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2016 Nomination Schedule and Process
2016 Awards
2016 Nominations
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 2016 Nominations 

Every year, we receive nominations that exemplify how well the American public is being served by the superb and innovative IT programs delivered in both the public and private sectors. AFEI is raising the level of awareness about the tremendous work being done by both industry and government in combining innovation and emerging technologies to solve the government’s most complex enterprise problems.

While not selected to receive an award, these nominations are nonetheless deserving of recognition. 

Industry Nominations

The MITRE Corporation

The MITRE Corporation is a not-for-profit company that operates research and development centers for the federal government, which means cybersecurity is of utmost importance to us. Many of MITRE’s ongoing cyber risks can only be assessed using a threat-based approach, which requires decision-makers to know enough about the network and environment to make sound assessment decisions. To ensure that the organization’s operating centers had the necessary information, in May 2012 MITRE’s Information Security organization (InfoSec) undertook to replace the company’s patchwork of spreadsheets, Action Request System (ARS) waivers, SharePoint sites, and other improvised tools and resources with a shared risk management (SRM) process that was agile, aligned with the business, and transparent. MITRE’s new SRM standards and protocols for cybersecurity involve creating a standardized risk assessment and acceptance process and its associated reporting methodology that unifies multiple discrete processes across all of the company’s operating centers. By bringing the various administrative paperwork and “office tapestry” processes into a unified governance, risk, and compliance (GRC) workflow and management tool, MITRE gains enterprise-level oversight of cyber risks that could compromise the security of the information entrusted to MITRE by its government sponsors, much of which is vital to national security.

To fulfill its mission to protect MITRE’s security, one of InfoSec’s roles is to assess cyber risks to the company. InfoSec works with designated shared-risk managers in each operating center who are responsible for either accepting or not accepting the risks that pertain to their centers. To help the shared-risk managers with their GRC workflows, InfoSec developed a tool called COMPASS (Compliance, Policy, and Security Services) that serves as a network of interrelated application data sources to provide a picture of cyber risk at a high level, while also supporting drilling down through linked information to all related detailed data. COMPASS leverages customized, on-demand, and community applications built using RSA Archer GRC software to track and report on IT risk across the enterprise. COMPASS provides operating centers with dashboards and metrics that allow them to view, review, and approve business risks resulting from a cyber threat. The operating centers thus get the information they need to accept or reject the risk or to request modification of the decision. In the new SRM model, risk level determines the decision-maker; low and medium risks are assessed by an operating center’s shared-risk manager, while high risks are assessed by the center’s officers. Depending on the scope or type of risk, the decision can even be shifted further upward to the corporate level when needed. This improved SRM process enables center risk managers to bring their expertise to bear in making decisions, thus ensuring that the operating centers have a thorough understanding of the cyber risks they have chosen to assume.

Business Data and Analytics Project
The MITRE Corporation

The MITRE Corporation is a not-for-profit company that operates research and development centers sponsored by the federal government. At the beginning of 2016, MITRE's Center for National Security (CNS)—which supports defense, intelligence, and cybersecurity-related agencies— began a project to automate its data collection, management, analytics, and visualization processes. The goal: produce essential and reliable corporate and project data reports on demand, 24 hours a day, seven days a week. The result is a new, robust system that incorporates state-of-the-art business intelligence and visualization tools coupled with standardization of business processes and reports. This new system is a collection of dashboards, connected to corporate data systems that automatically refresh data on a daily (or otherwise as-requested) basis and is available on a webserver to any employee in the company. Now, everyone in CNS is able to pull up the latest information on almost any topic, such as hiring, delivery, project execution, funding levels and even years of employee travel history.

The enterprise deployment of this business intelligence system not only includes the collection of dashboards but also the team of business analysts, who are now equipped and trained to tap into the corporate data source, navigate through the data to discover insights, create new reports, and easily post them online. This creates a constant environment of agile evolution, where collaboration, sharing of insights and even better ways of doing analysis drive the next generation of reports. The deployment of this business intelligence system has also brought the data from the data warehouse, which required IT expertise to access, down to the laptop of business analysts, unleashing the power of each and every employee to make better decisions, using better data.

LVC Experimentation, Integration and Operations Suite (LEXIOS)
Northrop Grumman Corporation, Secure Network Operations, Live Virtual Constructive Mission Integration (LVC-MI) Department

Although numerous companies claim to provide live, virtual, constructive (LVC) training, Northrop Grumman is the only company that actually connects live aircraft, live threat systems, constructive entities and actual home station warfighter simulators together in the same LVC environment. Northrop Grumman achieved this capability and became the industry leader in providing LVC training to the U.S. Air Force by developing the LVC Experimentation, Integration and Operations Suite (LEXIOS), a full-LVC spectrum suite of services, hardware and software. An expert in networking and distributed training architectures, Northrop Grumman integrates U.S. operational simulators worldwide with live aircraft and live range threat systems to enable the most dynamic tactical level training, testing and experimentation available. LEXIOS allows virtual and constructive forces to train with and against the integrated air defense systems on live ranges while interacting with live aircraft on those same ranges.

LEXIOS was first used for operational-level LVC training during Northern Edge 15 at Eielson AFB, Alaska, in June 2015. The most advanced LVC training conducted in the United States, it supports small-scale and large-scale exercises. In 2016, LEXIOS routinely supported Distant Frontier and Red Flag-Alaska exercises where live coalition aircraft from Australia, Canada, Denmark, Japan, Korea, New Zealand, Singapore and the United Kingdom join U.S. forces in conducting LVC operations. During Distant Frontier virtual fifth-generation F-22 pilots conducted sophisticated Fighter Integration missions with live fourth-generation teammates on the Joint Pacific Range Complex. In addition, virtual assets were flown repetitively during Red Flag events enhancing large-scale unit training. The use of a standardized and repeatable approach makes LEXIOS a low-risk, cost-effective integrated system to enable LVC operations anywhere in the world.

Government Nominations

HHS Financial Business Intelligence Program (FBIP)
HHS Office of Finance; Industry Partner: Deloitte Consulting, LLP

HHS is the U.S. Government’s principal agency for protecting the health of all Americans and providing essential human services. HHS represents almost a quarter of all Federal outlays (over $1 trillion annually) - almost triple the revenue of the largest Fortune 500 company - and administers more grant dollars than all other Federal agencies combined. Comprised of 11 Operating Divisions, Office of Secretary, 18 Staff Divisions and shared services, these organizations execute independently and in tandem nearly 300 major and over 2,000 other programs.  The size of HHS, diversity of programs, and federated organizational structure creates a highly complex financial environment which amplifies the need for high quality information management and business intelligence. Proper financial management and analytics allows the Department to effectively manage resources to address the challenges it faces to ensure that every American has access to the building blocks for healthy and productive lives.

To meet these increasing demands for information, accountability, transparency, new regulatory and compliance requirements, and evolving needs to maximize value of IT investments, Mr. Bhargava, as Director of  Office of Financial Systems Policy and Oversight, demonstrated exceptional leadership in pioneering a portfolio of transformational financial business intelligence and financial system improvement programs, driving those from vision to execution. HHS now has a clear enterprise analytics roadmap, and a solid, scalable, big data foundation with an integrated financial data warehouse to ingrain information-driven operational, strategic and compliance actions and decisions.

Information Operations Network (ION)
US Army Training and Doctrine Command (TRADOC) G-27

ION replicates the complexities of the information variable by providing an immersive environment which emulates social media and digital domains.  ION content is housed on closed intranets, unique to each unit exercise and accessed via the web.  This allows the training audience the ability to search social media content specifically built to match their scenario. 

Each of these intranets contain various websites, from country pages to news sites to government agencies; layered with social media application such as Twitter, Facebook, and YouTube.  All of these sites are driven by a web accessible Power User page, so that any individual with minimal training (~10 mins), can collaborate and control the exercise scenario.

Workforce Integrated Performance System (WIPS)
U.S. Department of Labor, Employment & Training Administration

The Department of Labor was recently able to deliver the Workforce Integrated Performance System (WIPS) in record time. This trailblazing system, built through agile development and commercial cloud services, has changed the way the Employment and Training Administration (ETA) sees itself as an agency. Within one month, the agency was able to build a technical minimum viable product that has since been refined and launched to the public. This was done in collaboration with several program offices, brought together for collaboration through steering committees. WIPS will impact the lives of Americans and help ETA further its mission of putting the American public back to work.

Nosis & TANG
Commander, Submarine Force Atlantic

Nosis is an integrated shipboard application suite providing advanced support and predictive capabilities for Executive Administration, Watchstanding, Maintenance, and Training tasks.  Fielded as a VIRGINIA Class (VACL) submarine initiative in support of the “Paperless Ship” program, Nosis synthesizes all non-tactical data for Operational Risk Management decision making.

Nosis Review Group (NoRG) quickly approves and develops enhanced capabilities, which reach the Fleet through regularly scheduled upgrades.  A major program accomplishment centers on remotely providing content and functional changes to at-sea submarines with limited connectivity.  This eliminates the need for specific installation teams, reducing costs, while maintaining the Nosis Fleet current.  Pending upgrades have savings impacts calculated in the hundreds of thousands of man-hours per year across the Fleet.

Tactical Advancements for the Next Generation (TANG) is a multi-day experience that employs the design thinking process, bringing together today’s warfighter with a diverse group of stakeholders and experts to solve the Navy’s challenges.  TANG leverages commercial innovation techniques to identify significant capability gains or resolve specific issues.  Human Centered Design (HCD) is a creative approach to solution development, drawing on the participants’ creativity, diverse perspectives, and experience.  Participants use a series of brainstorming and rapid prototyping techniques to develop concepts ranging from software and hardware solutions to policies and procedure improvements.

Joint Knowledge Online (JKO)
Joint Staff J7 Joint Knowledge Online Division

The Joint Knowledge Online (JKO) distributed learning capability was fielded in 2007 to modernize military training and advance the use of distributed learning technologies.  Introduction of the new online training capability faced great hurdles to overcome stakeholder skepticism and misperceptions regarding online training in general and the ability of the program to meet stakeholders’ mission critical training requirements.  Today, JKO serves over 2.7 million registered users, hosts over 1,500 Web-based training courses, and averages over 400,000 course completions per month. Registered users include military and civilian personnel, multinational, intergovernmental, and interagency individuals.

Today our active military, reservists, National Guard, military health providers, transitioning veterans and their families, and DoD civilians depend on JKO every day for online training to prepare for current operations, deployment, exercises, annual required training, and support resources.  The JKO distributed staff trainer tool, SGST, is being used in more innovative ways, by more units for training events to augment or substitute for large-scale exercises.  As we face uncertainty in the strategic landscape with continuing budget constraints and change, we can depend on JKO to deliver DoD enterprise-wide, mission-critical training.

Lighthouse Project
Lighthouse Project Team, U.S. Army Program Executive Office Simulation, Training and Instrumentation (PEO STRI), SFAE-STRI-PEO, Colonel Timothy Domke, Project Manager Training Devices

The Lighthouse Project provides a unique solution of Data Driven Product Line Management to reduce the overall effort and delivery times for new and updated Technical Data Packages (TDPs).  In addition, the project builds upon a cohesive partnership with the Warfighter FOCUS program to share data and deliver consistent up-to-date and on-demand TDPs, as well as changing the current paradigm with a new Live Training Transformation (LT2) Product Line core asset – Information.  Information that now enables the LT2 Information Enterprise.

Department of Defense Acquisition Visibility Data Framework
OUSD(AT&L)/ARA/Enterprise Information

The Acquisition Visibility Data Framework (AVDF) brings under governance the data needed to manage the Department of Defense's $1.7 trillion (lifecycle cost estimate) portfolio of major weapon system and major automated information system programs. The AVDF takes the function of a data dictionary and extends it into multiple dimensions to provide context and clarity about the data and its appropriate uses within the context of Defense Acquisition.

Prior to existence of the AVDF, the Services and OSD managed Acquisition data separately­ each in its own organization-which led to discrepancies that were difficult to untangle internally and even more difficult to explain to external audiences.  Aligning the viewpoints of these separate organizations was a significant change-management challenge, overcome through senior management support, assignment of responsibility for managing data for the Acquisition community, and cross-functional and cross-organizational participation in the process of documenting critical information about the data.  Results include elimination of duplicative data entry, saving the Department approximately $2.5 million annually.  Even more importantly, the AVDF provides an enterprise-wide framework for data sharing, integration, and capability development to support the Acquisition reporting, planning, analysis, and decision making required to enable our national defense.

Maintenance and Ship Work Planning (M&SWP) Version 3.0
Submarine Maintenance Engineering, Planning and Procurement Activity  (SUBMEPP), Carrier Planning Activity (CPA) and Surface Maintenance Engineering Planning Program (SURFMEPP)

Maintenance and Ship Work Planning (M&SWP) 3.0 is an IT modernization project that replaces legacy Navy systems that produce products that are used by NAVSEA Headquarters, Fleet, shipyards, and repair activities in their work and defines the maintenance (work) that is to be accomplished over the life-cycle of all Navy platforms. The M&SWP tech refresh project represents more than a mere IT success, because it also includes a major cultural shift whereby the Navy’s three maintenance planning activities have negotiated and implemented a simplified Common Business Process that they are applying across all Navy platforms. This is a significant advantage over past practice, where each organization had its own independent process. The resulting cost savings and increased efficiency contribute directly to ensure safe, reliable, and cost effective operation of all Navy platforms for the full duration of their engineered services lives.

M&SWP 3.0 is a modern COTS solution that facilitates implementation of Engineered Class Maintenance Plans through maintenance scheduling relationships and constraints, determining when maintenance should be accomplished, who should accomplish it, and tracking of maintenance completions. M&SWP 3.0 improves the Navy’s ability to develop maintenance planning and associated execution planning products, and to design and develop a state-of-the-art information system to manage maintenance and execution planning information.  M&SWP improves the efficiency of SUBMEPP's, SURFMEPP’s and CPA’s core processes through consolidation and integration of maintenance planning and execution information for all ships.

U.S. Army Armament Research, Development and Engineering Center STEM Outreach Program
U.S. Army Armament Research, Development, and Engineering Center (ARDEC)

The U.S. Army Armament Research, Development and Engineering Center (ARDEC) at Picatinny Arsenal, New Jersey recognizes that the number of American students entering Science, Technology, Engineering and Mathematics (STEM) careers is not adequate to meet future workforce needs.  The ARDEC STEM Education Office specializes in delivering information and technical assistance to teachers and youth in local communities, and through its publications and consultation services, to the rest of the nation.  Innovation is fundamental to STEM education in the information that it delivers and in the method of the delivery.  Hands on experiences with innovative technologies and products are critical.  Two thousand students and teachers have visited Picatinny laboratories giving them knowledge of 3D Printing, Nanotechnology, Gaming & Interactive Technology, advanced materials and Robotics.  These technologies and more are also brought to local schools to reinforce exposure with students and teachers.  The ARDEC STEM Education Office operates in a fiscally constrained environment, both funding for the Office and the lack of funding in schools.  To stay fiscally responsible the office taps into the vast Picatinny workforce of scientists and engineers to provide outreach.  ARDEC has over 200 Picatinny scientist and engineer (S&E) volunteers enhancing STEM education by making over 1000 classroom visits, staffing field trips, assisting nearly 800 teachers and inspiring 50,000 students in over 400 schools.

Surveys of Picatinny S&Es participating in educational outreach showed that 98% find doing outreach increased their job satisfaction and 70% felt increased motivation at work.  Those volunteering to participate in visits to schools during regular working hours are provided with Education Salary Accounts to insure they will remain protected with all their employee benefits when working education.  They also receive Continuous Learning Points (CLPs) commensurate with the time and task performed.  The number of STEM volunteers has shown a growth rate between 10 and 20% per year since program establishment.  To improve efficiency the STEM Office developed an on-line computerized request system for all its customers and a scheduling/opportunity system for the volunteers.  Increases in the numbers of underrepresented groups in STEM careers is accomplished by targeting specific programs.  The Introduce a Girl to Engineering Open House and partnerships with inner city organizations help ARDEC STEM provide pathways to a new life for thousands of students trapped in urban poverty.  ARDEC STEM sponsors 60 FIRST robotics teams and supports hundreds of students competing in environmental challenges, mathematics contests, science symposia, and innovative video development.  A constantly updated ARDEC STEM website and Facebook allows the world to see the achievements of students and encourages parents to become more involved in their children’s education.  ARDEC STEM programs conducted in local libraries are providing accessible evening and weekend locations for adults, seniors, and children to work together with Picatinny STEM professionals.  Day and night, the STEM Professionals of Picatinny Arsenal work to provide solutions for the nation’s most important challenges, Defense and Education.

Biodefense Laboratory Management System (BLMS) Modernization and Sustainment, for the US Army Medical Research Institute of Infectious Diseases (USAMRIID), Ft Detrick, MD
Deloitte Consulting LLP

The US Army Medical Research Institute of Infectious Diseases (USAMRIID), headquartered at Fort Detrick, Maryland, serves as the lead Department of Defense (DOD) research laboratory for biological defense research.  Although it is the only DOD laboratory equipped to study highly hazardous viruses at Biosafety Level 4, USAMRIID could not efficiently optimize its mission due to a lack of transparency of projects and status, an inability to easily find and share technical and administrative information, and a workforce inundated with manual processes.  Deloitte began their partnership with USAMRIID in 2006 to develop the Biodefense Laboratory Management System (BLMS 1.0), an enterprise-wide mission critical IT system within USAMRIID, providing a central repository of data for managing personnel, projects, resources and information for the organization.  One of the key features of BLMS is an electronic searchable repository of relevant technical and administrative information related to each research project in the Institute.

BLMS is an unusually sophisticated integration effort from several perspectives. First, the breadth of Oracle software that is being used by USAMRIID is more expansive than most of Oracle’s other customers. Second, the degree of integration and inter-dependencies between the applications is high. For example, the system leverages information created in the EBS applications (Projects and Human Resources) to trigger creation of a project portal page in WebCenter using EBS Connectors. This includes auto-creation of the group membership for the team that is allowed to have access to the project and its content. This greatly reduces the administrative burden at the user level, by assuming a greater responsibility at the system level.  Today, with the updated BLMS solution (composed of 14 integrated Oracle Software components) USAMRIID has increased efficiency of its operations.

Department of the Navy (DON) Tasking, Records, and Consolidated Knowledge Enterprise Repository (TRACKER)
Sea Warrior Program (PMW 240, PEO EIS)

Department of the Navy (DON) Tasking, Records, and Consolidated Knowledge Enterprise Repository (TRACKER) is a web-based capability that automates task management (TM), records management (RM), and document management processes for the Navy and Marine Corps, and is being considered across the Department of Defense (DoD), its agencies, and Army and Air Force as a department-wide solution for TM and RM. DON TRACKER integrates task and records management, and the front-end capability focuses on workflow. Task creators use workflow, standard subject identification codes, routing, and version numbers within tight access control and security implementation. Task responders take actions, track and document those actions, and provide standard or ad hoc reporting, also under solid access control and security. The results of the task activities go to the back end repository, where records management users retain and dispose of records as appropriate, under strict security controls. Legal, historical, and other records management users can perform discovery (search) against the repository, using keywords or full text. These users can also perform full audits, a process which greatly enhances compliance. All these records management functions are within a fully secure capability.

DON TRACKER transitions the Navy from an ad hoc set of loosely connected TM and RM systems and processes to a system that meets the Secretary of the Navy’s direction for “a single, auditable, statutorily compliant RM and TM process implemented uniformly across and within all DON divisions and commands in accordance with applicable statute, policy, and regulation.” With its release, DON TRACKER results in major cost savings and cost avoidance for the Navy and the retirement of several stove-piped TM and RM systems.

Department of Defense Information Technology Portfolio Repository (DITPR) / Department of the Navy Applications and Database Management System (DADMS) Technology Refresh Project
Sea Warrior Program (PMW 240, PEO EIS)

The Department of Defense (DoD) Information Technology (IT) Portfolio Repository (DITPR) and the Department of the Navy (DON) Applications and Database Management System (DADMS) completed a Technology Refresh (Tech Refresh) in May 2016 which rendered DITPR/DADMS compliant with the Navy Office Designated Approval Authority (ODAA) mandated Static Code Analysis Compliance & Tools Security Technical Implementation Guide (STIG) security requirements. Due to the scope of DITPR/DADMS, the tech refresh required extensive coordination and communication with DoD and DON leadership to ensure the new platform's capabilities effectively support the enterprise and provide a cost-effective solution. The tech refreshed platform successfully provides long-term operational sustainment of information, increases the ease of future system upgrades, more efficiently supports changing stakeholder needs, and improves overall system security, usability, and availability.

DITPR/DADMS has increased the ease of implementing change requests and reduced resolution time for Help Desk tickets. The technical refresh also had a direct impact on the approximately 10,000 DoD and DON users of the system. In addition to implementing an updated user interface, the new platform increased users’ flexibility for gathering data and generating system reports.

Risk Management Framework (RMF) for the National Industrial Security Program (NISP)
NISP Authorization Office (NAO), Defense Security Service, Quantico, Virginia
The NAO Team delivered Risk Management Framework (RMF) capabilities to cybersecurity professional responsible for assessing the security controls of cleared industry’s information systems to determine whether they are implemented correctly, operating as intended and are meeting the system’s security requirements.  The NAO Team prepared personnel for the RMF implementation by innovatively improving quality, reducing or advoiding cost by developing materials, artifacts, and tools with a small budget resulting in creating, and conducting their own RMF training program. The team recognized the need for customized training specific to their unique mission, prepared themselves, and led the RMF transition for cleared industry from the old certification and accreditation process.

The RMF transition was accomplished with no interruption and no degradation to information security services to facilities supporting the warfighter. The team's collaboration with other field personnel, contractor facilities, industry partners, and stakeholders assured a smooth transition that will save resources, secure assets and technologies and avoid millions of dollars in costs annually due to cyber intrusions or attacks. Additionally, the team implemented cloud technology to allow trainees to learn and leverage over 300 security controls in a safe environment. The tools and artifacts, the virtual environment, and the RMF course prepared by and delivered by the NAO Team will aid in protecting our defense industrial base secrets as well as warfighter critical technologies in development by cleared industry. These accomplishments reflect great credit on the NAO Team,
Defense Security Service, and the Department of Defense.

Financial Reporting Tool
Corporate Operations Department

After the implementation of Navy Enterprise Resource Planning (N-ERP), a problem with financial reporting was identified.  Financial personnel were spending an excessive amount of time pulling financial data from N-ERP to produce accurate financial reports to customers. Mr. Ron Dickey, in collaboration with Mr. Andy Fields, developed a Financial Reporting Tool (FRT) to extract N-ERP data.  The FRT allows financial personnel to pull data in a consistent manner and to produce standardized reporting.  The FRT can provide a .pdf file of the financial data to provide to customers containing relevant information via hard copy or electronically or data can be exported into Excel where various pivot tables can be utilized to customize reports.  The FRT also identifies data integrity issues, which assists in the improvement of our Technical Capability Health Assessment Metrics.

The efforts of Mr. Dickey and Mr. Fields have created a standard financial reporting tool that will be used by all Naval Surface Warfare Center (NSWC) financial employees for quicker and easier reporting by project and division without manipulation of the data.  This creates a standard report that can be provided to our customers at NSWC Crane as well as our non NSWC Crane customers.  This effort will provide time savings for the financial community which will free up time to deep dive financial issues rather than formatting and pulling reports. 

Experience API (xAPI)
Advanced Distributed learning (ADL) Initiative

The Advanced Distributed  Learning  (ADL) Initiative  is a Department  of Defense research and development  program, founded to help DoD and other Federal agencies  better support flexible, lifelong  learning  through the use of technology.

In its earliest days, ADL met the interoperability issues of the e-learning age with SCORM,  which enabled  cross-platform sharing of e-learning  content. In 2011, ADL recognized the need for interoperability and finer-grained management   of learning performance data particularly outside of Learning Management Systems (LMSs) and web browsers. Working with external performers, ADL ultimately developed the Experience API (xAPI) specification.

The xAPI is a technical specification that facilitates the standardized documentation and interoperable communication of learning  experiences  (i.e., data) among  disparate software systems. Essentially, it helps breakdown data stovepipes between education and training technologies.  It allows the capture of “big data” on human performance, along with associated context information.  It enables nearly dynamic tracking of activities from any platform or software system from traditional LMSs to mobile devices, videos, simulations, wearables, physical beacons, and more. Today, xAPI compatibility is integrated into numerous commercial products, including dozens of LMSs and many distributed learning authoring tools.

Joint Program Office Joint Light Tactical Vehicle Integrated Data Environment
Joint Program Office Joint Light Tactical Vehicle – Operations Team

Joint Program Office Joint Light Tactical Vehicles (JPO JLTV) is a joint Army/Marine Corps program with a mission to provide our warfighters with the next line of light tactical vehicles that effectively balances protection, performance, and payload.  JPO JLTV prides itself on being a dynamic office, which not only provides products that exceed user expectations, but does so in a cost effective manner, both from a product and operational perspective.  The office’s efforts have been recognized by the Department of Defense as a two-time recipient of the David Packard Award in Acquisition Excellence and as a leader in implementing Better Buying Power Practices.

Through the development of the Integrated Data Environment (IDE), JPO JLTV has delivered a solution that drives effective program and contract management through the identification and tracking of contractual performance requirements, monthly performance and discrepancy reports. The use of the IDE has helped JPO JLTV achieve acquisition excellence by providing the program with streamlined processes, traceability and accessibility across geographical locations which has yielded $3.83M in combined savings and cost avoidances. The IDE has been an integral part of helping JPO JLTV manage the daily operations and acquisition activities associated with a major defense acquisition program.

DAU Lunch n Learn Program
Defense Acquisition University

The Defense Acquisition University (DAU) is the corporate university for the Department of Defense (DoD), whose mission is to “Provide a global learning environment to develop qualified acquisition, requirements and contingency professionals who deliver and sustain effective and affordable warfighting capabilities”.  DAU was created as a result of critical necessity, identified in high-level studies and legislation, for providing the DoD Acquisition, Technology and Logistics workforce with a professional career path and consistency of training content and opportunity.           

The enterprise-wide DAU Lunch n Learn (LnL) Program weekly webinars, featuring acquisition topics available to the 120,000 acquisition workforce customers using the Defense Collaboration Service (DCS) for virtual delivery.  Videos of LnLsessions are available to acquisition professionals anytime, anywhere. These virtual LnL webinars, offered at no cost, eliminate travel costs/time and provide valuable knowledge and continuous learning points required for maintaining employee certifications.