LMI’s Post

For all of those who claim that DOD is risk averse I would highly suggest that you read this detailed DOD Risk Management Guide. There are rigorous risk management processes that are used to maximize the probability of meeting system performance requirements on cost and on schedule. Note: DOD has learned the hard way to effectively manage risk throughout the acquisition life cycle and each program is expected to successfully deliver their highly complex, integrated systems at the leading edge of capabilities. DOD systems are highly sophisticated and complex and Chief Systems Engineers are responsible and accountable for ensuring that they are successfully technically developed, deployed, operated and supported in the highly contested battle space ie lethal, effective and safe for our warfighters to have the confidence they need to win. What we need to promote is profound mastery of the requisite technical and development process skills to be agile and adaptive in executing technology development, maturation and integration for T&E to perform system verification, validation and accreditation. Think "Kelly Johnson" technical and process levels of knowledge today! #innovation #dod. #diu #nsin #dib #navalx #afwerx

As an Innovator of digital knowledge platform that is *time* centric. Displaying the past-present-and-future, proven (old formal proposals) to identify solutions and build teams to address multiple Defence 'issues' and transformational technologies, years before they were anticipated... When it comes to 'time' and Defence, I've encountered all scenarios. WHILE providing transformational technologies and novel solutions that are not yet understood... As time passes, it is my experience what I have identified already will become obvious to 'all' later... Yes, speed of procurement is important, but knowing *WHAT* to procure to fight the war of tomorrow is more important that the discussed speed-of-procurement. Knowledge is power.

I’ve been saying this for 3 years straight. C5ISR (EW) etc. systems should be based on published (publishable) open standards for its hardware (VITA-65 OpenVPX, etc) and its data interfaces (TAC, JRE, IP, etc) so we can develop and integrate new innovative capabilities at the subsystem level faster than the development of the entire new platform. We should trend toward freeing ourselves from the locked down, turnkey, full-stack proprietary systems and instead build agile platforms to gain true technological agility. This is the natural evolution of an aquisition system if it were to be evaluated in “speed to market” instead of “amount of risk mitigated before it’s built.” As a PM, I’ve always been taught to press for schedule certainty…but the enterprise hasn’t really emphasized “speed to market” as akin to the holy trinity of Cost, Schedule, and Performance. I’ve been watching this unfold at Space Development Agency and it’s time for program offices around the DoD to take note! (I’m pretty sure the DoD can also look to COL Evert Hawk II, PMP®, PMI-ACP®, LSSBB and Army Futures Command for realizing some of the same opportunities for technological agility!) Thanks Glenn McCartan for the article!

South Korea issued a stern warning to North Korea, stating that any harm to its citizens would result in the "end of its regime." This came after threats from Kim Yo-jong, sister of North Korean leader Kim Jong-un, claiming South Korean drones had intruded over Pyongyang. The South's defense ministry emphasized that jeopardizing citizen safety would lead to serious consequences. The threats followed accusations that South Korea had launched unmanned drones multiple times this month. Kim Yo-jong suggested strong retaliatory measures if drone activity persisted. In response, South Korea condemned North Korea's provocations, labeling them as distractions from internal issues, including failed military projects. The ruling People Power Party supported the defense ministry, asserting that North Korea's actions would not destabilize South Korea's security. In retaliation, North Korea reportedly sent balloons filled with trash into South Korea, seen as an attempt to deflect blame for its government failings. Kim Yo-jong's remarks were viewed as efforts to sow division among South Koreans. North Korea's state media stoked public outrage over the alleged drone flights, amplifying calls for revenge. This approach aims to galvanize the North's population and escalate hostilities, moving away from unification and reinforcing the two Koreas as adversaries. #AsiaRisk #NorthKorea #SouthKorea https://lnkd.in/g7ABYPun Crisis Management Planning for an NK Crisis Get the Erudite Risk NK Crisis Toolkit https://lnkd.in/gSGK9_fS

GRC Outlook - Article : One Step Ahead: Leveraging Strategic Human Behavior Analysis for Enhanced Security GRC Outlook Magazine, a team of industry #veterans, editors, and cybersecurity specialists are on a constant quest to portray the best and the most innovative #security solutions available in the industry. #tech #Technology #solution #software #fraud #security #zerotrust #army #grc #police Royal Canadian Mounted Police | Gendarmerie royale du Canada Service canadien du renseignement de sécurité (SCRS) Commissionnaires du Québec

Every organization, public or private sector needs to have a robust supply chain in place to ensure a smooth process from production to consumption. The more complicated the supply chain, higher the security risks. From global political unrest to economy and inflation or climate driven disruptions, cyber threats or logistics risk - business leaders are always discussing the risks they face within their supply chain operations and how to mitigate those challenges. Interesting interview with Theresa Campobasso- Senior VP of Strategic Accounts at Exiger in the June edition of Technology Magazine where Theresa Campobasso talks about the potential security risks at different stages of the supply chain and how to overcome these challenges. #supplychain #businessstrategy #publicsector #digital #government #healthcare #riskmanagement #security #privatesector #ceo

Simple, clear and to the point. The lack of re-use for ATOs is inhibiting innovation to the warfighter at speed. This memo seeks to create a better balance. When re-use is not authorized, DoD CIO can adjudicate. This gives mission owners escelation points. “What got us here won’t get us to the next phase of mission readinesss.” Well done, DoD, Hon Kathleen Hick and Mr. Sherman!

GRC Outlook - Article : One Step Ahead: Leveraging Strategic Human Behavior Analysis for Enhanced Security GRC Outlook Magazine, a team of industry #veterans, editors, and cybersecurity specialists are on a constant quest to portray the best and the most innovative #security solutions available in the industry. #tech #Technology #solution #software #fraud #security #zerotrust #army #grc #police #rcmp Service canadien du renseignement de sécurité (SCRS)

Really interesting article. The Ukraine conflict shows that under peer-to-peer warfighting conditions, rapid medical extraction to a safe area by air is impossible - unlike the UK experience in Iraq or Afghanistan. Casualties must self care under battlefield conditions - for example, leaving tourniquets in place for long periods. This means infection diagnosis and treatment is crucial. With a citizen army and limited pool of resources, returning injured soldiers to the front line is crucial - again, unlike recent UK conflict experiences. Prompt treatment will also be crucial for post conflict rebuilding - ensuring a healthy and economically active workforce. The value of defence-led spin outs is clear.

Wild way to end the week! This example really reinforces how delicate product risk management strategies can be for technology companies serving the public sector. We have a few thoughts: 😢 For those in industry, this feels like a major blow. Although the Army had spent over $2B in R&D contracts to mature the technology to the point that two prime contractor candidates remained, what is not immediately evident is how much internal spending those companies AND their prospective supplier bases also put in to shaping the technology that was ready to fly this year. 💡 From the customer perspective, it is evident that they were spending money on a technology they no longer felt they needed - and it shows discipline and responsibility for the Army to say, "the mission and requirements have changed, we shouldn't buy this anymore". 🤔 That being said, one question can surely be asked when taking that government-first viewpoint: "Why is the United States taking so long to go from Requirements definition to technology delivery?" 🎯 The answer to that question is one of the many that motivates us here at Pryzm to shorten the technology acquisition lifecycle. 📈 At the end of the day, there are also a few silver linings for the industry side here too: first is that the technology development throughout the supply chain vertical to mature this will not have been done in vein. Engineering and Manufacturing practices aligned to the Model-Based Systems Engineering (MBSE) approach will have yielded a more skilled workforce and robust blueprint for similar technologies that are likely to emerge in the future - which is the second silver lining: Although the US Army has now passed once again on replacing its legacy Armed Reconnaissance fleet, there are likely to be international customers (i.e., NATO countries) that both the prime contractor candidates and their subcontractor teams will watch in the future. 🌅 While it may not seem like it to those who, today, are having to stop work on something they've poured years into, there is a #BrighterFuture with this move and it will be an item to watch for both the future of national deterrence and industrial base resiliency. https://lnkd.in/gZ_xTp_D