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Securing Cyber Acquisitions
"Technology touches the lives of almost everyone in today's world. Our society has embraced all forms of emerging technologies and has thrived from the benefits provided. Personal and professional cellphones have proliferated and enriched the lives of typical Americans. Social networking provides 24-hour access to data and information between friends and strangers alike. Technology also has played a significant role in the world's economy and in the control and management of America's critical infrastructure, including the power grid, logistics and supply lines and the water supply system. The aggregate of technology that allows these capabilities is encompassed within the definition of cyber and is inherent in most of our acquisitions today. Yet, with all the benefits of technology, there are many emerging dangers that we are only beginning to identify and that we struggle to address. Acquisition professionals have witnessed the challenges firsthand. Issues such as protecting the integrity and confidentiality of data as well as the critical U.S. defense infrastructure are today at the political forefront. Other nations actively seek to steal our capabilities in order to close the cyber gap we now enjoy. Many reports and articles point to the desires of other nations to expand their influence in the world arena. One way to do this is to gain access to the technological developments that the United States has spent so handsomely to acquire over the years."
Defense Acquisition University (U.S.)
Cook, Michael
2015
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Acquisition Center of Excellence (ACE) for Services [website]
The Acquisition Center of Excellence (ACE) provides an online repository of service contracting information - a one-stop shop for everything from the newest federal regulations to private sector advice on how to write a performance-based contract.
Defense Acquisition University (U.S.)
2004
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CIA's In-Q-Tel Model: It's Applicability
"In July 1999, the Central Intelligence Agency (CIA) chartered and funded a newly established corporation, In-Q-Tel, Inc., to search the private sector for promising commercial technologies and to invest in the development of new technologies to support the Agency's critical intelligence missions. Overviews are provided of the structure, processes, and problems associated with the In-Q-Tel model; the Department of Defense's (DoD) current ability, through innovative programs and flexible contracting authorities, to attract cutting-edge technologies; and the potential costs and benefits of establishing a "venture catalyst" firm similar to In-Q-Tel for DoD. Finally, it is recommended that DoD establish a "venture catalyst" firm as a tool to attract new technologies in addition to - rather than as a replacement for - existing programs and authorities. Success will depend on DoD's ability to transform its culture to accommodate innovation, risk, and flexibility."
Defense Acquisition University (U.S.)
Molzahn, Wendy
2003
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Cybersecurity: Defending the New Battlefield
From the summary: "Developmental test and evaluation helps programs set the conditions for improved production readiness and are essential to achieving the objectives of Better Buying Power and deploying improved capability to our warfighters in an effective and timely manner. For capabilities that operate in or exchange data through the cyberspace domain, developmental testers must have robust test methodologies and infrastructure to ensure these systems are prepared to support operations in the presence of cyber attack. The Guidelines for Cybersecurity DT&E [Developmental Test and Evaluation] and the National Cyber Range assist programs in developing and executing robust cybersecurity DT&E with the objective of improving the resilience of network-enabled military capabilities. By understanding the requirements, attack surface, and kill chain, developmental testers can identify the right set of metrics and design a robust cybersecurity DT&E strategy that will provide decision makers essential information and reduce the potential for problem discovery when it is too late to fix and a development problem becomes a warfighter problem.'"
Defense Acquisition University (U.S.)
Hutchison, Steven J.
2013-12
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How Well Can Existing Software Support Processes Accomplish Sustainment of a Non-Developmental Item-Based Acquisition Strategy?
From the student paper abstract: "The Department of Defense is increasingly moving toward software-intensive tactical systems. Software sustainment presents a differing set of characteristics over its hardware counterpart. To understand better how these differing characteristic may affect the current support processes established for the hardware-dominated landscape, this paper examines how a recent, ongoing, acquisition of a software-intensive tactical system (Joint Tactical Radio System) is aligning to the existing DoD and Army policy and guidelines for software sustainment. The paper further tries to identify potential disconnects presented by the DoD/Army's movement toward acquiring systems under the Non-Developmental Item (NDI) strategy. Under an NDI acquisition, the program manager acquires the end system with little to no development contribution or design insight. Recommendations are made to assist the Army in recognizing such challenges and considering modifications to the current processes."
Defense Acquisition University (U.S.)
Nikolich, Graciano
2017-04-06
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Assessing the Army's Software Patch Management Process
"With the proliferation of information systems in the Department of Defense's inventory along with the rise of third-party software vulnerabilities, software patch management has become a key focus for the Department of Defense Cyber Command. The implementation of a software patch management plan is the first line of defense to protect the network from exploitation from cyberattacks. Three organizations are responsible for testing, integrating, and distributing software patches to the end-users: program management offices, the U.S. Army Software Engineering Command, and the Sustainment Automation Support Management Office (SASMO). With the increasing rate of third-party software releases, the challenge facing the SASMO community is how to install these third-party software patches in the most expeditious and cost-effective manner. Nearly 15 years since the enactment of the Federal Information Security Management Act of 2002 as Public Law No. 107-347, many Federal agencies continue to report deficiencies in managing software patches within their systems. This study provides an overview of the software patch management process, an analysis of the reasons for the deficiencies in patch management, and some recommendations to assist the SASMO community to implement software patch management across the enterprise."
Defense Acquisition University (U.S.)
Caton, Jeffrey L.
2016-03-04
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Defense AT&L Magazine, Vol. 38 No. 5
The Defense AT&L is a publication of the Defense Acquisition University. This issue includes the following articles and more: "Planning and Budgeting DoD's Weapons Systems" by Nancy Spruill; "Doctor, It Hurts When I Do This…" by Alan Haggerty and Roy Wood; "Next-Generation Sensor Technology, Now" by Humberto E. Galarraga, Peter F. Annunziato, Shawn M. Funk, and Doretha E. Green; "Advancing EVM and Government Contracting Efficiencies" by Daniel A. Zosh; "The Importance of Litigation Management" by Stephen Rinehart; "Contracting Made Easier" by Kathy Loudin; and "Project Apollo Lights the Way for Acquisition Success" by Joe Moschler, Mike McGhee, Jerome Collins, and James Weitzner.
Defense Acquisition University (U.S.)
2009-09
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Assessment of a Strategic Partnership Between the U.S. Department of Homeland Security Science and Technology Directorate and the U.S. Army Developmental Test Command
"There are thousands of books, articles, and theories based on organizational management and growth. This research paper takes two of the hundreds of documented planning techniques to identify opportunities and issues facing a partnership between the U.S. Army Developmental Test Command (DTC) and the U.S. Department of Homeland Security (DHS) Science and Technology (S&T) Directorate. On the surface, the potential for cooperation and teaming seems straightforward and logical. DHS S&T has technology testing needs to support its acquisition programs, and DTC has established test facilities and workforce already meeting similar needs for the U.S. Army. Upon further inspection, the issue requires the evaluation of two problems: (1) Is it possible? (2) How to make it happen. This research paper focuses solely on the first problem. To answer if it is possible, this research paper uses two approaches. First, a comparison is made between the technology needs of DHS S&T and the existing facilities, capability, experience, and personnel of DTC. Second, the strengths, weaknesses, threats, and opportunities of the problem are evaluated from the perspective of both DHS S&T and DTC. This information provides the basis for senior leaders of the organizations to determine if the evidence is available to 'make it happen.'"
Defense Acquisition University (U.S.)
Teefy, Dennis A.
2011-05
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Defense Acquisition Research Journal [January 2014]
"The January 2014 issue of the Defense Acquisition Research Journal features the articles: "DoD Acquisition--To Compete or Not Compete: The Placebo of Competition, Investigation into the Ratio of Operating and Support Costs to Life-Cycle Costs for DoD Weapon Systems" by William J. Levenson; "Investigation into the Ratio of Operating and Support Costs to Life-Cycle Costs for DoD Weapon Systems" by Gary Jones, Edward White, Erin T. Ryan, and Jonathan D. Ritschel; "Strengthening DoD Cyber Security with the Vulnerability Market" by Bradley C. Panton, John M. Colombi, Michael R. Grimaila, and Robert F. Mills; "A Conceptual Framework for Defense Acquisition Decision Makers: Giving the Schedule Its Due" by Chad Dacus and Stephen Hagel; "The Defense Acquisition Professional Reading List" by John T. Kuehn.
Defense Acquisition University (U.S.)
2014-01
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Cyber Warfare: Protecting Military Systems
Software is a key component in nearly every critical system used by the
Department of Defense. Attacking the software in a system--cyber warfare--
is a revolutionary method of pursuing war. This article describes various cyber
warfare approaches and suggests methods to counter them.
Defense Acquisition University (U.S.). Press
Alford, Lionel D., Jr.
2000
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Introduction to Defense Acquisition Management, Sixth Edition
This sixth edition of "Introduction to Defense Acquisition Management" provides an update of the regulatory framework from the May 2003 "Department of Defense Directive 5000.1" and the "Department of Defense Instruction 5000.2" governing the defense acquisition system. In addition, information about the Joint Capabilities Integration and Development System from the June 2003 Chairman of the "Joint Chiefs of Staff Instruction 3170.01C" and information about the new Department of Defense Planning, Programming, Budgeting and Execution (PPBE) process also are provided. Although the general format of the second edition has been retained, this version has been significantly revised to reflect the aforementioned acquisition management policies and procedures and the DoD 5000 documents. The handbook is designed to be both a comprehensive introduction to the world of defense systems acquisition management for the newcomer and a summary-level refresher for the practitioner who has been away from the business for a few years. It focuses on Department of Defense-wide management policies and procedures, not on the details of any specific defense system. Chapters discuss the role of the Congress, the Executive Branch, and Industry in Defense Acquisition; Authority for the Defense Acquisition System; Transformation of the Department of Defense, including joint vision, acquisition streamlining initiatives, major legislation, regulatory reform, and changes in emphasis; Program Management in Defense Acquisition; Department of Defense Acquisition Policy, including regulatory documents, decision support systems, acquisition categories, the space systems acquisition process, and the acquisition, technology, and logistics knowledge sharing system; Defense Acquisition Management - Key Personnel and Organizations; Determining Joint Warfighting Needs; the Acquisition Management Framework; and the Resource Allocation Process.
Defense Acquisition University (U.S.). Press
Cochrane, Charles B.
2003-11-25
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Quick Look Study: United States Coast Guard Deepwater Program
"The Defense Acquisition University (DAU) conducted a "quick look" study of the United States Coast Guard (USCG) Deepwater Program (DW) in October and November 2006 to provide findings and recommendations to the Program Executive Officer (PEO) Integrated Deepwater System (IDS) for improvement of program performance. The study team reviewed program documentation and conducted interviews with government and industry officials and staff. Preliminary findings and recommendations were developed for the purpose of discussions with the PEO IDS and other USCG officials. This report is a synthesis of the study team's review and ensuing discussions with USCG officials, including the USCG Agency Acquisition Executive (AAE). The team experienced an extraordinary high level of cooperation and candor throughout the study and during the follow-on discussions. The study team has reviewed a USCG plan titled a Blue Print for Acquisition Reform that is comprehensive and responsive to the human capital, organization, process and governance related findings and recommendations in this report. The objective of the 'Blue Print' is to establish the USCG as a model of acquisition excellence in a mid-sized agency."
Defense Acquisition University (U.S.). Press
2007-02
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DoD Comprehensive Military Unmanned Aerial Vehicle Smart Device Ground Control Station Threat Model
"In an effort to reduce costs and time to deploy mission capable unmanned aerial vehicles (UAV), the Department of Defense (DoD) has transitioned smart devices into the battlefield as portable, hand-held UAV ground control stations (GCS) without adequate cybersecurity protection. While a number of threat model approaches have been published, they are outdated and fail to evaluate a complete system. This article develops a holistic threat model that analyzes the cybersecurity vulnerabilities within the communication network, smart device hardware, software applications, as well as the insider threat. Additionally, this article provides a risk-based threat profile of a DoD pilot UAV smart device GCS system. This model will fill the gaps in current threat model approaches, to provide the DoD with a tool to properly assess the threat environment of a UAV smart device GCS, and build layers of security into the system throughout the system development life cycle."
Defense Acquisition University (U.S.). Press
Mansfield, Katrina M.; Eveleigh, Timothy J.; Holzer, Thomas H. . . .
2015-04
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Concepts for Change: DoD's 2014 Research and Engineering Strategy
"For more than 50 years, the Department of Defense (DoD) has relied on Research and Engineering (R&E) to provide the nation with the technology-based operational capability superiority that protects U.S. forces and helps to ensure national security. DoD's scientists and engineers work daily with industry and academia to conceive, develop and mature concepts into capabilities that provide an operational advantage to our warfighters. The Office of the Assistant Secretary of Defense for Research and Engineering (OASD[R&E]) is responsible for the department's current and future technical and engineering capabilities and for helping to define the technical boundaries and expand the realm of the possible early in the department's acquisition process. The office includes the roles of chief technology officer, chief engineer, and chief of developmental testing, and is responsible for leading the rapid transition of new technologies to the warfighter."
United States. Office of Assistant Secretary of Defense (Research and Engineering); Defense Acquisition University (U.S.)
Shaffer, Alan R.
2014-01
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