dacm corner 1 corner - united states navy · 2019-04-10 · dacm corner | fall 2018 1 e 3 & 4...

DACM Corner | Fall 2018

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2018 ISSUE 3 & 4 JUL-DEC

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VOLUME 8

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IN THIS ISSUE: PEO SPOTLIGHT: C4I/SPACE ASN(RD&A) SIGMA PROGRAM UPDATE FAREWELL TO PMD VADM JOHNSON DIVERSITY AND INNOVATION FROM THE DACM’S DESK ASN(RD&A) PRIORITIES DON T&E AWARDS

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QUARTERLY NEWSLETTER FOR THE ACQUISITION WORKFORCE

PEO SPOTLIGHT: PEO C4I & PEO SPACE SYSTEMS

Fall 2018 Edition

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PEO C4I: Networking Distributed Maritime Operations

by Rita Boland, PEO C4I Public Affairs

Program Executive Offices Command, Control, Communications, Computers and Intelligence (PEO C4I) and Space Systems (PEO Space Systems) are traveling together on the road to realizing U.S. Fleet Force’s Fleet Design and Distributed Maritime Operations. Specifically, they are focusing on the creation of a platform/system agnostic environment enabling a complex command-and-control network connecting sensors and data to weapons. The effort in-volves moving away from a traditional focus on individual systems or programs and transitioning to a focus on capabilities. This shared journey to better enable the fleet to compete, deter and win has organic origins—the two commands share the same boss, Rear Adm. Carl “Chebs” Chebi, who is the program executive of-ficer for both organizations. They also share other resources, and their technology focus makes them natural teammates. “Both PEOs are working to accelerate the delivery of required C4I or space-system capabilities that are affordable, integrated, interoper-able and cyber secure,” said Chebi. “We’re moving from program-centric capabilities to capability-centric integration of systems. We’ll continue to execute at the program level, but we will manage at the system-of-systems (SoS) level. Moving forward, we have to define the portfolios of capabilities. Then we implement an approach to analyze those portfolios, documenting the SoS architecture and iden-tifying gaps. As a last step, we integrate across our capability portfolios to define future improvements to our information warfare platform.” The PEOs’ approach and focus aim to deliver capability that can be

employed in blue water combat environments and can be easily mod-ernized and sustained. Five strategies guide personnel to success in these efforts. They are: Analysis/Science and Technology (S&T)/Program Objective Memorandum (POM); Capability Portfolio Man-agement; Digital Transformation; Modernization; and Training and

Rear Adm. Carl “Chebs” Chebi is the Program Executive Officer for both Pro-gram Executive Office Command, Control, Communications, Computers and Intelligence (PEO C4I) and PEO Space Systems.

2 DACM Corner | Fall 2018

Readiness. “To make this a reality requires a lot of alignment,” said Chebi. “We developed a C4I Capability-based Integrated Process, or CCIP, that starts with identifying the future threat, followed by assessing our current capabilities against that future threat to iden-tify gaps. Then we conduct simulations to refine where the solu-tion(s) are to fill or mitigate the gaps and address those gaps through a capability-focused, versus a system- or program-focused, POM submission.” The CCIP is modeled after Naval Air Systems Command’s (NAVAIR’s) Naval Aviation Enterprise Capabilities-Based Assess-ment Integrated Process (NCIP) and synchronized with OPNAV’s Domain Capabilities-based Integrated process (DCIP). The result is a coherent and consistent strategy that aligns C4I contributions to platform capabilities and resultant mission effects. S&T efforts are focused on advancing capabilities from seabed to space, aligning with capability gaps identified by warfighters and responsive to emergent threats. This strategy employs a cyclical process that involves threat assessment, coordination with fleet Concept of Employment (CONEMP) development, gap analysis and POM issue development. Moving from portfolio roadmaps to capability-focus-area roadmaps will better synchronize program schedules to plan for and accelerate delivery of integrated capabilities to the fleet. Tech-nical data packages will capture SoS requirements, allowing capa-bility gaps to be identified and addressed earlier. Further, linking many product roadmaps into a single capability roadmap helps program managers develop defensible POM arguments that can be traced to and defined by mission effects. The PEOs won’t achieve this by themselves. In fact, key to success is collaboration with Space and Naval Warfare Systems Command (SPAWAR), Naval Sea Systems Command (NAVSEA) and NAVAIR. The PEOs also must align with the ongoing efforts of the Digital Warfare Office (DWO), which is focused on defining the requirements for a digital environment that will accelerate the Navy’s ability to innovate, conduct SoS engineering and integra-

tion, and expand the scale and quality of data-driven decisions and actions. The Digital Transformation strategy part of the new roadmap fo-cuses on accelerated delivery of integrated capability, improving development, testing, integration, fielding and training. The PEOs are pursuing digital transformation using technologies that are cloud enabled. For example, DevOps (an enabling part of this strategy) will allow system development, test and integration in cloud environments that mimic real-world operational conditions and will allow for cybersecurity controls to be designed into the software. DevOps is an important enabler for providing the fleet updated capabilities more rapidly. Another critical facet to the strategy is the Digital Twin concept that creates adaptable digital simulation models that change as their physical counterparts change in near-real-time. It is a dynamic, digital representation of assets, processes and systems that allow simulation and test of real-world platforms. This learning system will give experts in remote locations opportunities to remediate issues—saving time, travel and money. [You can learn more about DevOps efforts in the article CANES is in the Cloud for Application Integration.] For the Modernization strategy part, PEOs C4I and Space Systems have identified three main thrusts. One is creating a synchronized capability fielding plan to align system delivery and provide inte-grated capabilities in support of strike-group deployments. Anoth-er is moving to capability-based in-service engineering agents (CB-ISEAs) who will provide support for installed systems holistically across capabilities, rather than supporting individual products. The modernization strategy additionally involves a focus on automated testing for important, high-level events such as system operability verification tests (SOVTs), SOS operability tests (SOTs) and cyber assessments to achieve and maintain Cyber Green status through the Optimized Fleet Response Plan (OFRP) work-up cycle and deployment. Finally, all the coordination, roll out and delivery of advanced ca-pabilities will mean little if users of the technology in the fleet aren’t prepared to employ them. To that end, training experts are revamping their curricula to help Sailors achieve and maintain pro-ficiency at the capability level instead of at the individual-system level. Users will receive training that better reflects how they actu-ally employ interconnected systems, i.e., employ the capabilities. More emphasis will be placed on virtual training that is accessible when and where warfighters need it most. [You can learn more about the training roadmap in the article Follow the Roadmap to Training C4I Capabilities Not Systems.] “All these strategies fit together so we can provide the warfighter accelerated delivery of capabilities,” said Chebi. “We’re facing new threats and new challenges. All our efforts are designed to ensure that when it comes to systems, networks, technology and related capabilities, our forces have everything they need to maintain mari-time superiority against any adversary in any situation.”

PEO SPOTLIGHT

PEO C4I: Networking Distributed Maritime Operations (Continued…)

PEO C4I utilizes five strategies to guide personnel to successful delivery of capabilities that can be employed in blue water combat environments and can be easily modernized and sustained.


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PEO SPOTLIGHT

The U.S. Navy has a long history of tactically using the space domain to benefit Sailors and their partners. It continues that tradition today, serving as the primary provider of ultrahigh frequency (UHF) narrowband satellite communications (SATCOM) capabilities to warfighters through efforts run by the Program Executive Office Space Systems (PEO Space Systems). “The UHF spectrum is the military’s communication workhorse for tactical warfighters on-the-move, as it is the most effective SATCOM frequency for penetrating jungle foliage, inclement weather and urban terrain,” said Jarratt Mowery. Mowery was the division director for end-to-end integration at the Navy’s Communications Satellite Program Office (PMW 146) at PEO Space Systems, which includes work on the Mobile User Objective System (MUOS). That system is the future of UHF satellite communications for tactical use, replacing the aging UHF Follow-On (UFO) legacy satellites. [Note: Between submission and publication, Jarratt Mowery retired.] The MUOS architecture is fully deployed and capable of supporting worldwide operations. All five satellites in the constellation are on orbit and include two payloads—a Wideband Code Division Multiple Access (WCDMA) payload and a legacy payload. The WCDMA offers enhanced capability compared to legacy systems. The MUOS architecture also includes four ground stations, two satellite control facilities (primary and backup) and a new WCDMA waveform for MUOS-capable terminals. Even though the signal routing is complex, information is delivered quickly, with messages traveling nearly 100,000 miles in a little less than a second and a half. The MUOS WCDMA is in its Early Combatant Command Use (ECU) period that provides operational users the opportunity to exercise, train and develop concepts of operations using the new system. Based on the current projected timeline, the MUOS WCDMA capability will be expanded to include non-combat operational missions later this year. The ECU period also affords an opportunity to continue maturing the system while allowing operational users to become familiar with the new capabilities. U.S. Strategic Command approved Standard Combatant Command Acceptance for MUOS legacy UHF operations in February 2018, and full mission operations are planned for late 2019 after the program completes Multi-Service Operational Test and Evaluation, commonly called MOT&E.

Early users have proved the MUOS WCDMA capabilities successful in several demonstrations and exercises using multiple service types across disparate locations including Air Force airborne interoperability, Navy Special Warfare planning, provisioning and executing relevant operational scenarios, U.S. Northern Command arctic experimentation, Army Network Evaluation Exercises and Marine Corps Field Implementation Testing. PEO Space Systems also is exploring options to extend the MUOS satellite service life. Plans include beginning an Analysis of Alternatives in late fiscal year 2019 to determine courses of

action to best sustain UHF satellite communication capabilities during the 2030-2050 timeframe. Satellites cannot be serviced after launched, making space systems acquisition particularly challenging to execute in a timely fashion. Typically, acquisition for these platforms requires 10 to 15 years per satellite constellation.

“The long lead-time presents an issue with the technologies built into space systems,” said Austin Mroczek, assistant PEO (APEO) for science and technology (S&T), PEO Space Systems. “If you can imagine using the cell phone you had 10 years ago versus what’s available now, it is a good analogy to why the Department of Defense and Navy have placed an

An Atlas V rocket launches a Navy Mobile User Objective System (MUOS) satellite from Cape Canaveral Air Force Station, Fla. MUOS is a next-generation narrowband tactical satellite communications system designed to significantly improve beyond-line-of-sight communications for U.S. forces on the move. (U.S. Navy photo courtesy of NASA by Patrick H. Corkery/Released)

PEO Space Systems Today and In the Future

From PEO Space Systems Public Affairs



emphasis on significantly reducing these acquisition times.” Focusing on capabilities rather than programs, the future of narrowband involves helping combatant commanders gain spectrum approvals and develop network transition plans; supporting terminal providers to obtain required certifications and accreditations; exploring innovative ways to extend UFO life and increase legacy capacity to include potential on-orbit servicing; and exploring options to extend MUOS service length. A potential option for providing those capabilities is replacing MUOS satellites with larger numbers of nanosatellites (nanosats). Nanosatellites are an emerging low-cost space capability being developed by SPAWAR Systems Center Pacific (SSC Pacific) and other organizations across the Navy. “Adversaries can hide from a handful of satellites, but dozens of satellites are nearly impossible to avoid,” said Mroczek. In one example of nanosatellite military capability, the Vector Joint Capability Technology Demonstration launched two nanosatellites into orbit in November 2013 to test advanced communications capabilities. A combatant command is evaluating the system now for potential operational use. Another example is the Integrated Communications Extension Capability (ICE-Cap), developed by PEO Space Systems with

support from SSC Pacific. Scheduled to launched in 2018, the ICE-Cap nanosatellite system will demonstrate the ability to communicate through MUOS to send data directly to tactical warfighters users on secure networks. ICE-Cap also will demonstrate the ability to relay communications from a user near the North Pole to locations half way around the world, providing access to areas that undersea and airborne platforms can’t. All of PEO Space System’s current and future goals depend on partnerships. The command works closely with other groups, including Navy and other military commands, civilian government, partner nations and industry. To advance those relationships, the PEO is developing processes to better align defense, commercial, civil and national technical space means with the naval mission execution.

According to Dr. Clifton Phillips, APEO for engineering, PEO

Space Systems, the goals of agreements being pursued with

partner space capability providers include: providing system-of-

systems engineering; leveraging Model-Based Systems

Engineering (MBSE) tools; exchanging space system

architectures, standards, interfaces and methodologies; and

implementing the C4I [command, control, communications,

computers and intelligence] Capability-based Integrated Process

(CCIP) approach to identify system-of-system gaps and S&T

investment requirements.

PROGRAM SPOTLIGHT PEO SPOTLIGHT

PEO Space Systems Today and In the Future (cont.)

The ICE-Cap nanosatellite system will demonstrate the ability to communicate through MUOS to send data directly to tactical warfighters users on secure networks.


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PROGRAM SPOTLIGHT

PROGRAM SPOTLIGHT

CANES is in the Cloud for Application Integration

by Sean Boucek, PMW 160, PEO C4I

Technology today allows smart phone users to almost instantaneous-ly download applications for everything such as reserving a table at a restaurant, playing the latest hits for a party or getting a ride home via a ride share company. Users don’t have to think about it before-hand; given the right connectivity, people can get a capability down-loaded to their phones within a few minutes and then use it right away. With that model in mind, the Navy’s Tactical Networks Program Office (PMW 160) has begun piloting application development and integration in the cloud to accelerate the delivery of warfighting ca-pability to the fleet. This change in how the Navy facilitates integra-tion is crucial in achieving the Navy’s vision of Compile to Combat in 24 hours (C2C24). The goal of these efforts is to provide a devel-opment and test environment for all applications that are hosted on Consolidated Afloat Network and Enterprise Services (CANES)—the Navy’s premier afloat information technology network— and to transform the integration and testing processes for the command, control, communications, computers and intelligence (C4I) network. This advancement to put capability “in the cloud” is about more than a popular tech buzzword. The move will improve the delivery

of critical services to the fleet, providing access to network services earlier and giving application developers a means to deliver capability to the Information Warfare Sailors more efficiently and effectively. PMW 160 is working with eight program-of-record (POR) applica-tions hosted in a cloud environment to pilot integration and testing processes with CANES. The program office expects these pilots to continue into 2019 and anticipates being ready to conduct wider application integration efforts in early-to-mid 2019. This cloud envi-ronment is a critical component of the Collaborative Staging Envi-ronment (CSE)—a key enabler of building out the Tactical Net-works DevOps pipeline and part of the larger DevOps effort to improve the delivery speed and quality of CANES/Agile Core Sys-tems (ACS) for the warfighter. (Learn more at http://www.navy.mil/submit/display.asp?story_id=103054). As an integral capability provider within Program Executive Office C4I, PMW 160 is charged with providing a scalable infrastructure along with wide area network (WAN)/local area network (LAN) systems and processes for hosted applications and connected sys-tems in support of Navy operations at sea.


Visual representation of the Afloat DevOps process.


PROGRAM SPOTLIGHT

“The CANES/ACS team is here as a service provider for warfighter applications,” said Emily Nguyen, ACS assistant program manager and the lead architect for the PMW’s DevOps initiative. “The cloud is another platform for these applications to develop and integrate in an operationally relevant environment early on, enabling speed to capability.” In March, PMW 160 conducted a live “CANES Services in the Cloud” demonstration for application providers. The demonstration showed accessibility to CANES and ACS hosted in an Amazon Web Service (AWS) GovCloud Virtual Private Cloud (VPC). This provides applications an early look at the CANES network to reduce the testing time associated with the current Application Integration System Integration Test (AI SIT) process, to increase application interoperability and ultimately to improve the overall reliability of the C4I system and hosted applications. In addition to enabling earlier application integration, this same environment will be used as a platform for CANES development engineers, on which they will transform cybersecurity and drive more automation into the build, configuration, test and deployment of CANES/ACS. Ultimately, this will drastically reduce the burden on the shipboard System Administrators by reducing manual steps, minimizing ship-by-ship network uniqueness and simplifying maintenance procedures. Establishing a CANES development environment that leverages the cloud’s elastic compute resources provides an economical and on-demand way to offer CANES hosting services. This will make CANES and application development more cost and schedule efficient, making the best use of tax payer dollars while transitioning capabilities to the warfighter faster. “We’re focusing not only on enhancing our ability to design networks faster and implement new technologies more rapidly, but also on our ability to improve cyber resiliency, Sailor self-sufficiency and In-Service support,” said Capt. Kurt Rothenhaus, program manager, PMW 160. “We’re working to ensure our Sailors and support personnel can continue to administer and manage a complex and dynamic system ."

PROGRAM SPOTLIGHT

The Space and Naval Warfare Systems Center Pacific Network Integration and Engineering Facility (NIEF) is filled with Consoli-dated Afloat Ships Network Enterprise Services (CANES) modules being operationally tested prior to fleet delivery

(U.S. Navy photo by Rick Naystatt/Released)

CANES is in the Cloud for Application Integration (cont.)


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SHARE YOUR EXPERIENCE

Fifty-two American Liberty Elm trees. Fifty-two American flags. Fifty-two black granite stones flanked by two solemn walkways. Each slab of granite etched with a eulogy to honor those United States submarines and submariners on Eternal Patrol. The members of the Undersea Communications & Integration Program Office (PMW 770) at Program Executive Office Command, Control, Communications, Computers and Intelligence (PEO C4I) recently paid their respects to the 52 U.S. Navy submarines and 3,505 submariners lost during World War II on a visit to the 52 Boats Memorial at San Diego’s Liberty Station. “This visit is an important way that our organization can gain an appreciation of the dangers of operating in the undersea domain,” said Capt. Michael Boone, PMW 770 program manager. "Our team must always remember that they play a key role in the ability of our submarine community to provide lethal force and the effectiveness of communication systems can often mean the difference between successful engagement and loss of life in battle." After walking through the memorial and reflecting on the sacrifice of the 3,505 submariners, the story of the Mark 14 torpedo was shared with the group. During World War II, the Mark 14 torpedo was initially plagued by design flaws that impacted its ability to effectively engage the enemy. Insufficient testing and failures in the procurement of the weapon system resulted in shortages of the weapon and substandard combat performance. By the end of the war, the torpedo had been fixed and ended up playing a critical role in the destruction of the Japanese naval force. The improved Mark 14 remained in service until 1980. Capt. Boone wants his team to feel the deep personal impact of that story, and others like it, as they carry out their mission every day.

PMW 770 is staffed by uniformed Navy personnel, civilian government employees and contractors from various defense industry companies. Many people in the organization are veterans themselves, including those who have served previously on submarines. Former submariners in the organization were invited to share stories from their time underway. Alexander Hanson, a former Nuclear Electrician’s Mate aboard USS Alaska (SSBN 732) said, “I really appreciated the opportunity to reflect on my submarine service with my current organization. There was a little nostalgia being asked to reminisce on life on a submarine. I think it helped paint a picture for those in PMW 770 who had never served on a submarine. The stories shared reminded all of us of the value our daily efforts bring to the overall mission.” The program office delivers vital C4I capabilities to the Navy by connecting the architecture of undersea vehicles, both manned and unmanned, and mobile communication to maximize joint warfighting capability. PMW 770 meets its unique and challenging mission by integrating products from partner program offices to provide C4I system-of-systems communication architectures to the warfighter. PMW 770 not only develops undersea communication systems, but also performs communication system hardware and software integration, modernization and sustainment. The program office supports both land and sea assets that play a role in undersea systems communication. At the heart of all those capabilities, as the recent field trip demonstrates, is the people. The technologies developed and integrated in the program office aren’t academic exercises—they’re critical efforts intended to win wars and save lives. The personnel carrying out this undersea mission want to make sure that’s something they never forget.

PMW 770 Visits 52 Boats Memorial to Reflect on their Critical Mission, Honor Submariners

by Giovanni Modica, PMW 770, PEO C4I

PROGRAM SPOTLIGHT

Former Submariner, Pete Brklycica, shares a story about his experiences

with the rest of the PMW 770 workforce. Memorial to the USS Grunion, one of the 52 ships lost during WWII.


RESEARCH & DEVELOPMENT

Logistics experts at Program Executive Office Command, Control, Communications, Computers and Intelligence (PEO C4I) are on a mission to change how the Navy trains its information technology and cyber work forces by answering the question—“How do you train capabilities?” “We’re changing the way the Navy prepares Sailors to use C4I assets by evolving from a focus on single systems to a focus on the intricate, interconnected, overarching warfighting system,” said Sean Zion, assistant program executive officer for logistics (APEO-L), at PEO C4I. “We’re working across Navy Information Warfare Sailor rates, plus we’re breaking down organizations’ cultural boundaries. We actually have a written, distributed plan for training to capabilities, which we’ve never had before, and we’re executing it right now.” That plan is the C4I Capabilities Training Roadmap 2018-2028. It establishes a starting point for this new approach as well as milestones and goals for C4I training that maximizes Information Warfare (IW) readiness and performance. The roadmap explains what gaps in training the PEO and its partners have discovered as well as near-term, mid-term and long-term plans to address these shortfalls. This fundamental change in C4I training has a two-fold purpose: to improve Sailors’ ability to operate and maintain their systems; and to advance the PEO’s overarching goal of moving toward a capabilities or system-of-systems (SoS) approach to C4I acquisition, fielding and sustainment. Currently, Sailors learn about the systems they have to manage at the stand-alone equipment level. They are not taught how their specific program or system fits within the IW capability area or how to troubleshoot across the capability as a whole. As a result, when they encounter a loss of functionality, fleet Sailors often cannot troubleshoot beyond their individual system. Instead, they require additional troubleshooting time and outside technical assistance support to correct compatibility and interoperability problems across the shipboard network or Tactical Data Link—further degrading C4I/IW mission readiness and operational availability. The goal of the PEO is to prepare Sailors to seamlessly and effectively manage the capabilities as whole to ensure maritime superiority. Gary Ford, deputy APEO-L at PEO C4I, explained that unlike commercial groups that can build and install complete local area networks, in the Navy, individual programs are functions or parts of a system that are created on their own before becoming a critical component of the warfighting capability when fielded. Support products, to include training, previously focused on how to maintain the “box” and how to operate the sole-system function. They did not address the operational employment of these individual systems as part of the larger warfighting capability. One intent of the new roadmap is to ensure Sailors learn to think critically across systems to configure, troubleshoot and maintain capability during degraded operations or in denied environments. Changes will be made to initial training courses for the various Sailor IW ratings as well as to the training warfighters receive once they join or are established in the fleet during post-installation and

(Continued on page 9)

Follow the Roadmap to Training Capabilities Not Systems

by Rita Boland, PEO C4I

C4I Capabilities by Pillar


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sustainment training events. C4I systems are intricately complicated. Yet, students often only receive specific training once. Without reinforcement, those skills are lost. The C4I Capabilities-based Training Roadmap looks to build in repetitiveness and proficiency and to tie together the fleet deployment and Navy schoolhouse training processes. PEO C4I’s training revamp will focus on the IW operational pillars Assured Command and Control (C2), Battlespace Awareness (BA), and Integrated Fires (IF), with Assured C2 serving as the first focus area. The other two will follow, with a long-term plan to go to scenario-based instruction and learning. PEO logistics officials also are working to participate in the C4I training portions of the Optimized Fleet Response Plan (OFRP) process to further advance the effort, seeking to include end to SoS instruction into pre-deployment exercises Navy-wide. “There is huge potential, if we get this right, to improve C4I training end-to-end,” said Zion. “There are many different schoolhouses, many different ratings and many different OPNAV sponsors. No one is in charge of all C4I training. No one knows how to trouble shoot the entire group of systems. We’re working through all the people, places and processes that need to agree to make this successful across the fleet and to bring everything online by 2019.” Another critically important piece of making training more valuable is increasing the amount of it offered virtually. To reach the fleet, non-traditional methods of learning must be made available through different technological means. Various simulators and digital learning modules across platforms, systems and networks are and will be implemented to offer IW Sailors

more flexibility and the ability to access training more quickly. To reach that potential, advocates of the new training will have to build a consensus among a variety of stakeholders, from those who will give the training to those who will sponsor it. PEO C4I, and the various challenges the training community currently faces, are driving the conversation. There are hundreds of systems and dozens of stakeholders that all must come together under the new construct to ensure success when implemented. Part of convincing everyone to work together means demonstrating the value of investing now for a big payoff later. PEO officials are meeting with other stakeholders to explain where gaps exist and what needs to emerge for success. They are putting together a potential C4I Capabilities Training Forum to inform and promote the roadmap. Prospective invitees include representatives from the Space and Naval Warfare Systems Command (SPAWAR), OPNAV N2/N6 Information Warfare, U.S. Pacific Fleet, Fleet Forces Command, Naval Information Forces, Commander Naval Surface Forces, Commander Naval Air Forces and OPNAV N96 Surface Warfare. Stephanie Tharp, a product support manager who is working with APEO-L to change training on tactical networks to the new capability model, said one of the big questions is how long this new approach will take to develop. “It will take longer at the beginning to create this new curriculum,” she said. “But in the long run, we’ll see significant time savings in implementation and in troubleshooting across the fleet. We’ll see increased fleet self-sufficiency. That’s what Sailors want, and this will help them move toward that.”

MEDITERRANEAN SEA (April 14, 2015) Information Systems Technician 2nd Class Alex Mullis, from Sanford, Fla., conducts CANES backup training for Sailors assigned to the guided-missile destroyer USS Laboon (DDG 58). Laboon is conducting naval operations in the U.S. 6th Fleet area of operations in support of U.S. national security interests in Europe. (U.S. Navy photo by Mass Communication Specialist 3rd Class Desmond Parks/Released)

RESEARCH & DEVELOPMENT

Follow the Roadmap to Training Capabilities Not Systems (cont.)


Program Manager’s Workshop Professor Wins Distinguished Fleet Professor Award

by King Dietrich

Jim Warren, a Historian who supports the DACM Office on the ASN(RD&A) War Room Support effort, was recently recognized by the President of the Naval War College and the Naval War College Foundation. In a ceremony on 30 July at the annual Faculty Cloister, RADM Jeffrey Harley presented Mr. Warren with the Naval War College Foundation Distinguished Fleet Professor Award. The award recognizes his superior professional performance as a teacher and a mentor in the Naval War College’s College of Distance Education Fleet Seminar Pro-gram. This is a relatively new award, designed to recognize outstanding performance by the Profes-sors who support the NWC’s satellite learning via the Fleet Seminar Program. Jim, just the second recipient of this award, has been teaching evening classes to Fleet Seminar students for 22 years in the Washington area, and since 2002 on both Capitol Hill and at the Government Accountability Office. During this time he has assisted over 500 students earn Joint Professional Military Education certifica-tion and Naval War College Master of Arts degrees. An employee of General Dynamics Information Technology, Professor Warren teaches the Evolu-tion of the Navy and Organization of the Navy War Rooms for the Program Managers Workshop as part of DACM Office’s ASN(RD&A) War Room Maintenance, Operation and Support Services line of effort. This workshop, a five day course taught in Crystal City and offered eight times a year, is geared towards senior Navy Acquisition Work Force (AWF) members. It is a unique educational opportunity, detailing the Navy's acquisition history and culture, and providing valuable enduring lessons for our PMs, DPMs, APMs and other senior mem-bers of the AWF as they carry out their day to day duties. Registration for the Program Managers Workshop is available via eDACM. If you would like to learn more about it, please contact either King Dietrich ([email protected]/703 999-6905 or Liz Rosa ([email protected]/703 614-3265.

RADM Jeffrey Harley presents Jim Warren the Naval War College Foundation Distinguished Fleet Professor Award


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ASN (RD&A) Sigma Program Update by LCDR Warren Bong & LCDR Gregory Contreras

In our last newsletter, Secretary James Geurts (ASN(RD&A)), described the recently stood up “Sigma Program,”

a two and a half week rotation at the ASN(RD&A) office in the Pentagon. Modeled after the “Ghost Program”

that Secretary Geurts founded while he was the Special Operations Command (SOCOM) Acquisition Executive,

mid-level military and civil service professionals are immersed within the day-to-day activities of ASN(RD&A) and

provide them the opportunity to not only observe but to become part of his team. This article provides insight

into the rotations by two of the early participants.

LCDR Warren Bong (PEO IWS 8.0) was the second Sigma in the program and the first person from Naval Sea Systems Command

(NAVSEA) to attend. During his rotation, he worked on tasks for DASN Ships, DASN Air, and DASN Expeditionary Logistics and

Marines (ELM). Additionally, he accompanied Secretary Geurts to the annual Sea Air Space Symposium, the Accelerating Delivery of

Innovative & Emergent Tech Forum, and to Capitol Hill for testimony to both the House Armed Services Committee (HASC) Sub-

committee on Seapower & Projection and the Senate Armed Services Committee (SASC) Subcommittee on Seapower.

LCDR Gregory Contreras, from SPAWAR SYSTEMS CENTER ATLANTIC was the fourth Sigma and first person from SPAWAR

to attend. He shadowed DASN C4I and Space, spending his secondary time with DASN Ships and making visits with the other vari-

ous DASNs. He accompanied Secretary Geurts on multiple off-site engagements to include speaking events and change of com-

mands.

For more information about the program and their experiences, please feel free to contact LCDR Bong ([email protected]) and

LCDR Contreras ([email protected]). To be considered for a future rotation spot, please see your Chain of Command.

Each Command/SYSCOM may have a different nomination/selection process. SYSCOM nominations are due to ASN(RD&A) thir-

ty days prior to the rotation start date.

Congratulations to Vice Admiral David Johnson for the success-ful completion of 36 years of distinguished Naval Service, cul-minating with his position as the Principal Military Deputy (PMD) for ASN(RD&A). During his tenure as PMD, he actively led a team of over 60,000 military and civilian Ac-quisition Workforce (AWF) members in maintaining our fu-

ture technological edge through daily oversight of the Depart-ment of Navy’s investment accounts. His efforts resulted in the successful execution of three progressively intensive budget cycles, ensuring the annual execution of over 202 ACAT I-IV Programs with applied resources of over $60B. At his retirement ceremony on 12 October 2018, VADM Johnson was presented the RADM Wayne E. Meyer Memori-

al Award recognizing his vast acquisition experience over a long and highly successful career as an acquisition profession-al. The award recognizes a DON military or civilian individu-al who exemplifies the highest examples of acquisition excel-lence and whose achievement brings significant credit to the DON acquisition community. The award is made when mer-ited, not necessarily annually. Prior to his retirement, VADM Johnson was presented the 2018 David D. Acker "SKILL IN COMMUNICATION" award on June 14, 2018 by the Defense Acquisition Universi-ty (DAU) Alumni Association. The annual award is present-ed in memory of the former Defense Systems Management College Professor David Acker, to a distinguished member of the defense acquisition community who has promoted and communicated acquisition management excellence to the ac-quisition workforce.

Farewell to VADM Johnson by Craig McKay


Diversity and Innovation

by Victoria L. Bowens, CDP, ASN (M&RA), Director, Diversity and Inclusion Management DON

Research has proven that diversity and inclusion drives innovation, promotes better ideas, and advances scientific breakthroughs. Scientific progress relies on problem solving and collaboration among groups of teams composed of people with diverse experiences, backgrounds, and expertise. As the global world order continues to erode and our security environment becomes more complex and volatile, our reliance on a diverse workforce steeped in Science, Technology, Engineering and Mathematics (STEM) becomes increasingly central to our ability to project power from the sea. Employing the “right people,” in the “right job,” at the “right time,” strengthens and reinforces our ability to sustain our Maritime Superiority. We are able to do this, because we strategically hire some of the greatest scientific minds the nation has to offer. To date, the civilian STEM workforce represents 45% of all occupations within the DON, who have designed and built ships, aircrafts, and vehicles, that support our Sailors and Marines 24/7. If we are to maintain this superiority, we can no longer employ and attract a homogeneous workforce, but harness the unique perspectives that come with a workforce by 2045 will be representative of a population that will be culturally and ethnically diverse.

However, it is also incumbent that we understand that diversity is only half the equation that drives innovation, the other half is inclusion. Inclusion is the other key ingredient, when cultivated and nurtured in a welcoming environment, generates the best ideas. People stay in a place where their voices are heard and valued, able to “think outside the box,” where they get to connect with talented people, and able to expand their knowledge into fields beyond their existing organizational silos and stovepipes. Unleashing these voices, drives science forward and leads to new insights and imaginations. Why is this so important? The reemergence of long-term strategic competition, rapid dispersion of technologies, and new concepts of warfare and competition that span the entire spectrum of conflict require a Joint Force structured to match this reality. ( 2018 National Defense Strategy states). Our core acquisition workforce capability today resides in the GS-11 thru GS-13 ranks, which is the most demographically diverse. Fundamental to our lethality as a strong acquisition workforce, will be our ability to advance, embrace, and transform the existing technical skills within this population. Unlocking this talent to create new technologies that don’t exist today will be our litmus test for tomorrow. Leaders who promote and acknowledge this STEM talent will capitalize on the innovative ideas and creative solutions that are invented.


13

MCSC introduces students to STEM possibilities By Kristen Murphy, MCSC Office of Public Affairs and Communication

MARINE CORPS BASE QUANTICO, Va.— More than 40 students from

Quantico Middle/High School participated in the 8th annual Quantico Summer

Science, Technology, Engineering and Math—or STEM—Academy June 25-29

aboard Marine Corps Base Quantico, Virginia. The camp, hosted through a

partnership between the school and Marine Corps Systems Command, gave sixth

through eighth graders the opportunity to get hands-on experience through various

STEM challenges.

“Marine Corps Systems Command’s engineering competency champions multiple

STEM events throughout the year, but this one is on our very own base at

Quantico,” said Karrin Felton, engineering competency manager at MCSC and the

organizer of this year’s event. “It’s important because we have very bright students

here at QMHS who may want to

go into STEM fields. We can’t start

too early introducing them to the

possibilities of STEM.”

Teachers from QMHS and engineers from MCSC served as mentors to the

students throughout the week, assisting with team projects and competitions.

“My favorite part of this event has been helping the kids build a robot and

program it,” said Binh Nguyen, a computer science engineer at MCSC and

STEM camp mentor.

The students completed several activities including building a weight-bearing

bridge using only three materials; a tower using spaghetti and marshmallows and a LEGO® robot that can complete various

challenges. They also designed a boat out of aluminum foil that can remain

buoyant while bearing weight; erected an earthquake-proof tower out of five

materials; and built a rocket out of plastic bottles filled with water. “The hope is

we get some of our students interested in STEM and that bleeds over into the

school year,” said Michael A. Johnson, QMHS principal. “We also coordinate with

[other] STEM partners to have follow-on activities throughout the school year to

keep the fire burning.”

While many of the students are getting their first taste of STEM, others already

have career aspirations in these fields. “I like coming to these because I really love

STEM,” said one rising seventh grader. “It combines two of my favorite things:

LEGOs and coding. I’d like to be a coder when I grow up.”

Students at Quantico Middle/High School work with a mentor to build a bottle rocket during the 8th annual Quantico STEM Academy June 29, aboard Marine Corps Base Quantico, Virginia. The STEM Academy is hosted annually in partnership with Marine Corps Sys-tems Command and QMHS to give middle schoolers an opportunity to get hands-on experience through various STEM challenges.

(U.S. Marine Corps photos by Kristen Murphy)

Students at Quantico Middle/High School launch a bottle rocket during the 8th annual Quantico STEM Academy June 29, aboard Marine Corps Base Quantico, Virginia.

Students at Quantico Middle/High School test a LEGO® robot during the 8th annual Quantico STEM Academy

MCSC serves as the Department of the Navy's systems command for Marine Corps ground weapon and information

technology system programs in order to equip and sustain Marine forces with full-spectrum capabilities


From the DACM’s Desk

The Importance of Mentoring by Mark Deskins, Director, Acquisition Career Management

Most people understand how to become technically proficient. However, many do not know how to seek out opportunities and take advantage of all the DON has to offer. In career counseling, I often ask, “Do you have a mentor?”. If the answer is no, I typically respond with, “Get a mentor or two.” Most every senior leader I know wants to help others succeed and will make time in their busy schedule for career counseling and mentoring. Mentoring typically is thought of as an opportunity for senior Acquisition Professionals to pass on their knowledge and legacy to less experienced personnel by sharing their unique experiences and perspectives. A mentor will facilitate your professional growth by listening and sharing the knowledge and insights he/she has learned over the years. You should always have at least one mentor. A great mentor will help hold a mirror up to you and question your perspective, help set your goals and hold you accountable. Mentoring is a natural way to develop the workforce both personally and professionally and is a critical tool for developing DON’s future leaders. Mentoring is one of the most efficient and cost effective methods for building professional relationships, promoting knowledge sharing, leadership and job skills improvement, and improving communication within and across organizational lines. Some of the Roles of Mentors

Act as a sounding board

Provide an objective viewpoint

Provide advice

Help to broaden your perspective to new possibilities Mentors are not

Responsible for your career

Your headhunter to find you your next job

At your “beckoned call” Before you meet with your mentor

Prepare for the meeting

Send your resume, bio ahead of the meeting

Be on time and know what you are seeking from the meeting

A New Kind of Mentoring Secretary Geurts does something a little different called “reverse mentoring”. With reverse mentoring, he listens to the younger workforce members to teach him how to connect and gain insight into issues they are having. With this additional insight, he can improve communication with the workforce within and across organizational lines. The SIGMA program is a way to promote that communication.

One Last Thought It’s never too late to get a mentor or become a mentor. We all have the same 24 hours in a day to use. We could be selfish or we could use our time to better support other acquisition professionals and the warfighter. As many of you know I graduated from West Virginia University in Industrial Engineering. I still keep in touch with some of the folks and recently was reminded about the importance of time by a little piece they sent out. The WVU IE Department put together a list of self reflecting questions on how you are using your time and the value you are adding. It is a good reminder to take advantage of small moments in time to make a big difference to others. Or as Secretary Geurts says, EVERY PERSON MATTERS, EVERY DAY MATTERS, EVERY DOLLAR MATTERS

It’s About Time By WVU IE Department

How long does it take to send a note of thanks to someone who has been especially helpful to you?

How long does it take to reach out to someone who seems to be struggling?

How long does it take to notify others of an issue that they need to know about?

How long does it take to reflect on your experience so you can improve your performance?

How long does it take to teach someone a skill that you have developed that could be helpful to them?

How long does it take to update someone from your past about how you are doing?

How much longer does it take to deal with an issue now rather than later?

How long does it take to compliment others on some-thing they did well?

How long does it take to give someone who helped you an update on how the advice/guidance turned out?

How long does it take to provide encouragement to someone who is anxious about a task?

How much time does it take to be a decent human being who genuinely cares and supports others?

As you go through your day, think about how you are us-ing your time and the value you are adding. Take ad-vantage of small moments in time to make a big difference to others.

http://www.secnav.navy.mil/rda/workforce


15

ASN(RD&A) Priorities by Craig McKay, DACM Office

ASN(RD&A) in his Veteran's Day message to All Hands reinforced that our priorities remain unchanged -- deliver and sustain lethal capacity, increase agility, drive affordability, and develop the workforce we need to compete and win. Our approach to getting there has not changed: Decentralize our activities, differentiate the work, digitize wherever we can, and develop our talent. Our drive to act with a sense of urgency has not changed. He asked that you view all your activities within these lens so that together we can meet the demanding targets in FY19. He is happy with the vectors/trends he is seeing but impatient at the speed and scale to which we are achieving the changes we need to get there. It will take all of us engaged together to deliv-er for our sailors and marines in the field. To achieve this as members of the Acquisition Workforce, we must balance our mission contribution with team skills, health and wellness, and maintaining/increasing our competencies.

The 2017 DON Test and Evaluation (T&E) Awards recog-nize the outstanding efforts and achievements of Navy and Marine Corps testers in support of acquisition programs. Over the past year, winners received their awards in conjunc-tion with local command all-hands meetings and award cere-monies. DON T&E Lifetime Achievement Award was presented to Mr. Christopher Clark, NAVAIR. Mr. Clark’s expert knowledge in flying qualities and stability control is unparal-leled. Every new warfighting capability for naval tactical aviation for the past 36 years has been developed and ma-tured under his leadership and guidance. In addition, his mentorship of new flight test engineering talent has left a lasting and positive impact at NAVAIR and the DON T&E community. DON Lead Tester Award recipient was Mr. Brandon Brown, for superior performance of duties while assigned as the T&E Lead in PEO LCS, Mine Warfare Program Office, PMS 495. Mr. Brown led the completion of critical mine countermeasure testing for three technically demanding pro-grams involving Airborne Laser Mine Detection System, Airborne Mine Neutralization System, and Coastal Battle-field Reconnaissance and Analysis System. DON Award for Technical Excellence at a T&E Facili-ty or Range was presented to Mr. Shawn Schneider, NSWCDD. Mr. Schneider is recognized for his extraordi-nary scientific and engineering contributions in the area of Multi-Input-Multi-Output vibration testing ultimately result-ing in more cost effective testing and an increase in weapon’s safety. DON Aspiring Tester Award recipient in the Military Cat-egory was Capt Dominique Thomas, Marine Corps Opera-tional Test Agency (MCOTEA) for outstanding meritorious service as Test Manager for the Assault Amphibious Vehicle Survivability Upgrade Operational Assessment. Capt Thomas led the skillful planning of this multi-month, $2M operational assessment spanning 2 locations and 120 support personnel. DON Aspiring Tester Award recipient in the Civilian Cat-egory was Ms. Sarah Monk, SPAWAR. Ms. Monk was the driving force in the standup of SPAWAR Systems Center Atlantic automated integration test initiative for C4ISR suites aboard the USS America Class amphibious assault ships.

DON Small Program Outstanding Tester Award in the Military Category was presented to LT Jonathan Larsen, NAVAIR. LT Larsen was the T-45 Project Officer and ex-pertly led a combined NAVAIR and Chief of Naval Air Training Test Team to quickly tackle T-45 Onboard Oxygen Generating System safety concerns resulting in return to flight for squadron aircraft. His team’s quick actions and reporting prevented a major shortage of naval aviators to the fleet. DON Small Program Outstanding Tester Award, in the Civilian Category was presented to Mr. Kenneth R. Brooks, MCOTEA. As the T&E Operations Research Analyst for the assessment of the M4MR service rifle versus three com-parison rifles, Mr. Brook's met a highly demanding time-line for the M4MR assessment plan, test concept and design of the experiment. DON T&E Working Integrated Product Team (WIPT) Award was presented to the Long Range Anti-Ship Missile (LRASM) T&E WIPT, NAVAIR. The LRASM T&E WIPT set a new standard for test strategy and execution for a rapid acquisition program to quickly respond to an Urgent Opera-tional Needs Statement and provide timely T&E planning, execution and reporting. DON Test Team Award winner was the Amphibious As-sault Ship Replacement Program LHA(R) Test Team from Commander Operational Test and Evaluation Force (COTF). The test team conducted operational T&E of LHA(R) Flight 0 capability to support an embarked Marine Expeditionary Unit in the rapid buildup of combat power ashore. The team’s unique test plan conserved fleet re-sources, saved millions in test funds, and provided opera-tionally-representative conditions for data collection.

DON Test and Evaluation Awards Presented

Anthony Devino, DON T&E Office, DASN (RDT&E)

DON T&E Awards Photographs

Above at the NAVAIR Awards Ceremony left to right are: RDML Scott Dillon, Assistant Commander for T&E, NAVAIR; Leslie Taylor, SES, Deputy Assis-tant Commander for T&E and Executive Director, NAWCAD; Dan Ensminger, DON T&E WIPT Lead Awardee; Christopher Clark, DON T&E Lifetime Achievement Awardee; LT Jonathan Larsen, DON Small Program Outstanding Tester Awardee; RDML Shane Gahagan, Commander, NAWCAD; and Rick Quade, SES, DON Deputy for T&E.

Above at the NSWCDD All Hands and Awards Ceremony left to right are:

Dale Sisson, SES, NSWCDD Deputy Technical Director; CAPT Gus Weekes,

NSWCDD Commanding Officer; Shawn Schneider, DON T&E Technical

Excellence Awardee; John Fiore, SES, NSWCDD Technical Director; and

Mike Said, Assistant Deputy for T&E, DASN RDT&E.

Above at the SSC LANT All Hands Meeting and Awards Ceremony left to right are: Sarah Monk, DON Aspiring Tester Awardee, and Chris Miller, SES, SSC LANT, Executive Director.

Above at the MCOTEA All Hands Meeting and Awards Ceremony left to right are: Col Justin Eggstaff, Director of MCOTEA; Anthony Devino, DON T&E Ma-rine Corps Lead; and Kenneth Brooks, Small Program Test Award recipient.

Above, at the COTF Awards Ceremony left to right are LHA(R) Test Team mem-bers: Brian Moum, Frank Arbeiter, Scott Bough, John Hamann, Josh Tribble, Brian Cochran, Bryon Tracy, Richard Dodson, LCDR Jeff McCaffrey, CDR Ed-mund Handley, Katherine Durlach, John Bryant and William Lamping.

The 2018 DON T&E Awards Program call for nominations was recently announced. Contact your command’s T&E of-fice to get the awards packet or [email protected]. This year’s nominations are due 7 December 2018.

mailto:[email protected]


ACQUISITION LEADERSHIP CHANGES

ACAT I Program Managers

CAPT Jonathon Rucker relieved RDML David

Goggins, as Program Manager for the Ohio

Replacement Program (PMS 397) in July of 2018.

COL Jack Perrin relieved COL Henry Vanderborght,

as Program Manager for the CH-53K (PMA 261) in

July of 2018.

COL Kirk Mullins relieved COL Wendell Leimbach,

as Program Manager for the Advanced Amphibious

Assault (PMA 204) in July of 2018.

CAPT Ronald Rutan relieved Ms. Yeling Wang-Bird

as Program Manager for CVN 78 (PMS 378) in July

of 2018.

COL Devin Licklider relieved Mr. David Hansen as

Program Manager for Global Combat Support

System—Marine Corps (PMW 230) in August of

2018.

CAPT Kenneth Sterbenz relieved CAPT Stephan

Tedford as Program Manager for Aircraft Launch

and Recovery Equipment (PMA 251) in September of

2018.

ASN(RD&A) Staff

VADM Mike Moran relieved VADM David Johnson

as ASN(RD&A) Principal Military Deputy in

October of 2018.

Welcome Aboard!

AEA Award Winners!

Congratulations to the 2018 Department of the Navy Acquisition Ex-cellence Award Winners. The Acquisition Excellence Awards recog-nize individuals and organizations that have demonstrated excellent performance in the acquisition of products and services for the Navy and Marine Corps. They represent the very best of professionalism, ingenuity and accomplishment among the ~63,000 members of the Acquisition Workforce. The ceremony was held on 16 Oct 2018 in the Pentagon with Secretary Geurts presenting the awards. Photos and citations will be in the 2018 DON Acquisition Awards Booklet.

Program Manager of the Year CAPT Elizabeth S. Okano, Program Manager, Above Water Sensors PEO

IWS 2.0, PEO IWS

Acquisition Professional of the Year Ms. Barbara Johnson, Deputy Director of Contracts, NAVSUP Weapons

Systems Support, NAVSUP

Dr. Al Somoroff Acquisition Award MQ-8C Development and Production Team (PMA 266), PEO U&W

& Unmanned Maritime Systems Program Office (PMS 406), PEO USC

Field Acquisition Activity Award NAVSUP Fleet Logistics Center, Norfolk, NAVSUP

& Supervisor of Shipbuilding, Newport News, NAVSEA

Ron Kiss Maritime Technology Transition Award Individual Water Purification System Block II Integrated Product Team,

MARCORSYSCOM

Competition Excellence Acquisition Team of the Year Orca XLUUV Acquisition and Contracting Team (PMS 406), PEO USC

& Landing Craft, Utility 1700 Acquisition Team (PMS 377), PEO Ships

Innovation Excellence Acquisition Team of the Year Transparent Armor Relamination Team, MARCORSYSCOM

& Cyber Education and Certification Readiness Facility, SPAWAR

OSBP Secretary's Cup Naval Sea Systems Command

OSBP Sarkis Tatigian Award NAVFAC Northwest, NAVFAC

OSBP Oreta B. Stinson Small Business Advocate Award Mr. William Farmer, Deputy Program Manager, Tactical Networks

Program Office (PMW 160) PEO C4I &

Mr. Bryan Ramsay, Science &Technology Lead, PEO U&W

Small Business Team Award Landing Craft, Utility 1700 Acquisition Team (PMS 377), PEO Ships

& USN Boats and Combatant Craft Acquisition Team (PMS325G), PEO Ships

International Acquisition Partnership Award P-8A Cooperative International Program Team, PEO A

& Ms. Jan Grube, Principal Assistant Program Manager

for International Engagement, PEO IWS

RADM Wayne E. Meyer Memorial Award VADM David Johnson, Principal Military Deputy, ASN(RD&A) retired

Vice Admiral James H. Doyle Jr. Award RADM Ron Boxall, Director, Surface Warfare OPNAV N96


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November December January February

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Calendar & Events

Acquisition Events & Days of Interest

10 Nov EPF 11 (Puerto Rico) Christening 15 Dec LCS 19 (St. Louis) Christening

17 Nov LCS 11 (Sioux City) Commissioning 7 Jan Defense Entrepreneurs Forum Webcast w/ASN(RD&A)

1 Dec DDG 116 (Thomas Hudner) Commissioning 12 Jan LCS 13 (Wichita) Commissioning

3-7 Dec PM Workshop 26 Jan DDG 1001 (Michael Monsoor) Commissioning

5 Dec USD(A&S) Awards Ceremony 28 Jan-1 Feb PM Workshop

5 Dec SASC Readiness & Seapower Subcommittee Hearings 2 Feb SSN 790 (South Dakota) Commissioning

16 Feb LCS 16 (Tulsa) Commissioning

The DACM Corner magazine is produced by the Director, Acquisition Career Management, Office of the Assistant Secretary of the Navy (Research, Development and Acquisition) at 1000 Navy Pentagon, Washington DC 20350-1000.

To contact the DACM please go to http://www.secnav.navy.mil/rda/Workforce or call (703) 614-3666.

The deadline for submissions for the Winter 2018/2019 issue of the DACM Corner is 15 Jan 2018.

2018 DEPARTMENT OF THE NAVY ACQUISITION AWARDS BOOKLET COMING SOON…

The Department of the Navy Acquisition Excellence Awards were established by the Secretary of the Navy in 2008 to recognize military and civil service individuals and teams who have

made the most outstanding contributions to enhancing competition and innovation throughout the acquisition lifecycle and in support of Navy and Marine Corps acquisition programs.

http://www.secnav.navy.mil/rda/workforce

CONGRATULATIONS TO THE ACQUISITION EXCELLENCE AWARD WINNERS

See page 18 inside

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