IT-AAC Roadmap for Sustainable Defense IT Reforms

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IT Acquisition Advisory Council

“A public/private partnership operating as an honest broker for IT Innovations, Standards of Practice, Agile Methods, and just-in-time expertise outside the reach of the Defense Industrial Base”

“If confirmed, I would review the implementation of Section 804 and make any necessary recommendations for improvement. …If confirmed, I would work to identify the root causes of the Department’s software development

problems, identify solutions and implement appropriate corrective action.” Honorable Frank Kendall Senate Confirmation Statement, OSD ATL 2012

Gen Ted Bowlds, former AF ESC CMDRKevin Carroll, former Army PEO EIS

Dennis Nadler, CTO, IT-AACJohn Weiler, Managing Director, ICH

www.IT-AAC.org703 768 0400

Agile IT Acquisition – Leveraging the Best of the Commercial Industry….. when you need IT


IT Acquisition Advisory Council

“A public/private consortia of thought leaders, Innovations, Standards Bodies and Academia working together to usher in commercial innovations and

associated standards of practice”

Value Proposition:

Involving IT-AAC expertise early in the life cycle, during requirements formulation, allows better leveraging of commercial best practices and products

Eliminates the “design to spec” mentality in favor of a “what is needed” approach (capability vice spec)

Reduced high risk, low value unique developments


IT-AAC Study Approach

Establish consortia of SMEs, IT communities of practice, standards bodies and universities who are free of interests in the status quo

Identify application IT laws/policies and assess compliance; CCA, NDAA Sec804/933, NTTAA, OMB A119, FAR,

Conducted over 50 leadership workshops kicked off by DEPSEC Lynn.

Compiled 40 past studies & body of knowledge already available; GAO, DSB, DBB, BENS, TechAmerica, CRS,…..

Conducted 200 interviews with past program managers and fortune 500 companies to identify common success and failure patterns.

Identify and validate alternative IT mgt processes that were tuned for the fast paced IT market; value stream, capability specification, tech assessment, architectures, business case analysis

Capture evidence from early adopters of Agile Acquisition Process


OSD ATL view on IT Reform2009 DSB Re-Enforced By Many

Acquisition• Long acquisition cycle-times

• Successive layers … built over years • Limited flexibility and agility

Requirements• Understanding and prioritizing requirements

• Ineffective role and comm in acquisitions

Test/Evaluation• Testing is integrated too late and serially

• Lack of automated testing

Funding & Governance• Program-centric, not capability-centric

• Overlapping decision layers (e.g., multiple review processes)• Lack of customer-driven metrics

• Funding inflexibility & negative incentives

“The inability to effectively acquire information technology systems is critical to national security. Thus, the many challenges surrounding

information technology must be addressed if DOD is to remain a military leader in the future. The development of a new acquisition process,

coupled with clear roles and responsibilities of key decision makers, and an experienced leadership and workforce, are important elements of the

solution.” Defense Science Board Report to Congress


Root Cause Analysis findingswasting billions and undermining NSS missions

Leadership Resolve is the Critical Success Factor:

1. Inefficient IT Acquisition Ecosystem: top down processes, upside-down incentives, redundant oversight, missing metrics (MOE, SLA) puts focus on compliance vs outcomes. Programs spending up to 35% on compliance paperwork and still fail 84% of time. DODAF, JCIDS, NESI, LISI were designed for 20 year lifecycles and conflict with Clinger Cohen Act, NDAA Section 804 and Commercial Best Practices.

2. Shortage of Qualified IT Experts: Lack organic access to commercial IT standards of practice and lessons learned that are 5 years ahead of Government IT. Concepts like SOA, Cloud Computing and Service Level Management cannot be embraced without access to industry lessons learned and experiential data. OMB Director determined that Federal IT is broken and failing to deliver promised value.

3. Obscured Commercial Innovations and Standards of Practices: Traditional Defense Industrial Complex suppliers are structured to support design-to-spec weapon systems approaches (5000.2 approach) and lack organics mechanisms to partner with SDOs, University Labs and non-traditional suppliers/innovators.

"It is not a great mystery what needs to change, what it takes is the political will and willingness, as Eisenhower possessed, to make hard choices -- choices that will displease powerful people both inside the Pentagon and out” Defense Secretary Robert

Gates


IT-AAC’s Agile Acquisition Enablers

Just-In-Time Commercial IT Expertise critical to overcoming cultural resistance to change. Hundreds of combined years of lessons learned, invaluable in risk mitigating experience.

Agile Acquisition & Service Level Management– derived from standards work and vetted by Global 500 companies. Acquisition Assurance Method is the only GSA Certified Acquisition Framework tuned for the fast paced IT market.

IT Innovation Research and Architecture Design Patterns – supported by an expansive network of universities, SDOs, NROs and COPs working together to share best practices, innovations and lessons learned.

GSA Certified Best Value and Proven ability to mitigate risk at: BTA, Navy CANES, USMC TSOA, and DoD/VA IPO SOA E.H.R.

“Together, these steps will help to catalyze a fundamental reform of Federal IT, which is essential to improving the effectiveness and efficiency of the Federal Government” Peter Orszag, White House,

OMB Director


IT-AAC Public/Private ResourcesConflict Free access to Agile IT Methods, Standards of Practices,

and Real World Lessons Learned

IT-AAC Partners

IT Mgt Methods

Cloud/IT/IA Standards

Innovation Research

Tech Assess

Best Practices

Pilots Prototype

Policy & Governance

IT Training Mentoring

AIA CAP CSA CSCC ICH

ISC2

ISSA

OMG

UofMD

UofTN

JHAPL

TIA

FSTC


IT-AAC Sample Engagement1. ID: Agency identifies requirements/capability gap in various formats, provides profile of existing IT portfolio, COTS product

suites and performance metrics if available.

2. INITIATE: IT-AAC assesses scope of situation, IDs critical tech domains needed, and recommends one of several FFP offerings on GSA targeting opportunity.

3. RESOURCE: IT-AAC assigns PM who sends out capability survey to certified SMEs in the IT-AAC COP. Select SMEs are presented to customer for acceptance.

4. SCOPE: PM establishes scope of work, time lines, and Just-in-Time SMEs needed to cycle through decision milestones. PM readies process and decisions tools to be provided the team.

5. BASELINE: Upon award, PM and project team conduct baseline review of existing documentation, systems configurations and deficiency reports to conduct a Baseline Gap Analysis Strawman.

6. MEASURE: PM and Customer facilitate Value Stream Analysis to validate problem set and target outcome to develop transformation roadmap and to-be-architecture. Customer feedback validate way forward.

7. OUTREACH: Solution Assessment Surveys are sent out thru standards partners and COPs to gain insights into potential design patterns and anti-patterns. Standards profiles are used to capture market research.

8. ASSESS: Vendors complete self assessment templates point to real world customer experiences that are then audited by phone or person.

9. BIZCASE: PM works with team to assemble analysis into assessment tables for next set of customer facilitation meeting that separates requirements into COTS vs Development categories by solution suite.

10. EXECUTE: Service levels agreements are established with predicable outcomes by option, enabling tradeoff analysis by customer.


IT-AAC Operationalizes BBP2.01. Achieve Affordable Programs

IT-AAC’s Rapid Tech Assessment framework exposes the 80% COTS/OS Solutions, eliminating costly ECPs and Customization.

2. Control Program Lifecycle Costs IT-AAC’s reuse of industry IT testing, assessment and implementation results reduces cycle times by 80% and

requirements over specification by 23% on average.

3. Incentivize Innovation in Industry and Government IT-AAC’s virtual Solution Architecture Innovation Lab (SAIL) provides an open and inclusive structure where the

realm of the possible can be defined (OTA like)

4. Eliminate Unproductive Processes and Bureaucracy IT-AAC’s Acquisition Assurance Method (AAM) replaces “check list” approach with a fact based decision

framework that compliments DOD5000 and BCL.

5. Improve Tradecraft in Acquisition of Services

IT-AAC/DAU partnership established a robust just-in-time training/mentoring program needed to bolster DoD competencies.

“No one wants a bureaucratic framework wrapped in paper, so to do this right, we need your support, ” NSA’s General Keith Alexander


IT-AAC IT Reform Compliance

1. Clinger Cohen Act (Paperwork Reduction Act) IT-AAC’s Acquisition Assurance Method (AAM) is derived from Benchmarked Best Practices and

Maximizes the use of COTS Products.

2. 2010 NDAA Section 804 AAM was tuned for the fast paced IT market and the only Agile Framework to be certified by GSA

and Proven to reduce IT Acquisition Cycles times on a repeatable basis.

3. OMB 25 Point Plan and 2012 NDAA IT-AAC’s Cloud Standards Partners provide Open Architectures and Design Patterns critical to

legacy migration to Cloud Services

4. Federal IT Acquisition Reform Act 2014 (draft) IT-AAC’s Provides mentoring and training resources supported by a IT Clearinghouse needed to

improve effectiveness of the IT Acquisition Workforce.


Past Performance = Assured Outcomes

Where AAM and IT-AAC have proven: better, faster, cheaper

Navy: Assessment of AFLOAT Program – CANES SOA & Security Strategy

Contact Value: $350kEliminated hi-risk Requirements by

23%, $100Ms in potential savings

USAF: Streamlined COTS Acquisition Process. Applied to Server Virtualization.

Contract Value: $500kEstablished optimal arch with ROI of

450% & $458 million savings

USAF: Full application of AAM ModulesFor eFOIA (KM)

Contract Value: $150KCompleted AoA, BCA, AQ Selection

in just 4 months.

USMC: Solution Architecture, AoA and BBA for Cross Domain, Thin Client

Contract Value: $300kGreatly Exceeded Forecasted Saving

in both analysis and acquisition

GSA: Financial Mgt System consolidation using AAM.

Contract Value: $500kMoved FMS from OMB “red” to “green”. Eliminated duplicative investments that saved $200M

BTA: Build out of AAM into BTA IT360, with two completed PilotsContract Value: $300kM

$300 million in potential savings with minimal investment

BTA: Apply AAM to complete AoA and BCA for DoD SOA Project

Contract Value: $250kReduced pre-acquisition cycle time

and cost of Analysis by 80%(4 months vs 18)

GPO: Developed Acquisition Strategy for Future Digital System FDSys

Contract Value: $150kLed to successful acquisition and

implementation on time, on budget and 80% cheaper than NARA RMS

JFCOM: MNIS Evaluation of Alternatives for Cross Domain Solutions

Contract Value: $350kEvaluated 100’s of Options in 90 days,

enabling stake holder buy in and source selection.

“we believe that it is necessary to develop a comprehensive set of metrics to give transparency to program execution, avoid subjective judgment, and avoid the wasting of time in both executing commands and in oversight offices. This is consistent with the fundamental

recommendations of the Packard Commission and Secretary Robert Gates’s initiative to eliminate inefficiency and waste.” PARCA-RAND Root Cause Analysis of Nunn-McCurdy Breaches


IT-AAC Biz Case and Outcomes

How IT-AAC can reduce barriers to innovation and mitigate risks;

Reduce duplicative spending on innovation research and burden on Innovators

Embrace of Open and Agile IT Acquisition frameworks (per DSB report) already proven to meet challenges of the fast paced IT market (AAM is the only conforming to-date)

Access to evolving commercial innovations, implementation best practices and lessons learned (CCA), outside the reach of the Defense Industrial Complex

A bottom up view of commercial capabilities that feeds the requirements process, (realm of the possible) to prevent over specification and costly custom development.

Means of deriving SLAs from both Measures of Effectives and Standards of Practice, critical to managed services, capability based acquisition and service level management.

Providing PMs and Stake Holders with access to alternative resources, expertise and innovations


Or Continue with Business as Usual

IT PROGRAMIT PROGRAM

14

Backup Slidesin case you are not convinced

"“If confirmed, I would review the implementation of Section 804 and make any necessary recommendations for improvement. …If confirmed, I would work to identify the root causes of the Department’s software development problems, identify solutions and

implement appropriate corrective action.” Honorable Frank Kendall Senate Confirmation Statement, OSD ATL 2012


How IT-AAC fills Expertise Gap of Defense Industrial Base

Partner Type

SDLC Phase

FFRDC User Groups, Communities of Practice

Standards development orgs, trade associations

Public Private Partnerships (IT-AAC)

Consultants, IV&V, A&AS Firms

Innovators, Tech Mfg, Open Source

System Integrators

Requirement, Gap Analysis

Only when no other company can support (4).

OMB Lines of Business offers Critical Role (6,7)

SDOs = Primary driver for open systems. Conflict free structures (2,3)

Provide Conflict free structure and economies of scale (2,6)

Limited access to commercial innovations, and Agile Methods.

Great source for customer use cases, lessons learned.

FAR OCI Rules limit participation

Architecture and Planning, Mkt Research

Only when no other company can support (4)

Agency EA’s lack means of keeping up w/ fast paced IT

Provide standards of practice, not support

Principle source of expertise

Limited access to SDOs, best practices, lessons learned

FAR OCI rules limit participation

FAR OCI rules prohibit direct support

PMO & IV&V Support

Only when no other company can support (4)

Not inherently governmental

Assess to standards of practice of suppliers

Optimized for this area

Key role FAR OCI rules prohibit participation

FAR OCI rules prohibit participation

Solution Engineering, source selection

Strong suite if not also supporting above activities

Not inherently Governmental

Assess to potential suppliers already in market

Support role, provide process standards, lessons learned

Support role Provide developmental

Primary partnership area

Solution development & integration

Forbidden, (4) Not inherently Governmental

Potential OCI, objectivity

Potential OCI, Lack Resources & Expertise

Internal IV&V for Prime contract reduces risk.

Provider of key technologies

Primary partnership area


How AAM Informs the Acquisition EcosystemValidating requirements, technologies and metrics

MissionNeed:• MoEs• Mission Prioritization• Constraints

Technology Fit/Finish:• Selection• Certification• Interop Spec• Openness

Service Specification• Feasibility• SOA Attributes• SLAs• Shared Services

Industry CxOs

InnovatorsVendors/ISVs

SDOs/Labs/Universities

Align Proven Capabilities w/ business needs

Model New Solution

Solution Architecture Validation

and Demonstrations

ValueStreamAnalysis

ProvenIT Solutions

VettedSolutionArchitecture

KnowledgeExchange

Prioritized MissionRequirements & Metrics

Y

N

N

Y

Validated PastPerformance

Measurable OutcomesBusiness Metrics

Solution SetEvidenced-BasedAssessment

NormalizedService Components

Analysis of Alternatives

Solution Exist?

Performance SpecsRisk Metrics and SLAs

COTS ComparativeAnalysis, Evidence

Business Requirements& CapabilityGaps

Validated Acquisition Strategy, SLAs &Source Selection Criteria

IT-AAC Communities of Practice

Biz ProcessRe-Engineering

InnovationsEvidenceLessons Learned

Research,Testing Results


Case Study: Streamlining the DoD’s IT Acquisition for Infrastructure

Challenge: Establish OSD BTA’s Agile Acquisition Method for IT Infrastructure (SOA)

Applied ICH’s Acquisition Assurance Method (AAM) standard– Developed IT Business Systems lifecycle entry/exit criteria for great transparency– Established enhanced Clinger Cohen Act process guide for OSD BTA CIO– Developed Value Chain Capability Assessment Methodology (CAM) – Established IT Acquisition Advisory Council to overcome cultural impediments.

Outcomes; IT Acquisition Reform we can believe in– Complemented Business Capability Lifecycle (BCL), providing analytical tools for framing decisions– Enabled actionable Clinger Cohen Act compliance that goes beyond check list– Enabled Component Acquisition Executive with means of judging business value of IT investments– Provided OSD BTA with alternative approach to DoD weapons systems style processes– Used to conduct Pre-milestone B “Hosting” AoA and Business Case Analysis in just 4 months.

Projected Savings = $350M over 5 years.

Office of the Secretary of Defense, DCIO (2001) ”Since the value of the ICH to our programs increases rapidly through results sharing, we encourage the defense community and IT industry to participate directly in the public service initiative in terms of sponsorship and lessons learned"


Challenge: Establish a common and repeatable AF Wide COTS assessment/acquisition process

Case Study: Streamlining the IT Acquisition process

SAF XC/AQ; AF Solution Assessment Process (ASAP)

Integrated ICH Architecture Assurance Method into all major AF IT components

– Developed root cause of analysis of current weaknesses and deficiencies

– Identified and integrated both AF and industry best practices into a common framework

– Developed series of templates and input/exist criteria for each stage of the SDLC process

Outcomes: Increased traceability from requirements to acquisition, reducing “thrashing”

– Provided a common, enterprise wide process designed for leveraging COTS

– Augmented architecture process to address legacy and COTS capabilities

– Reduce market research and analysis in a fraction of the cost and time by leveraging existing expertise and lessons learned of the market

– Provided mechanisms for forcing adoption of 80% solution.

“We have put to practice the AF Solution Assessment Process (ASAP) at the Air Force Communications Agency (AFCA) with some well documented success. It was developed with Interoperability Clearinghouse (ICH) and provides a structured and measurable IT assessment process with the agility to provide decision-quality assessments ranging from quick-looks to more in-depth capability-focused technology assessments and lightweight business case analysis.” General Mike Peterson, AF CIO


Challenge: Establish a enterprise ship board SOA infrastructure for all shipboard legacy systems

Case Study: Validating SOA and Cross Domain SolutionsNavy PMW 160 Consolidated Afloat Network

Enterprise (CANES)

Establish an actionable solution architecture that leverages SOA & COTS implementation best practices

– Provide a standardized Solution Assessment Methodology to leverage best practices and mitigate deployment risk (compliment NESI).

– Establishes a Solution Architecture standard and public/private research partnership that maximizes use of commercial trends (COTS/Open Source solutions) via an actionable Open Architecture (OA)

– Enable Capability Based Acquisitions. Reveal Gaps in both requirement and industry offerings (define realm of the possible).

– Establish SOA performance metrics and SLAs that reflect real world limitations and hold suppliers accountable.

Outcomes of ICH engagement (reduced requirements over specification by 23%);– Proved out as a standardized IT Assessment & Solution Architecture process that will mitigate

deployment risk. – AAM assessment products used:

Capability Determination and Metrics Service Component Prioritization and Alignment and Feasibility/Risk Assessment

– Demonstrated the feasibility and viability of using GOTS/COTS/Open Source products within the CANES Architecture

– Demonstrated a method and a plan to: Assess SOA Service Components for CANES Assess migration to Netcentric “need-to-share” systemsProduced a large body of artifacts that are important for the architecture phase


Challenge: Defense Agile Acquisition Framework & SOA E.H.R. Best Practices Guidance

Established Section 804 Agile Acquisition Framework for E.H.R Way Forward

– Developed source selection criteria for TMA Program Office

– Benchmarked SOA/Cloud Industry Best Practices and Lessons Learned with support from 10 Fortune 100 companies

– Built out a proven Agile Framework fully vetted by BTA (Acquisition Assurance Method)

Outcomes: Established SOA Roadmap that addressed stake holder needs

– Enabled award based on unambiguous design specs

– Augmented architecture process to address legacy and COTS SOA/ESB capabilities

– Was able to cycle through market research and analysis in a fraction of the cost and time of traditional efforts.

– Ensured viability of Solution Architecture in terms of; meeting HIPPA, security, and interoperability requirements

Case Study: World Largest Healthcare Agency OSD HA’s Government Wide e-Healthcare program

“The ICH repository data and analysis methodologies was very helpful in supporting a quick turn around for [Information Assurance] section of COTS security products. Highly detailed ICH technology domain and product evaluation data comprised over 60% of this urgently needed [architecture] report”. Northrop Grumman on ICH’s support of their successful GCPR Pilot


Federal IT Reform Directivescritical to Cloud/C2/ISR execution

Clinger Cohen Act recognizes that government must leverage commercial IT: (1) Streamline the IT Acquisition Process

(2) Change business processes (BPR), not COTS

(3) Favor COTS/OSS over custom development.

(4) Build business case and acquire based objective assessment criteria

(5) Use architecture for investment decisions

(6) Adopt Commercial Standards and Best Practices

OMB 25 Point Plan Requires: “IT Reform efforts must Align the Acquisition Process with the Technology Cycle”Point 13. Design and develop a cadre of specialized IT acquisition professionals .

Point 14. Identify IT acquisition best practices and adopt government-wide.

Point 15. Issue contracting guidance and templates to support modular development

Point 16. Reduce barriers to entry for small innovative technology companies”

“Acquisition of ISR systems presents particular challenges to the intelligence community, the Department of Defense (DOD), and Congress. Agencies responsible for national systems are usually separate from those that design and acquire tactical

systems. The costs and complexity of individual systems, continuing changes in technologies, and the difficulties involved in linking disparate systems together to serve a variety of consumers require different acquisition approaches than those often

used for ships, tanks, and manned aircraft” Congressional Research Report to congress 12/2011.


Congressional IT Reform Directivesderived from IT-AAC Research

2010 NDAA Sec 804: “The Secretary of Defense shall develop and implement a new acquisition process for information technology systems. The acquisition process developed and implemented pursuant to this subsection shall, to the extent determined appropriate by the Secretary--

– be designed to include– 1) early and continual involvement of the user; 2) multiple, rapidly executed increments or releases of capability; 3) early, successive prototyping to support an evolutionary approach; and 4) a modular, open-systems approach”

2011 NDAA Sec 933: “The Secretary of Defense, in consultation with the Secretaries of the military departments, shall develop a strategy to provide for the rapid acquisition of tools, applications, and other capabilities for cyber warfare for the United States Cyber Command and the cyber operations components of the military departments. The Strategy shall include:”

– Basic elements (1) An orderly process for determining and approving operational requirements. (2) A well-defined, repeatable, transparent, and disciplined process for developing capabilities to meet such requirements, in accordance with the information technology acquisition process developed pursuant to section 804 (3) The allocation of facilities and other resources to thoroughly test such capabilities.

– Establish mechanisms to promote information sharing, cooperative agreements, and collaboration with international, interagency, academic, and industrial partners in the development of cyber warfare capabilities

2012 NDAA "Migration of Defense data and government-provided services from Department-owned and operated data centers to cloud computing services generally available within the private sector that provide a better capability at a lower cost with the same or greater degree of security.",


2013 Federal IT Acquisition Reform Act (FITARA) Issa/Lankford

The Federal IT Acquisition Reform Act (FITARA) squarely addresses the dismal record of Federal IT. The purpose of FITARA is to enhance the best value to the taxpayer by adapting the cumbersome federal acquisition process to major trends currently occurring in the IT industry.

FITARA begins by increasing the responsibility, accountability and authority of the Chief Information Officer for each of the major federal agencies by providing them with budget authority over IT programs. In the past, most CIO’s lacked the ability to manage their agency IT deployments because they lacked any control over the fashion in which IT budgets were spent.

FITARA also reinvigorates the responsibilities of the Chief Information Officer Council within OMB by requiring it to define common standards and practices for commodity IT resources in partnership with appropriate non-profits and SDOs (IT-AAC)

FITARA goes to the heart of waste and duplication by transforming the fashion in which the government acquires IT resources. It does so by (i) establishing a Federal Commodity IT Center to serve as a focal point for coordinated acquisition practices and the creation and management of an optimal mix of government-wide IT contracts; and (ii) designating Assisted Acquisition Centers of Excellence (AACEs) to design low cost acquisition practices for specialty or complex IT requirements. AACES would be the “go to” center for federal agencies by offering uniform practices and streamlined contracts.

To ensure these entities remain effective, FITARA requires OMB to establish these centers of excellence in cooperation with appropriate non-profits. These Centers would serve as a central government resource to develop and implement best practices and common standards for the acquisition of commodity IT products and services across the federal government. It also would serve to mitigate the critical shortage of qualified government IT acquisition staff by centralizing the knowledge of specialists within one Center.

“To decrease risk in source selections, the DoD will follow proven commercial processes, increasing the emphasis placed on past performance and experience on prior government and commercial efforts in selecting IT providers.” DepSec Bill Lynn on Agency Responsibilities for Section

804 Implementation


IT-AAC’s GSA Certified Offerings

“the ounce of prevention in these lean times…”

Repeatable, Measurable, Standardized IT/Cloud Frameworks Requirements: Acquisition Assurance Method (AAM), an IT investment Decision Analytics Framework Evidenced Based Research (EBR) repurposes existing testing, assessment and implementation results SOA and Service Level Management Standards that enable Performance Driven Outcomes Tech Assessment Framework that puts the onus of proof on industry and reduces risk

A virtual Solution Architecture Innovation Lab Informs AoA, EoV, BCA (ROI) and Risk Assessments at a fraction of the cost and time Dynamic Access to Applied Standards, Shared Research, and Emerging Tech An OTA like shared resource where small/innovative companies can prove out their capabilities A IT Clearinghouse of reusable Architecture Design Patterns with associated Performance Metrics and SLA

Just-In-Time Mentors and SMEs Certified By GSA as Best Value Void of any Conflict of Interests Access to commercial industry leaders, innovators and world class expertise

IT-AAC Roadmap for Sustainable Defense IT Reforms

Technology

Transcript of IT-AAC Roadmap for Sustainable Defense IT Reforms