March-April 2005 A PUBLICATION OF THE Some photos appearing in this publication may be digitally enhanced. Vol XXXIV, No.2, DAU 183 2 18 National Geospatial- Team Osprey Intelligence Agency Redefines Training Director John Walsh, Louise A. Defense AT&L interview Kratz NGA is a complex, The V-22 Osprey tilt- multi-faceted agency. rotor aircraft program Director Lt. Gen. James office broke new R. Clapper Jr. explains ground by making its his forward-looking training program the strategy to help NGA first priority for meet the increased program funding and need for geo-spatial by including warfighter intelligence to defend input at every critical the homeland and decision point during support the warfighter development. today and tomorrow. 10 22 Requirements Manage- Knock, Knock, ment: A Template for Knocking On Success Newton’s Door Wayne Turk Maj. Dan Ward, USAF Requirements manage- Two, four, six, or more ment is key to the minds are better than successful develop- one. Informal coopera- ment of any product. tive networks that The author describes a include people who requirements manage- aren’t among the usual ment process hailed by suspects, can open the GAO as a government door to innovative best practice in 2003. problem solving. 14 26 Revitalization of Weblog Technology Systems Engineering for Acquisition in DoD Program Management Michael W. Wynne with David Brown, Tammi Mark D. Schaeffer McVay Analysis of major Private industry has acquisition programs embraced blogging to showed that ineffective improve communica- application of systems tion and information engineering led to sharing. A U.S. Navy- escalating costs. DoD managed collaborative emphasizes systems team tested weblog engineering as a key technology and found management planning it to have significant and oversight tool. applicability to defense acquisition programs. 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Defense AT&L is a 30 A Risky Fable Alvin Ware ALSO The monarch of a land with a strangely Using Military Standards in familiar-sounding Acquisition Programs____________________34 name learns that new concepts and processes neither sell Accrediting DoD Technical Representatives themselves nor in Italy__________________________________36 magically heal what’s wrong. If a leader Welcome Ceremony for Secretary of the doesn’t show the Army Dr. Francis J. Harvey ______________42 way, the rank and file can’t be ex- Surfing the Net __________________________87 pected to stumble upon it on their own. 32 Acquiring All You DEPARTMENTS Need to Maintain Your Software In the News ______________________________46 Al Kaniss Just because you paid for software develop- Career Development ____________________63 ment doesn’t mean you own the rights. Policy & Legislation ______________________67 Avoid costly trouble down the road by ensuring that all the Conferences, Workshops & Symposia ______74 data rights you’ll need to maintain the Acquisition & Logistics Excellence ________79 software in the future are written into the initial contract. 1 Defense AT&L: March-April 2005 DEFENSE AT&L INTERVIEW The “Now,” the “Next,” and the “After Next” of Geospatial Intelligence Lt. Gen. James R. Clapper Jr., USAF (ret.) National Geospatial-Intelligence Agency Director ormed from several defense and intelligence or- of combat commanders, Clapper became the first civil- ganizations, the National Geospatial-Intelligence ian director of NGA on Sept. 13, 2001. Agency merges imagery, maps, charts, and envi- ronmental data to produce geospatial intelligence— Late in 2004, from his office in Bethesda, Md., Clapper the analysis and visual representation of security- spoke with James P. McNulty, Defense Acquisition Uni- Frelated activities across the globe. Using state-of-the-art versity professor of systems acquisition management. software and hardware, NGA can create animated rendi- Clapper explained how he has seen the demand for tions of imagery and geospatial data, allowing users to geospatial intelligence skyrocket during his tenure, and visualize inaccessible terrain. he described some of NGA’s key contributions and ac- complishments in meeting this demand, as well the chal- NGA has contributed to homeland defense efforts, helped lenges that lie ahead for the agency. resolve international disputes, aided disaster re- lief efforts, helped the armed forces over- Q: seas, developed safer airways charts, On Nov. 24, 2003, the president signed and remapped the world. the 2004 Defense Authorization Bill, a provision of which authorized Serving as director of this com- NIMA [National Imagery and plex organization is retired Mapping Agency] to change Air Force Lt. Gen. James R. its name to the National Clapper Jr. Chosen for his Geospatial-Intelligence extensive experience in in- Agency. What is the signif- telligence matters and icance of this change? knowledge of the needs Defense AT&L: March-April 2005 2 Photographs by Sgt. Mason Lowery, USA A: A: Well, I think the major significance is that it’s a visible af- Organizationally, we have directorates that are quintes- firmation that this is not two separate organizations or sentially committed to each one of those dimensions. two separate cultures or two separate endeavors, which That’s not to say that the rest of the agency doesn’t have was the case when the Defense Mapping Agency was to think in terms of now, next, and after next, but our combined with some other organizations to form what analysis and production organization—which is by far was called the National Imagery and Mapping Agency. the largest, and the basic reason we exist—is essentially That name itself essentially perpetuated the separateness: the now organization. We have an acquisition directorate imagery and mapping. What the new name symbolizes that attends to the next. And for after next, there is what or connotes is the synthesis of mapping, charting, and we call “Innovision,” a term we use for our futurists and geodesy on one hand, and imagery analysis and imagery our research and development activities. Institutionally intelligence on the other, into the concept of geospatial or structurally or organizationally, those three directorates intelligence, which is really what this agency is about. represent the three dimensions. That represents, in a word, our vision of where we need to go to support our customers. Now that’s not to say that each directorate has a singu- lar focus. For example, enterprise operations, which runs Q: our information technology and what we call source op- You began your tenure as NGA director by introducing an erations and management, and which operates our col- organization principle that focused on three elements: the lection task, must think in those three terms as well. So “now,” the “next,” and the “after next.” The current chal- it’s not a one-on-one binary relationship between a tem- lenge facing NGA is dealing with the now mission—the war poral dimension and an organization. There is some or- on terrorism—while continuing to attend to the next, as well ganizational congruence, but it’s also a mindset or a way as planning for the after next and the future. In the face of of organizing how we approach things in terms of run- the accelerated work flow triggered by our current situation, ning the business and transforming. how do you encourage personnel to allocate time and re- sources to keep a focus on the future? Q: It’s not an easy task trying to strike that balance is it? A: I served previously as director of DIA [Defense Intelligence A: Agency], and for four years on the NSA [National Security No! Agency] Advisory Board after I retired.