By Mark A. Lorell Julia Lowell Obaid Younossi

This monograph offers findings of a RAND venture AIR strength examine undertaking documenting classes realized through the U.S. Air strength (USAF) and different division of security (DoD) expense research and acquisition neighborhood participants from the implementation of evolutionary acquisition (EA)strategies for significant Air strength security house acquisition courses. In may perhaps 2003, DoD mandated EA recommendations counting on spiral improvement because the hottest method of fulfilling operational wishes.

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The existing temptation to rob funding intended for later iterations to pay for funding shortfalls or cost overruns in current iterations will be increased. ____________ 19 Many of these as well as other theoretical concerns regarding the implementation of EA are identified in Sylvester and Ferrara (2003), as well as elsewhere. 20 According to the revised 5000 series documents, in a spiral development program, the end capabilities are known, but the requirement is not. What this apparently means is that the desired end capabilities are known (for example, such as tracking tactical moving targets from space over an entire theater of operations), but the precise technologies and technical means of achieving those capabilities are not known (for example, the precise numbers of space vehicles in the constellation, type of radar technology and antenna array to be used on the space vehicles, or the architecture of the communication links).

____________ 7 This subsection is based largely on the authors’ distillation of key points derived from numerous interviews with senior DoD and Air Force cost analysts and acquisition managers, as well as a wide survey of the relevant published literature. 6 Evolutionary Acquisition The remainder of this subsection reviews these points in more detail. It begins, however, with a brief historical examination of the motivations and objectives behind the formulation of EA, and how its advocates originally perceived it.

In addition, Teets is dual-hatted as the Director of the National Reconnaissance Office (NRO). Introduction 31 supervision. This overhaul included the formal incorporation of evolutionary acquisition as the preferred acquisition approach. The main objective of the Young Panel, as mentioned previously, was to develop a strategy for overhauling and reforming the national space acquisition system, in response to the space commission findings and the concentration of space acquisition authority in the hands of the Air Force.

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Evolutionary Acquisition: Implementation Challenges for by Mark A. Lorell Julia Lowell Obaid Younossi
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