ’concur“ with our recommendation 1.
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FOOTNOTES
[1] These systems typically recognize or detect targets, initiate
detonation, and determine the direction of detonation.
[2] However, this ACTD did produce a published concept of operations
for both units involved in the demonstrations, the Technical Escort
Unit and the Chemical-Biological Incident Response Force. In addition,
this ACTD provided the first opportunity for these units to work
together and demonstrated the ability of DOD units to integrate with
other federal, state, and local agencies.
[3] See U.S. General Accounting Office, Best Practices: Better
Management of Technology Development Can Improve Weapon System
Outcomes, GAO/NSIAD-99-162 (Washington, D.C.: July 30, 1999).
[4] See U.S. General Accounting Office, Best Practices: DOD Teaming
Practices Not Achieving Potential Results, GAO-01-510 (Washington,
D.C.: Apr. 10, 2001).
[5] See appendix I for a description of TRLs. A single ACTD candidate
could be comprised of multiple technologies assessed at different
readiness levels. We have found that a TRL of 7 at the state of product
development indicates a low risk for cost and schedule increases.
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analyses, recommendations, and other assistance to help Congress make
informed oversight, policy, and funding decisions. GAO‘s commitment to
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expanding archive of older products. The Web site features a search
engine to help you locate documents using key words and phrases. You
can print these documents in their entirety, including charts and other
graphics.
Each day, GAO issues a list of newly released reports, testimony, and
correspondence. GAO posts this list, known as ’Today‘s Reports,“ on its
Web site daily. The list contains links to the full-text document
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