{"title":"Proactive Obsolescence Management Methods for C5ISR Systems: Insights from Practitioners","authors":"Matthew Chellin, Erika E. Miller","doi":"10.22594/dau.21-886.30.01","DOIUrl":"https://doi.org/10.22594/dau.21-886.30.01","url":null,"abstract":"Obsolescence is a significant challenge for the Command, Control, Communications, Computers, Cyber, Intelligence, Surveillance and Reconnaissance (C5ISR) community. Obsolescence can negatively affect a C5ISR system’s cost, schedule, performance, and readiness. This article examines the challenge of obsolescence for C5ISR systems by focusing on the U.S. Army at Aberdeen Proving Ground, Maryland, and their industry partners. Data were gathered by conducting interviews with 20 individuals who had experience with C5ISR systems: 10 government Army civilians and 10 industry partner employees. The objective of this study is to synthesize insights from the experiences of government and industry practitioners that mitigate diminishing manufacturing sources and material shortages (DMSMS) challenges. \u0000The obsolescence mitigation areas described in this article include proactive and reactive obsolescence mitigation, obsolescence mitigation methods, opportunities for alternative components and planned improvements, the importance of DMSMS contracting language, and obsolescence management practices to avoid. This article also offers approaches grounded in practitioner experiences to mitigate obsolescence through a preliminary proactive obsolescence management model, risk mitigation framework, and metrics. The combination of the obsolescence mitigation approaches discussed in this article has the potential to achieve greater system readiness, more availability, better maintainability, and lower costs for C5ISR systems.","PeriodicalId":244701,"journal":{"name":"Adapting to the COVID Challenge","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133902109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Assessing Workforce Perceptions of Productivity and Success After 730 Days of Distributed Operations in Response to COVID-19","authors":"Glenn Tolentino, John Wood, S. Riley","doi":"10.22594/dau.22-893.30.01","DOIUrl":"https://doi.org/10.22594/dau.22-893.30.01","url":null,"abstract":"During the midst of the Coronavirus Disease 2019 (COVID-19) pandemic, a large Navy Working Capital Funded (NWCF) government laboratory, Naval Information Warfare Center (NIWC) Pacific, transitioned from a traditional onsite/physical daily operational presence to a distributed, virtual, maximum telework posture. In short, unless NIWC Pacific’s leadership directed that performance of a specific, approved tasking required that it take place at a particular physical workplace location, the laboratory workforce was directed to telework from a safe location while practicing social distancing. \u0000To this extent, a majority of the workforce for NIWC Pacific’s programs and projects continued performing their duties in a virtual and secure distributed environment. In addition, the Office of Personnel Management telework policy provided new guidance to give personnel adequate direction, including telework eligibility, agreement, definition, and types of telework arrangements. \u0000This new norm certainly raised a number of questions and considerations for the organization as a whole related to the effectiveness of the workforce while under a maximum telework mandate. As a result, the authors distributed two surveys to a subset of the workforce in the early days of the pandemic to assess the perceived work effectiveness of the organization. After 730 calendar days of remote operation by the workforce, the authors initiated this study as a third inquiry, with the goal of understanding the long-term impact of distributed telework on productivity and effectiveness within a department of 900 employees.","PeriodicalId":244701,"journal":{"name":"Adapting to the COVID Challenge","volume":"324 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115567621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Adoption of Model-Based Systems Engineering in Traditional DoD Systems","authors":"Patrick Assef, Jeremy Geiger","doi":"10.22594/dau.22-892.30.01","DOIUrl":"https://doi.org/10.22594/dau.22-892.30.01","url":null,"abstract":"The transition to digital engineering has become a major objective within the Department of Defense (DoD). One such method is Model-Based Systems Engineering (MBSE), or the use of models to facilitate systems engineering. Most new DoD programs are being built from the ground up using MBSE. However, the question of whether MBSE should be incorporated into existing systems still lingers. Little research currently exists on the efforts required to transition existing systems to MBSE. In this article, the authors measure the effort required to transition an existing system of systems (SoS), which primarily relied on document-centric methods, to MBSE. Time efforts were measured to develop the model for the SoS, as well as the subsystems and components it contains. Additionally, existing MBSE resources that are part of the cost of transitioning to MBSE were also compiled. The research is intended to serve as a guide for program managers throughout the DoD to roughly estimate the time and costs they will incur to transition their programs to MBSE.","PeriodicalId":244701,"journal":{"name":"Adapting to the COVID Challenge","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124418146","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}