Description
Organization: SPAWAR, Joint Maritime Communications Systems Office (PMW-
Team Name: JMCOMS Program Office
Related Acquisition Topic(s): Acquisition Practices Streamlining, Commercial Practices, Commercial and Non Developmental Items (CANDI), Cost As an Independent Variable (CAIV), Integrated Digital Environment (IDE), Integrated Product Teams (IPT), Integrated Product and Process Development (IPPD), Open Systems, Performance Specs and Standards, Specifications and Standards
Description:
The JMCOMS Program Office incorporates numerous acquisition reform initiatives in the management of the three JMCOMS functional areas: the Automated Digital Network System (ADNS); the SLICE Radio concept Digital Modular Radio (DMR); and the Integrated Terminal Program (ITP). Performance-based specifications have become the cornerstone of all JMCOMS acquisitions , with emphasis on modular standards-based designs that allow multiple functions and incremental preplanned product improvements. Combining development testing and operational assessments has minimized scheduling delays and ensures proper performance measures are met prior to Fleet introduction.
The JMCOMS strategy utilizes a Battle Group build approach to system installation/integration, where units of a deploying Carrier Battle Group (CVBG), Amphibious Readiness Group (ARG), or Joint Task Group (JTG) are outfitted with the current JMCOMS build. As JMCOMS technology advances, units of a deploying CVBG/ARG/JTG will be outfitted/upgraded with the latest JMCOMS architecture. This Battle Group build approach ensures JMCOMS architecture, integration and interoperability objectives are realized, assures the latest in communications systems are tailored to the mission needs of deploying units, and ensures end-to-end connectivity among the Battle Group units. The JMCOMS Program Office has implemented a broad based, aggressive acquisition strategy which consists of merging stovepipe projects into an integrated "system of systems" architecture; use of performance based specifications, paperless acquisition approaches, and streamlined documentation and testing ; fielding interoperable networking and radio frequency (RF) capabilities to the Fleet through the BG/ARG/JTG implementation approach; aggressively pursuing streamlined contracting ; working to achieve best value through the use of Cost-As-an-Independent-Variable (CAIV), Integrated Product and Process Development (IPPDs)/Integrated Product Teams (IPTs) and performance-based acquisition management tools; getting the word out to DoD and private industry about JMCOMS acquisitions and capabilities available for integration; procuring, installing and maintaining NDI COTS/GOTS ; and training and educating highly proficient acquisition professionals as a means of meeting its mission. The JMCOMS objective of reducing system acquisition times to less than two years , through the leveraging of NDI and application of acquisition reforms, is being met. The JMCOMS strategy is the key to Joint Service interoperability, buying more high capacity interoperable communications to provide a 4-fold increase in throughput efficiency .
ADNS, the key to JMCOMS, has adopted industry accepted standards for communications routing, switching and management, and employs commercial-off-the-shelf (COTS) and government-off-the-shelf (GOTS) hardware and software to reduce ADNS development, procurement and maintenance costs . The JMCOMS Program Office is leveraging, combining, and integrating ongoing program/project acquisitions to form the initial foundation of ADNS, and incorporating/integrating COTS/GOTS hardware and software (i.e. Internet Protocol (IP), Simple Network Management Protocol (SNMP), Integrated Services Digital Network (ISDN), Asynchronous Transfer Mode to replace Navy-unique (legacy) sub-networks. The integration of COTS routers, approved encryption devices and a series of Versatile Modular Eurocard configured chassis, local area networks, wide area networks, and Communications Access Processors provides highly flexible, reconfigurable communications networks. This use of commercial products based on commercial standards allows the Navy to connect tactical and non-tactical packet data users to the Defense Information Infrastructure world-wide. Some specific ADNS acquisition reform initiatives include:
Merged stovepipe projects and shortened delivery of product to the Fleet with incremental upgrades. Supporting streamlined contracting through use of on-line reviews to accelerate awards and deliveries .
Implementing lessons learned to shorten cycle time and lower costs.
Making use of government indefinite quantity/indefinite delivery contracts for the purchase of commercial hardware/software products, and the integration of government/contractor teams.
Utilizing industry standard protocols which affords access to any networked IP application.
SLICE concept DMR Radio is a migration from stand-alone, stovepipe terminal systems to a modular radio composed of flexible software configurable hardware modules . Employing common hardware modules reduces the need for multiple procurements of unique terminal systems, each with individual life cycle support. DMR procurement leverages commercial industry and Joint Service laboratories competitively in system hardware and software development . Integration of DMR by Program Managers into platforms across joint Service lines, enables a modular functionality to be developed according to platform requirements . The heart of the current SLICE DMR is the UHF Miniaturized Digital Assigned Multiple Access (Mini-DAMA) Program. The JMCOMS Program Office engineered the successful transition of the Mini-DAMA Program from a full MILSPEC/MILSTD based proprietary system, to a commercial based, non-proprietary system. This transition was made without delaying system Initial Operating Capability (IOC) schedule, and has resulted in significant increases in quality at greatly reduced costs. A streamlined production program is underway, applying acquisition reform initiatives (including streamlined testing and documentation and program reviews) that will allow procurement of a commercial alternative terminal which, it is estimated, will save approximately 50% of acquisition costs and 30% of the total life-cycle costs while reducing the fielding/delivery time from 24 months to 15 months . The JMCOMS Program Office is involving small businesses through the use of a Small Business Innovative Research (SBIR) contract award to investigate increasing efficiency in the use of limited UHF SATCOM resources and bandwidth. These efforts have been greatly successful in expanding the technology base for suitable suppliers of UHF SATCOM products. Some specific Mini-DAMA acquisition reform initiatives include:
Conversion of the originally developed full MILSPEC version to an open system based on commercial technology . This was done within schedule, and the program is now cited as a model for acquisition reform as recognized by COMSPAWARSYSCOM for the prestigious "Lightning Bolt Award." Production units now have fewer components than the FSED models (from 7000 to 4000 components).
Government specified requests for data items dropped from over 200 to 34 . Custom MIL-Q parts support has moved to Commercial parts support.
DoD-MIL-STD Software moved to ISO 9001 Commercial standard.
MIL Q Production Standards (Gov QA) became ISO 9000 Production Standards (Contractor QA).
ITP leverages commercial terminal systems and services, such as C and Ku Wideband Satellite Communications, Direct Broadcast Satellite Service, International Maritime Satellite, and Global Broadcast Service to support high data rate requirements. As a result of the foregoing efforts, and with the added impetus of a reduced OPN funds in the defense budget, the JMCOMS Program Office is initiating a non-traditional way to augment the capacity of military satellites by awarding a fleet wide service contract for Afloat Telecommunications Services (ATS ). ATS is establishing a commercial vendor shipboard presence to offer commercial frequency band satellite telecommunication service to ships at sea. The contract will provide official use and unofficial non personal use voice and data telecommunications services, and support unofficial personal use voice and data telecommunications services, while providing rapid fielding, and technology insertion upgrades. The service contract will reduce upfront Navy investment costs by almost 50% . Some specific ATS acquisition reform initiatives include:
Use of a non-traditional acquisition strategy to fill a telecommunications need through a service contract with vendor-capitalized hardware, vice a hardware acquisition contract and a service contract.
Since the service contract will use vendor-capitalized hardware, the hardware will be commercial rather that MIL-SPEC , with all logistic support provided by the contractor .
There is no contract specification ; instead there is a statement of requirements that the offerors must propose against; and no military specifications or standards are imposed through either the statement of work or the statement of requirements.
Only 12 industry or federal documents in total are cited in the statement of requirements and the statement or work; only 6 of them are "in accordance with", the rest are cited as information sources. The only hard requirements are environmental, health and safety related; the Operational Availability; and Mean Time Between Operational Mission Failures.
The JMCOMS Program Office also used performance specifications and non-government standards to achieve significant savings in the procurement of the AN/WSC-6(V) 7 foot antenna. In this case, 65 military specifications and standards were reduced to five - a 92% reduction.
