FINANCIAL ANALYSIS OF COMMERCIAL TRAINING SIMULATION SERVICE (CTSS) CONTRACTS

Stephen I. Robertson

L-3 Communications Corporation

Link Simulation and Training Division

Arlington, Texas

The US Air Force recently awarded CTSS contracts under FAR Part 12 for flight simulator training for F-15 and F-16 pilots and AWACS combat crewmembers using contractor-owned training systems. Under CTSS, the contractors invest up-front to deploy the training systems and are paid monthly for the number of hours that these systems are available for training. The contractors are expected to amortize their up-front investment over the initial years of the contract and to upgrade and support the training systems for up to fifteen years. The concept of CTSS was developed for the Air Force’s Distributed Mission Training (DMT) program. DMT is a training philosophy that focuses on creating distributed virtual environments (DVE’s) at Air Force combat wings around the world. These DVE’s enable the diverse elements of the aerial warfare team to train together at home station through local and wide area networks. The CTSS approach is designed to establish long-term relationships with contractors, which the Government believes will result in better training, reduced government oversight, and more flexibility in fielding and upgrading training systems. CTSS contractors are faced with new challenges in funding and selling this acquisition strategy to their shareholders. The large up-front investment needed to deploy the training systems, the length of time required to recover the investment, and the uncertainty of the annual funding that sustains service contracts poses significant business challenges. To determine if a CTSS contract is a viable investment, sophisticated financial analysis must be done to balance risk and return against other business opportunities. If this new acquisition strategy is to be a long-term success, it must be fully embraced throughout the defense contracting community as a viable alternative to existing contracting methods. This paper discusses the history of CTSS, how businesses evaluate potential opportunities, CTSS financial planning, and the business issues raised by the CTSS approach.

This paper is available on the 2001 I/ITSEC CD ROM.
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USE OF COMMERCIAL SERVICES CONTRACTS IN THE DISTRIBUTED MISSION TRAINING PROGRAM

Colonel Michael P. Chapin

J. David Schairbaum

Revolutionizing Training Division

Training Systems Product Group

Wright-Patterson AFB OH

The USAF's Distributed Mission Training (DMT) program is using a new acquisition strategy known as Commercial Training Simulation Services (CTSS) for the program’s first three simulator contracts. Under this concept, simulators are built, owned, and maintained by the contractor while the government buys services (trainer time) instead of buying the device/hardware and software. The contractor is responsible for all trainer long-term logistics aspects as well as implementing technology upgrades and trainer concurrency to match the latest aircraft configuration. This acquisition strategy was implemented to support program/customer requirements and funding considerations. The execution of this strategy has led to some unforeseen circumstances. Funding problems have occurred that directly and indirectly impact the strategy. When evaluating the usefulness of CTSS, it's important to distinguish which problems are the result of the strategy, and which problems are a result of funding issues. It is also important to identify which problems would have happened had a more traditional acquisition strategy been employed. This paper will describe the genesis of the CTSS strategy, document the problems/changes and lessons learned to date, and differentiate between acquisition strategy anomalies and funding problems.

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THE BENEFIT AND COST OF CIVILIAN SATELLITE TRAINING: A CASE STUDY

Captain M. Lane Gilchrist, Jr.

740th Missile Squadron

Minot Air Force Base, North Dakota

Major Steven F. Gottschalk

Headquarters Air Education and Training Command, Plans and Programs Directorate

Randolph Air Force Base, Texas

The ability to provide adequate, efficient, and cost-effective Air Force satellite training is key in the Air Force’s ever-shrinking budget. A growing reliance on space assets in both the defense and commercial sectors makes providing effective training essential. Satellite training for the military has undergone many changes since the launch of the first satellites in the 1950s. The predominant approach to satellite command and control training in the Air Force currently consists of military instructors providing training to other military members that will command and control their respective satellite systems. Using the Milstar satellite command and control training program as a case study, this paper evaluates the benefits and tradeoffs of a civilianized training cadre. It is our premise that a mixed cadre of civilian and military instructors can provide adequate, efficient, and cost-effective satellite training at a cost-benefit to today’s current training programs.

A contracted civilian instructor cadre provided the initial Milstar satellite command and control training. Since the training program changed to a military instructor cadre in 1995, the training program serves as the ideal case study to investigate the benefits of civilian, military, and combined civilian and military training. After describing the case study and comparing the Milstar satellite command and control training conducted by contractor and military instructor cadres, this paper uses the case study findings to recommend procedures and processes for building better training for all organizations operating satellite systems. Developing a cost-effective and efficient satellite command and control training program will result in highly qualified satellite operators who provide seamless, safe, and efficient satellite operations.

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REDUCING TIME TO TRAIN FOR NAVAL AVIATORS AND IMPROVING WARFIGHTING READINESS USING INNOVATIVE COMMERCIAL

Captain Glenn J. Pittman,

USN (Ret) Acton Burnell, Inc.

Alexandria, Virginia

For six years, the Naval Aviator Production Process (NAPP) had failed to produce enough first tour aviators to meet fleet squadron requirements. This shortfall resulted in extended tours of duty for current aviators and created a backlog of extra officers in the aviation training program that negatively impacted aviation readiness. To address these concerns, the Navy initiated the Naval Aviator Production Process Improvement (NAPPI) project. The overall goals of NAPPI are to reduce Naval Aviator time-to-train by 33 percent, to significantly increase the number of pilots and Naval Flight Officers (NFOs) sent to operational forces, and to install an ongoing management process.

NAPPI is a three-year program that began in 1998. The scope of the NAPPI effort comprises the entire “Street-to-Fleet” training continuum and extends from the new aviators commissioning to their assignment to their first fleet squadron. In addition to a hierarchical management structure, it incorporates an inclusive metrics package and best of commercial practices production management methodology.

NAPPI was awarded 6 of the first 8 Revolution in Business Affairs (RBA) “Beacon Awards” established by the Secretary of the Navy. Under Secretary of the Navy Hutlin noted:

“Even though you are only mid-point into a three-year program, your team has already taken significant action towards resolving deficiencies. An essential element in this process has been the development of realistic and robust metrics, which allow the opportunity to predict rather than react to changes in the training environment. ”

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CHANGING CULTURE THROUGH TECHNOLOGY: REENGINEERING THE WARFIGHTER'S MAINTENANCE TRAINING CONTINUUM

Jerry W. McLemore

Naval Aviation Maintenance Training Group

Pensacola, Florida

Linda J. Brent, Ed. D., Director, L3 Communications

Link Simulation and Training

Orlando, Florida

In the early 1990s, the Navy's Aviation Maintenance community began reengineering their training processes to provide a definitive training continuum that integrates fleet and schoolhouse resources while systematically infusing technology into the maintenance-training continuum. The result of this "reengineering"process is the Aviation Maintenance Training Continuum System (AMTCS) Program, an integrated training system of hardware, software and training management tools specifically designed to capitalize on current technology capabilities while providing for future growth to maintain currency. A primary goal of the AMTCS Program is to use leading edge technology to provide quality training materials to support “Just-in-Time” training throughout an individual Sailor’s/Marine's career. This is accomplished by managing training through: a) the development of master task lists that incorporate data by individual skill and knowledge requirements necessary to maintain specific platforms/systems or execute the duties required of specific billets; b) an assessment tool to evaluate individual cognitive capabilities; c) training data to support task remediation; and (d) a comprehensive training management concept. This training system has been implemented in several weapon systems communities and is in the process of implementation in other communities. Its impact on the readiness and war fighting capabilities of the personnel served is being documented.

This paper will focus on several key aspects of the AMTCS Program. First, it will describe the programmatic complexities experienced in implementing a large-scale training system that significantly modifies the current Navy/Marine Corps aviation maintenance training culture. Second, it will define the key elements of the training system and the unique implementation requirements for the system. Third, it will describe specific lessons learned relative to cost, schedule, and system implementation based on its integration across multiple weapons platform communities. Lastly, it will describe the evaluation metrics collected during the initial implementation phase of the program and the programmatic and policy implications for future technology infusion initiatives.

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BUILDING SIMULATION CENTERS FOR SLOVAKIA

Colonel Miroslav Liska

Military Academy of the Slovak Republic

Liptovsky Mikulas, Slovak Republic

Ben Blood

Science Applications International Corporation

Orlando, Florida

The US Government’s Partnership for Peace (PfP) program targets primarily Central and Eastern European countries and provides US funds for these countries to use to enhance their interoperability with US and Allied nations. PfP member countries can only use these PfP funds on approved projects that improve interoperability. Modeling and Simulation fits the very limited scope for PfP grants, and this has come to fruition in the building of Simulation Centers for various Eastern European countries through the STRICOM/ADST II contract. The work in the Slovak Republic has followed this plan, using primarily US grant money, with additional host nation funds as available.

This paper is a follow-on to last year’s paper on Building Simulation Centers for NATO and PfP Countries. Last year’s paper focused on the process for initiating such work and the establishment of a Simulation Center in the Czech Republic. This paper will briefly review the initiation process, but will focus more on the establishment of two Simulation Centers in the Slovak Republic. It will show how the lessons learned in the Czech Republic were applied in the building of Slovak Simulation Centers. It will also add new lessons learned based on the unique aspects of this project.

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PROGRAM MANAGEMENT USING TOC AND CCM –A REVIEW OF THE NAVY E-2C/C-2A OPERATIONAL FLIGHT TRAINER PROGRAM

Bart Scherschel, CAE USA

Simulation Products

Tampa, Florida

Just over two years ago we at CAE USA (formerly BAE SYSTEMS Flight Simulation and Training) began implementing a methodology based on the Theory Of Constraints (TOC) and Critical Chain Management (CCM). Dr. Eli Goldratt of the Avraham Y. Goldratt Institute has popularized the core idea in TOC and CAE USA has taken these methodologies, expanded upon them, and applied them to the development and production of flight simulation and training devices. One of the first programs was the US Navy E-2C/C-2A Operational Flight Trainers. The E-2C program took a bold step into this new Project Management technique by using TOC to estimate duration, scheduling, progress tracking, and resource allocation. This paper will discuss the process in getting the program “on the drum ”, new tools and techniques developed, successes, failures, and experiences gained through the life cycle of this program.

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JOINT TRAINING INFORMATION MANAGEMENT SYSTEM (JTIMS) PROVIDING ACCESS TO COMMON DATA

The Joint Training Management Information Management System (JTIMS) provides the automated support for the joint training community to fully implement the Chairman, Joint Chiefs of Staff directed Joint Training System. The foundation of this software is a web-based, common database structure used to capture scheduled activities of US Forces, joint training events, exercises, experiments and, potentially, joint operations. Data elements are selected using the military organization’s Unit Identification Code (UIC), which allows for rapid identification of US forces down to and including unit level of detail. This capability allows commanders at all levels, up to and including the combatant commanders, to graphically see the activities of subordinate units, linked to mission based requirements defined in Joint Mission Essential Tasks. This in turn could enable commanders and resource providers to identify the resources required to fully train US forces, as well as measure performance. As described in the Joint Training Master Plan and the Joint Training Manual. The JTIMS Program Policy, Oversight, and Funding is provided by the Operational Plans and Joint Force Development Directorate, J-7, Joint Doctrine, Education, and Training Division. A JTIMS Configuration Management Board (CMB), convenes annually representing the Unified Commands, Services, CSAs, and Joint Staff to ensure user level input to the JTIMS program.

The ultimate goal of this tool is to provide the Department of Defense, at all echelons, the ability to identify forces required for mission execution, and then to identify, allocate, and track resources required to train, organize and equip those forces, including lessons learned on improving performance. This goal cannot be fully realized without either an agreement throughout DoD to use the same data structure, or an efficient import/export capability within and between the myriad organizations in the Department. Central to this premise is the principle that data should be entered only once, and once entered should be available to all users needing that data. While technology certainly supports this capability the reality is that no architecture exits to integrate the numerous legacy policies, procedures, and disciplines making it impossible in practice. The long-range vision of JTIMS lays out the issues associated with developing a truly integrated common database by 2020.

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Innovative Application of Joint Training System Methodology to Enhance Naval Aviation Warfighting Readiness

Captain Thomas J. Donovan, USN (Ret)

Acton Burnell, Inc.

Alexandria, Virginia

Navy Aviation readiness is directly correlated to training. Training requirements are detailed in the Training and Readiness Matrices (T&RM) of The Aviation Training and Readiness Instruction. The T&RM contain a list of readiness points per training event. To reach a desired level of readiness, aviators and squadrons successfully complete T&RM events.

The Joint Training System (JTS) is the principal tool used to ensure national readiness. JTS is comprised of four phases: requirements, plans, execution and assessments. The joint training community uses the system to identify training requirements; develop training plans; and execute, evaluate, and assess joint training events. The Joint Training Information Management System (JTIMS) automates the four phases of the JTS and contains an integrated database.

The Navy has established policy that facilitates the linkage between the JTS and the planning, conducting, assessing and evaluating of training. The Navy also established operational capabilities for Carrier Battle Groups (CVBG) to support Warfighting Commanders that link to the JTS. The mission essential tasks, set forth in operational templates associated with the CVBG operational capabilities, are contained in the JTIMS Requirements Module software.

The challenge facing Naval Aviation at the squadron level was its ability to comply with Navy Policy and link the JTS and CVBG operational capabilities with a squadron’s daily flight operations and the execution of multiple T&RM events. Recently, this challenge was met using JTS concepts and JTIMS software in an innovate way to develop 16 type/model/series communities’ operational templates and mission essential tasks, linked to Navy policy, CVBG operational capabilities and squadron level training events.

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ARE THE BENEFITS OF WEB BASED ASYNCHRONOUS TRAINING REAL?

Maj. Rich Remington*, Desiree Tryloff**, and Maj. Michele Gaudreault*

*Dept. of Systems Acquisition, Air Force Institute of Technology,

Wright-Patterson AFB, Ohio

**Logicon TASC, Fairborn, Ohio

The purpose of this paper is to report on the demonstrated success the Systems Acquisition School of the Air Force Institute of Technology (AFIT/SAS) has realized in the implementation of web-based instruction. Following five years of experience, the school has gathered the requisite metrics to support current DOD Directives in the implementation of web-based instructional technology. In this paper, we share our successes and lessons learned in evolving this technology.

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WEB BASED REUSABLE MEDIA REPOSITORY

Bruce O. Bare, Chief of Naval Education and Training, CIO, Deputy Business Operations,

Pensacola, FL

H. Dewey Kribs, Ph D. , Instructional Science and Development, Inc. Pensacola, FL

Many education and training institutions have acquired a considerable volume of Interactive Multimedia Instruction (IMI). Ideally, this investment would be exploited by reusing and repurposing IMI elements whenever possible. Unfortunately, a dearth of tools for management, sharing and re-purposing has thwarted this goal. The Media Repository was conceived to address this shortfall. The Media Repository is a web-based system, that allow users to search and access media assets across diverse, geographically distributed databases. It is an outgrowth of experience gained by the Naval Aviation Maintenance Group with a CD based graphics management system. Development has been funded by the Naval Air Systems Command Small Business Innovation Research program.

One of the most fundamental design requirements for the Media Repository was ease of use. This requirement was satisfied, in part, through the use of an interface that virtually all users will be familiar with; the Web Browser. Additionally, the familiar metaphor of the e-commerce shopping cart is employed to allow users to select the media object they wish to acquire. Searching for and discovering appropriate media objects is facilitated by the use of standardized metadata and keywords.

Although, the media repository is accessible through centralized Web sites, there is no requirement to maintain a single, centralized data repository. The Media Repository is based on a distributed architecture is which the user interacts with a web site which then distributes queries throughout a diverse network of participating repositories. This design allows local management and control of individual repositories, preserving rights of ownership, security and control over access to repository data.

The Media Repository architecture consists of three tiers that provide for a highly scalable, distributed architecture. As with any dynamic system, the design of the Media Repository has been an evolutionary journey and will continue to be so. These new evolutionary functions are also discussed. The Multimedia Repository is currently being adapted to conform to SCORM (Sharable Content Object Reference Model ) metadata specifications. Because of flexibilities inherent in the original design, migrating existing database content to SCORM compliance is a relatively simple process. Current projections call for the migration of over 30, 000 raw media objects by December 2001.

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LESSONS LEARNED IN IMPLEMENTING SIMULATION-BASED DECISION SUPPORT

Sarah Aust

Science Applications International Corporation

Spanish Fork, Utah

Scott Dunlap

Naval Air Systems Command Naval Air Warfare Center Training Systems Division

Orlando, Florida

Russ McNair

CIO Business Operations, Chief of Naval Education and Training

Pensacola, Florida

The staff of the Chief of Naval Education and Training (CNET) is working to develop and implement simulation-based decision support processes for the enterprise. This capability will streamline critical training support processes and eliminate data redundancy, resulting in improved utilization of resources. This paper will describe the approach CNET analysts have used to improve decision support capability through simulation, data warehousing, and web-enabled technology. This integrated approach provides a standard methodology that can be replicated throughout Navy organizations, improving decision support processes, and reducing future resource requirements.

While great progress has been made in the application of information technology to decision making for Navy training, the implementation of narrowly focused applications has resulted in a whole new set of problems and challenges. Multiple systems, implemented independently, meant data redundancy and lack of integration across the enterprise. Many of these systems contained the same data elements, but with different values, leaving managers searching for ground-truth information for decision-making.

The ability to access quality data is a major obstacle in building simulation-based decision support capability. Since most processes cross functional boundaries, the data required to create simulation models is frequently found in multiple data sources that were never meant to connect outside the application. Other data required for development of business simulations, such as processing times and resource allocations, is simply not captured anywhere. Data warehouse technology became critical for addressing the data migration problem. The challenge was how to seamlessly integrate multiple data sources contained in these many systems.

Through the use of a well-defined architecture, structured methodology, web-based data mart development, and simulation technology, CNET analysts and information technologists are building decision support capability to greatly enhance training support processes and systems. A hybrid approach using structured High-Level Architecture (HLA) data modeling techniques and rapid prototyping provided timely answers while maintaining the necessary structure to capture data for knowledge sharing and reuse. The standard methodology incorporated and lessons learned described in this paper will be beneficial to any organization attempting to build simulation-based decision support capability in today’s dynamic environment.

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OPERATIONAL SAFETY, SUITABILITY AND EFFECTIVENESS: A NEW APPROACH TO SYSTEM ASSURANCE AND CERTIFICATION OF GROUND BASED TRAINING SYSTEMS

Jacqueline S. Townsend

Aeronautical Systems Center

Wright Patterson Air Force Base, OH

With the lack of a consistent, disciplined engineering process emerging as a common theme in a few, isolated aircraft incidents and mishaps, Secretary of the Air Force and Chief of Staff of the Air Force directed expeditious publication of an Operational Safety, Suitability, and Effectiveness (OSS&E) policy. The policy was developed to ensure technical discipline in the development and sustainment of Air Force weapon systems as well as assigning clear responsibility and accountability of the system design. The recent publication of OSS&E policy clearly illustrates the priority of maintaining a technically superior, active and ready fleet for our warfighter. If our systems don’t meet our customers’ operational requirements, we fail. OSS&E ensures the safety of our warfighters, the suitability of our systems and the effectiveness of our missions, all in support of warfighter readiness. Until recently, this policy has specifically focused on air, electronic, munitions and space systems; however ground based systems, including training systems and simulators, are essential elements of our air and weapon systems. As part of the OSS&E implementation plan, our systems proceed through six implementation levels to effectively reach total OSS&E compliance. From identifying responsible personnel to conducting assessments of fielded systems, OSS&E follows a progressive map in obtaining full policy compliance.

This paper focuses on the requirements associated with OSS&E, it’s application to the training system environment, issues organizations will face in implementing this policy and how organizations can take advantage of existing practices and processes to fulfill policy requirements.

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THE IMPACT OF NEW WARSHIP, INNOVATIVE PROCUREMENT AND MODERN TRAINING TECHNOLOGY ON RN TRAINING NEEDS ANALYSIS

Lieutenant A Louise Thomas Royal Navy

Contributors:

Lieutenant Commander Nigel Talbot Royal Navy, Mr. Mike Jones Flagship Training Limited

Royal Navy Training Needs Analysis Cell

HMS NELSON Portsmouth PO1 3HH UK

The introduction of the Type 45 Destroyer into the Royal Navy in 2007 will provide many new challenges, not least the one presented to the RN Training Needs Analysis. The cell have the responsibility to carry out an analysis of the training needs for the Type 45 crew at individual, sub-team and full team level along with identifying options to meet the requirement. The training for Type 45 is expected to fully embrace the most up to date and cost effective techniques ship-wide.

When the decision was made to leave the tri-national Horizon project it was necessary to pursue a unique solution to the latest class of warship. Departing from those systems that the RN has experienced to date, several new designs are planned in key areas such as the Combat Management System, Platform Management System and Integrated Electrical Propulsion. The retention of the Principal Anti-Air Missile System (PAAMS) with its French, Italian and civilian project offices provides an additional dimension. Allied to major changes in the procurement strategy and acquisition process, the specific details of equipment will become evident only as the project matures. The assimilation of these procedures will undoubtedly have a notable impact on the current TNA process.

Set against a background of rationalisation, advancing technology and shrinking budgets, this paper outlines the hurdles which will face the existing TNA methodology, the modifications that have been made, the lessons learnt to date and the future TNA strategy that is being developed for the Type 45 project.

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A NEW APPROACH TO TRAINING IN A REDUCED MANNING ENVIRONMENT

Kelley L. Phillips

Lockheed Martin Information Systems, Orlando, FL

R. L. “Jay” Hixson

Lockheed Martin Information Systems, Orlando, FL

Katrina E. Ricci, Ph. D.

NAWCTSD, Orlando, FL

With personnel costs accounting for 60% of the total ownership cost of Navy ships, the role – and number – of people onboard has come under increased scrutiny. Target manning numbers for DD 21, the next-generation destroyer class, are approximately one quarter of the ship class it will replace. While automation and other advanced technologies can greatly decrease the need for a “human in the loop, ” the reduced manning environment presents new challenges for training. Redundancy in expertise and manning coverage for “on the job” training in this new environment is dramatically decreased; watchstanders and maintainers must come aboard as “Full Up Rounds,” immediately ready to perform their duties. This philosophical shift must be accompanied by changes to current Navy training – from training management to training pipelines to training delivery methodologies. When viewed as an integral part of the ship’s operational concept, training becomes an enabler for reduced crew sizes, rather than a burden to be dealt with after ship design.

From 1999 through 2000, a joint government/industry team met with several Navy groups to discuss the ramifications of greatly reduced crew sizes on Navy training. These focus groups – which ranged from representatives of pre-commissioning and post-deployment crews to members of training commands – provided great insight into today’s Navy training experience: what works well, what doesn’t, and what (sometimes subtle) changes can have a tremendously positive impact on crewmembers’ ability to be “Ready to Fight. ”

This paper (1) briefly describes the methodology used to collect user input, (2) identifies and discusses the issues raised in these focus groups, (3) describes a training model suggested as an outcome of these sessions, and (4) suggests areas requiring further study.

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THE LIVE FIRE TEST and TRAINING PROGRAM – A SUCCESSFUL PARTNERSHIP SUPPORTING OUR WARFIGHTERS

Ernest R. (Rick) Seymour

Staff Specialist, Live Fire Test & Training Program Manager

OSD/DOT&E/Live Fire Test &Evaluation Office

Washington, DC

William A. Duncan

Live Fire Test &Training Program Manager, Orlando

Naval Air Warfare Center Training Systems Division

Orlando, FL

Russel E. Hauck

Executive Director

National Center for Simulation

Orlando, FL

The Live Fire Test &Training (LFT&T) Program responds to Secretary of Defense and Congressional mandates for the training and testing communities to work more closely together, where possible. The LFT&T Program provides funding for innovative projects that support this basic theme of combining training and testing efforts and products –including common development and use of realistic training and test/analysis modeling and simulation environments and procedures, and shared use of data and models. By providing a source of funding and a management structure that bridges both the training and the test/analysis communities, the LFT&T Program serves as a sounding board and a challenge for government and industry, encouraging innovation and a broad range of experimentation within the overall program objectives. Thus, the program has included diverse projects from all services and warfare environments. The LFT&T Program is succeeding on a number of fronts. This paper includes some of those success stories, descriptions of the projects currently funded, and areas of particular interest. The objective is broader understanding of the LFT&T Program – with the hope that we will stimulate ideas for future projects.

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AVCATT-A: A CASE STUDY OF A SUCCESSFUL COLLABORATIVE DEVELOPMENT PROJECT

Don Procuniar, L3 Communications Link Simulation &Training, Arlington, Texas

Paul E. McMahon, PEM Systems, Binghamton, New York

Dennis Rushing, Simulation, Training and Instrumentation Command, Orlando, Florida

With recent advances in collaborative technology and tools, many organizations are today taking advantage of distributed development to overcome typical project management obstacles, such as compressed schedules, skilled personnel shortages, and other resource constraints. This paper is not about traditional subcontract relationships. It is about contemporary development challenges and the collaborative solutions successfully implemented by L3 Communications Link Simulation and Training on the US Army’s Aviation Combined Arms Tactical Trainer —Aviation Reconfigurable Manned Simulator (AVCATT-A). Collaborative development, as the term is used in this paper, implies the use of multiple physically separated developer and customer groups, operating as a single integrated team utilizing common processes, tools, support services, and a common technical vision all driven through a single streamlined management chain. A few years ago such a development concept might have seemed inconceivable. Today, through the use of the World Wide Web, a private company intranet, e-mail, tele-and videoconferencing, and key collaborative tools (i. e. Netmeeting, ClearQuest, ClearCase …), the three (3) primary AVCATT-A development sites (Arlington, Texas, Orlando, Florida, and Binghamton, New York) are collaboratively developing the AVCATT-A solution with their customer, the Simulation, Training, and Instrumentation Command (STRICOM), as an integral team member.

Specifically, this paper discusses the important relationships among the AVCATT-A technical architecture, the management of remote site tasking and customer involvement during the development. Techniques employed to define a project common architecture, address on-going architecture-related issues, and communicate architecture-related decisions to the full team are described. The complex relationships among build planning, project processes and tools, and the technical infrastructure are discussed, along with factors that led to the AVCATT-A specific solution.

The paper addresses the critical aspects of leadership, conflict management and site-specific culture in a collaborative environment, along with how these issues affected the AVCATT-A solution. Project communication rules and the degree of “process freedom” allowed at individual sites are discussed along with rationale. Factors driving the selection of software tools and platforms are also identified, along with lessons learned associated with the development of a common AVCATT-A workflow process. References to other published collaborative development works are provided as an aid to the reader in comprehending the challenges being faced today on many collaborative efforts, along with practical andaffordable techniques found successful on AVCATT-A.

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ACQUISITION PIONEERING – A CASE STUDY OF APPLYING VIRTUAL OFFICE IN A COMPETITIVE SOURCE SELECTION ENVIRONMENT

Captain Erik A. Francesconi, William Lippke, Naomi C. Kump

Aeronautical Systems Center

Wright-Patterson AFB, OH

Throughout corporate America, geographically dispersed workers and collaborative teams that form and disband on a project-by-project basis are growing at a rate expected to exceed 30 million by 2004. With the enhancement of telecommunication technologies; companies have been able to exploit the virtual world, find innovative ways to maintain their competitive edge, recruit and retain key individuals, and enhance the quality of life by removing the requirement that tied workers to a particular office building.

The notion of virtual office was addressed in a study conducted by the Office of the Secretary of Defense, acknowledging that telecommuting will increase and remote locations may be the hallmark of the early 21^st century in private industry and Government. This suggests a need for the Air Force to search for ways to allow its people (both military and civilian) to work effectively and efficiently from remote, home-station locations while involved with centralized acquisition locations.

This paper addresses the feasibility and issues associated with one of the first Air Force source selection that utilized the concept of telecommuting with multiple users at multiple remote locations. It describes the F-16 Modular Simulated Aircraft Maintenance Trainer (MSAMT) team’s streamlined selection processes that exploited the newly automated capability of the Acquisition Support Division. The need for a progressive acquisition approach stemmed from significant decreases in Government funding, specifically for F-16 training systems. The networking of four (4) remote locations to a centralized acquisition facility saved TDY (travel) time and scarce funds. This advancement in telecommuting allowed participants to continue day-to-day operations at their primary duty station while continuing to integrate their assessments and periodic interaction with the selection decision process. This allowed the project manager to use the expertise of key, off-base Government personnel (users from the Air Combat Command, the Air Education and Training Command, and the Air Logistics Center).

The proven success of the F-16 MSAMT source selection process is one demonstration of Government telecommuting. With further consideration, the results of this approach could have application for future Air Force source selections as well as throughout the Department of Defense (DoD) acquisition community.

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