The DoD’s approach for designing new systems and modernizing existing systems has evolved from the original principles outlined by the OSJTF MOSA, principles that concentrated primarily on weapon system platform technology development, to an open systems architecture (OSA) that applies MOSA principles and NOA implementation strategies to the national security system or systems that integrate national security systems with weapon platforms. OSA is based on the guiding principles outlined in DoDD 5000.01 (USD[AT&L], 2007), which instructs that “acquisition programs shall be managed through the application of a system engineering approach that optimizes total system performance and minimizes total ownership costs. A modular, open systems approach shall be employed, where feasible” (USD[AT&L], 2007). Subsequent instruction outlined in DoDI 5000.02 (USD[AT&L], 2008) reinforced a modular open system approach to DAS acquisition strategies, and the Open System Joint Task Force (OSJTF) was chartered by the USD(AT&L). Currently, the OSJTF has transferred responsibility for the oversight of open systems to the Office of the Deputy Assistant Secretary of Defense for Systems Engineering (ODASD[SE]). While the framework under which MOSA was originally designed remains largely unchanged, and is considered “the DOD preferred approach for implementation of open systems,” OSA applies MOSA principles and NOA implementation strategies to acquisition programs that design new systems or modernize existing ones (ODASD[SE], 2012).
In December 2011, the DoD Open Systems Architecture (OSA) Data Rights Team published a draft version of the DoD Open Systems Architecture Contract Guidebook for
Program Managers to coordinate DAS efforts to include OSA characteristics in system design,
modernization, and acquisition. The document highlights the following:
The key enabler for open architecture is the adoption of an open business model which requires doing business in a transparent way that leverages the collaborative innovation of numerous participants across the enterprise permitting shared risk, maximized asset reuse and reduced total ownership costs. The combination of open architecture and an open business model permits the acquisition of Open Systems Architectures that yield modular, interoperable systems allowing components to be added, modified, replaced, removed and/or
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supported by different vendors throughout the life cycle in order to drive opportunities for enhanced competition and innovation. (DoD OSA Data Rights Team, 2011)
Similar to earlier MOSA and NOA initiatives, OSA is composed of five fundamental principles to obtain “openness” of a system:
Modular designs that are based on standards with loose coupling and high cohesion in order to allow for the independent acquisition of system components; Enterprise investment strategies that are based on collaboration and trust, and that
maximize reuse of proven system designs and reduce overall costs;
Aggressive transformation of program life-cycle sustainment strategies for software intensive systems through proven technology insertion and product upgrade techniques;
Lower development risk through transparency of system designs, continuous design disclosure, and government, academia, and industry peer-review processes; and
Strategic use of data rights to ensure a level and competitive playing field and access to alternative solutions and sources across the program life cycle. (DoD OSA Data Rights Team, 2011)
OSA is fundamentally rooted in an open business model approach to system design and acquisition that encourages industry competition and third-party participation in system development and modernization. Achieving these five OSA principles ensures that a third- party—including innovative small businesses—can add, modify, replace, remove, or provide support for a component of a system and maximize acquisition choice and flexibility. OSA facilitates collaboration within and across military departments and industry by allowing PMs and program executive officers (PEOs) to pursue common architectures or capabilities across platforms. In addition, OSA encourages the use of COTS technology in DoD systems, and it “increases competition among system developers through the use of open standards and standard, published interfaces” (DoD OSA Data Rights Team, 2011, p. 4). Table 4 demonstrates the business and technical elements of OSA that must be included as foundational elements within a program.
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Table 4. Business and Technical Practices of OSA (From DoD OSA Data Rights Team, 2011)
Current DAS acquisition strategies seek to implement open systems architecture in system design and acquisition through an open business model that encourages vendor competition, eliminates stove-piped programs that result from vendor lock-in, incorporate the newest technologies in system design, and lower program life-cycle costs. The OSA approach should encourage both the acquisition community to seek out innovative small businesses for DoD acquisition projects and the small business community to proactively seek prime- contracting or sub-contracting opportunities for DoD projects.
The wide acceptance of open systems initiatives in DoD acquisition represents a major new SBIR access opportunity. From this perspective, the SBIR program is an integral and significant source of innovative technologies and new products that are ready for application and integration into complex DoD systems (Navy SBIR Program, 2008, p. 26). However, SBIR technology insertion is strongly dependent on proactive management processes and planning activities, and requires that the defense acquisition community proactively communicates that intent to small businesses participating in the program. In the following chapter, I review IST initiatives in the DoD SBIR program and analyze how well the DoD has used the SBIR program to advance open system initiatives in DoD IT acquisition.
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