超级军网美军战略文件研究利用盟友投资低成本应用新技术
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美军战略文件研究利用盟友投资低成本应用新技术
2014-07-08 来源：中国新闻网 作者： 责任编辑：高辰
中新网7月8日电 据中国国防科技信息网报道，美国国防部将在本周发布文件《国际科学与技术接触战略》（下称《战略》）。该文件旨在确保美国国防科技研究者们了解世界范围内的技术发展，并能够利用美国亲密盟友们的投资来填补自身的能力鸿沟并降低成本。
对于第一点，该战略将瞄准利用大数据技术的新进展，创建更便于研究的数据库，供美国国防部的各个“兴趣团体”（COI）使用，包括17个专业组，而各专业组的专家来自国防部各办公室和各军种。对于第二点，尽管该文件并未直接点明，但美国国防部研究与发展代理主任夏弗表示，将重点与澳大利亚、加拿大、新西兰和英国开展联合工作。
对于第一点，夏弗表示，尽管该文件将探索提升对技术发展态势的掌握，但其重点并不是搜集情报，而是确保使适当的团体知悉技术发展态势。他说，美国对其伙伴和盟友们的实验室有着全面洞悉，反之亦然，国防部已有包含数百人的工作体系在从事这项工作，因此他真正感兴趣的是有效利用这个体系的某些工具。为此，需要吸收有关正在发展的技术的海量数据，并将数据分发给各个COI。
这些COI是国防部在2014年1月建立的，目的是理顺发展工作，避免重复劳动；国防部下属的国防技术信息中心（DTIC）则已被赋予确保这个新体系运转的职责。夏弗明确表示：“我不需要每个COI都去观察世界范围内的所有进展。我们能够使用一种自动化的工具来抓取所有的此类信息，并将相关信息传递给适当的COI”。他指出，自动化是国防部开展上述新工作的一个主要原因，以前要这么做可能面临不可逾越的技术障碍，就在仅仅三年前国防部对此还是无法去设想的，但由于商用大数据领域取得快速进步，现在能够克服信息自动化抓取等障碍。他透露，用来完成以上工作的新型信息技术系统将在2014年秋季建立并运行，数据库将在2014年9月9日投入使用，研究工具将在10月1日之前就需。这些系统、数据库和工具目前都在接受测试。
对于第二点，夏弗正在探寻如何判定工作是否成功，这对于提升技术伙伴关系而言是一项困难的任务。在这方面还有许多工作要做，《战略》旨在确保相关决策有合适的数据支撑，从而为提升国际工作奠定基础，但它不能说明国防科技伙伴关系究竟会因此发生何种改变。在这方面，已在实施之中的更大转变仍是COI概念，它使美国的国防科技伙伴国不需要与来自美军的每个军种和美国国防部国防高级研究计划局（DARPA）每个技术领域的官员们打交道，而只需与来自每个COI的数名人员沟通。
夏弗指出，通过COI机制，美国仍能从最紧密地盟友引入最好的技术，同时所需要的接触可以大大减少；此外，联合发展工作也确保最终产品一开始就可在互操作性方面有良好表现。他同时指出，国防部内部的互操作性问题可能成为一个主要的阻碍。（张洋）
原文：
http://www.defensenews.com/artic ... -s-New-R-D-Strategy、、
International Partners Key To DoD’s New R&D Strategy
Jul. 7, 2014 - 08:12PM | By ZACHARY FRYER-BIGGS | Comments
WASHINGTON — The US Defense Department is set to roll out a new strategy this week that is designed to make sure researchers know about ongoing technological developments around the world, and can take advantage of spending by close allies to fill gaps in capabilities and cut costs.
The document, called the “International S&T Engagement Strategy,” aims to use advances in big data technology to create easily searchable databases for use by the Pentagon’s “communities of interest,” 17 groups of experts from across the services and Pentagon offices focused on specific areas of technology.
Once that data is proliferated, the Pentagon intends to take a look at where it can do a better job of using partner investment to cut the cost of developing some technologies, and where it can take advantage of investments by allies for technologies that might fill US gaps.
Although the document doesn’t mention it, the strategy is focused on joint work with Australia, Canada, New Zealand and the UK, according to acting Pentagon research and development (R&D) chief Al Shaffer.
Shaffer said that while the document explores improving awareness of technological develop-ments, it’s less about gathering the intelligence and more about making sure the right parties are aware of it.
“We have complete insight into our partner and allies’ laboratories, and they have pretty good insight into ours, so what I’m really interested in is using some of the tools of our international structure,” Shaffer said. “If you take a look at our footprint already, we already have a network of literally hundreds of people. So this is really a structure of how do we put in place a capability back here in the United States and layer it into our capability road maps.”
To do that requires absorbing volumes of data on developing technologies and distributing that to the communities of interest. Those communities were set up in January as part of an effort to streamline development and avoid redundancy, and the Defense Technical Information Center is being tasked with making the new system work.
“I don’t need every community of interest to look at everything that comes in worldwide,” Shaffer said. “We can have an automation machine take all that information and route the relevant information to the right [communities].”
Shaffer cited that automation as being one of the prime reasons the new effort is being undertaken, as the technical challenges might have been insurmountable previously but can be overcome because of rapid improvements in the commercial big data sphere.
“Three years ago we could not have even begun to think about doing what we’re trying to do now,” he said.
The new IT system should be up and running in the fall, with the database operational Sept. 9 and the search tools ready near Oct. 1. Both are being tested.
But once the systems are in place it will be up to officials to take advantage of the information they’re getting.
“This isn’t three guys and a coffee pot, this is a significant staff,” said James Hasik, a fellow at the Atlantic Council. “The good news is that two senior Pentagon people are saying that we need to pay attention, this is important.”
But Hasik pointed to the broad strokes with which the strategy is painted as being a potential flaw.
“There’s a remarkable lack of prioritization,” he said.
Shaffer acknowledged that much of the success of the effort will ride on how well the officials work with each other.
“This is not my plan, this is our plan,” he said. “If we have the right senior executives in the right areas, we will not have a stovepipe. If we have the wrong senior executives we will devolve into stove piping and all this will just be more paper. Washington’s great at producing paper that never has any impact.”
That need to coordinate was of concern to one industry source familiar with the plan.
“There’s some kumbaya here, but not much substance,” the source said. “The devil is in the details, and there are no details.”
One of the sources of skepticism that the Pentagon is facing is a lukewarm response to its last major IT effort, the Defense Innovation Marketplace. That was designed to allow contractors to get a handle on where the Pentagon is looking for new technologies.
“The DoD marketplace effort has met with limited success,” the industry source said. “What makes you think extrapolating it to an international level will work?”
Shaffer said his office has learned from the experience, and is focusing on making sure they’re improving the user interface as well as taking an iterative approach to development.
“The other thing that I think we learned was not to go for everything in the first increment,” he said.
Shaffer is also sorting out how the agency will measure success, a difficult task given the stated goal of improving technology partnerships. That’s another area where much work is left to be done, as the strategy is designed to lay the groundwork for improved international efforts by making sure there’s data in place to make decisions, but can’t outline what those changes to partnering might be.
On that front, the bigger shift already underway has been the communities of interest concept, as US partner countries aren’t confronted with officials from each of the services and the Defense Advanced Research Projects Agency in every technology area, but rather a single figure from each community of interest.
“We were overwhelming our closest friends and allies,” Shaffer said. “By bringing it in through the communities of interest we’re still bringing in the best technology but we’re not hitting them up five times.”
Joint development also ensures that the eventual products will work effectively from an interoperability standpoint.
The one major stumbling block that could surface is interoperability within the Pentagon — getting all of the different groups to agree on where to push technologies and who should do it.
“There are many days that I wish I could go back to being a laboratory commander where I was king and I could just go back to snapping my fingers and stuff happens,” Shaffer said. “But at [the Office of the Secretary of Defense] OSD we cannot work it alone. We have to work and bring our partners in the services and agencies with us.” ■
Email: zbiggs@defensenews.com.
http://www.chinanews.com/mil/2014/07-08/6364024.shtml美军战略文件研究利用盟友投资低成本应用新技术
2014-07-08 来源：中国新闻网 作者： 责任编辑：高辰
中新网7月8日电 据中国国防科技信息网报道，美国国防部将在本周发布文件《国际科学与技术接触战略》（下称《战略》）。该文件旨在确保美国国防科技研究者们了解世界范围内的技术发展，并能够利用美国亲密盟友们的投资来填补自身的能力鸿沟并降低成本。
对于第一点，该战略将瞄准利用大数据技术的新进展，创建更便于研究的数据库，供美国国防部的各个“兴趣团体”（COI）使用，包括17个专业组，而各专业组的专家来自国防部各办公室和各军种。对于第二点，尽管该文件并未直接点明，但美国国防部研究与发展代理主任夏弗表示，将重点与澳大利亚、加拿大、新西兰和英国开展联合工作。
对于第一点，夏弗表示，尽管该文件将探索提升对技术发展态势的掌握，但其重点并不是搜集情报，而是确保使适当的团体知悉技术发展态势。他说，美国对其伙伴和盟友们的实验室有着全面洞悉，反之亦然，国防部已有包含数百人的工作体系在从事这项工作，因此他真正感兴趣的是有效利用这个体系的某些工具。为此，需要吸收有关正在发展的技术的海量数据，并将数据分发给各个COI。
这些COI是国防部在2014年1月建立的，目的是理顺发展工作，避免重复劳动；国防部下属的国防技术信息中心（DTIC）则已被赋予确保这个新体系运转的职责。夏弗明确表示：“我不需要每个COI都去观察世界范围内的所有进展。我们能够使用一种自动化的工具来抓取所有的此类信息，并将相关信息传递给适当的COI”。他指出，自动化是国防部开展上述新工作的一个主要原因，以前要这么做可能面临不可逾越的技术障碍，就在仅仅三年前国防部对此还是无法去设想的，但由于商用大数据领域取得快速进步，现在能够克服信息自动化抓取等障碍。他透露，用来完成以上工作的新型信息技术系统将在2014年秋季建立并运行，数据库将在2014年9月9日投入使用，研究工具将在10月1日之前就需。这些系统、数据库和工具目前都在接受测试。
对于第二点，夏弗正在探寻如何判定工作是否成功，这对于提升技术伙伴关系而言是一项困难的任务。在这方面还有许多工作要做，《战略》旨在确保相关决策有合适的数据支撑，从而为提升国际工作奠定基础，但它不能说明国防科技伙伴关系究竟会因此发生何种改变。在这方面，已在实施之中的更大转变仍是COI概念，它使美国的国防科技伙伴国不需要与来自美军的每个军种和美国国防部国防高级研究计划局（DARPA）每个技术领域的官员们打交道，而只需与来自每个COI的数名人员沟通。
夏弗指出，通过COI机制，美国仍能从最紧密地盟友引入最好的技术，同时所需要的接触可以大大减少；此外，联合发展工作也确保最终产品一开始就可在互操作性方面有良好表现。他同时指出，国防部内部的互操作性问题可能成为一个主要的阻碍。（张洋）
原文：
http://www.defensenews.com/artic ... -s-New-R-D-Strategy、、
International Partners Key To DoD’s New R&D Strategy
Jul. 7, 2014 - 08:12PM | By ZACHARY FRYER-BIGGS | Comments
WASHINGTON — The US Defense Department is set to roll out a new strategy this week that is designed to make sure researchers know about ongoing technological developments around the world, and can take advantage of spending by close allies to fill gaps in capabilities and cut costs.
The document, called the “International S&T Engagement Strategy,” aims to use advances in big data technology to create easily searchable databases for use by the Pentagon’s “communities of interest,” 17 groups of experts from across the services and Pentagon offices focused on specific areas of technology.
Once that data is proliferated, the Pentagon intends to take a look at where it can do a better job of using partner investment to cut the cost of developing some technologies, and where it can take advantage of investments by allies for technologies that might fill US gaps.
Although the document doesn’t mention it, the strategy is focused on joint work with Australia, Canada, New Zealand and the UK, according to acting Pentagon research and development (R&D) chief Al Shaffer.
Shaffer said that while the document explores improving awareness of technological develop-ments, it’s less about gathering the intelligence and more about making sure the right parties are aware of it.
“We have complete insight into our partner and allies’ laboratories, and they have pretty good insight into ours, so what I’m really interested in is using some of the tools of our international structure,” Shaffer said. “If you take a look at our footprint already, we already have a network of literally hundreds of people. So this is really a structure of how do we put in place a capability back here in the United States and layer it into our capability road maps.”
To do that requires absorbing volumes of data on developing technologies and distributing that to the communities of interest. Those communities were set up in January as part of an effort to streamline development and avoid redundancy, and the Defense Technical Information Center is being tasked with making the new system work.
“I don’t need every community of interest to look at everything that comes in worldwide,” Shaffer said. “We can have an automation machine take all that information and route the relevant information to the right [communities].”
Shaffer cited that automation as being one of the prime reasons the new effort is being undertaken, as the technical challenges might have been insurmountable previously but can be overcome because of rapid improvements in the commercial big data sphere.
“Three years ago we could not have even begun to think about doing what we’re trying to do now,” he said.
The new IT system should be up and running in the fall, with the database operational Sept. 9 and the search tools ready near Oct. 1. Both are being tested.
But once the systems are in place it will be up to officials to take advantage of the information they’re getting.
“This isn’t three guys and a coffee pot, this is a significant staff,” said James Hasik, a fellow at the Atlantic Council. “The good news is that two senior Pentagon people are saying that we need to pay attention, this is important.”
But Hasik pointed to the broad strokes with which the strategy is painted as being a potential flaw.
“There’s a remarkable lack of prioritization,” he said.
Shaffer acknowledged that much of the success of the effort will ride on how well the officials work with each other.
“This is not my plan, this is our plan,” he said. “If we have the right senior executives in the right areas, we will not have a stovepipe. If we have the wrong senior executives we will devolve into stove piping and all this will just be more paper. Washington’s great at producing paper that never has any impact.”
That need to coordinate was of concern to one industry source familiar with the plan.
“There’s some kumbaya here, but not much substance,” the source said. “The devil is in the details, and there are no details.”
One of the sources of skepticism that the Pentagon is facing is a lukewarm response to its last major IT effort, the Defense Innovation Marketplace. That was designed to allow contractors to get a handle on where the Pentagon is looking for new technologies.
“The DoD marketplace effort has met with limited success,” the industry source said. “What makes you think extrapolating it to an international level will work?”
Shaffer said his office has learned from the experience, and is focusing on making sure they’re improving the user interface as well as taking an iterative approach to development.
“The other thing that I think we learned was not to go for everything in the first increment,” he said.
Shaffer is also sorting out how the agency will measure success, a difficult task given the stated goal of improving technology partnerships. That’s another area where much work is left to be done, as the strategy is designed to lay the groundwork for improved international efforts by making sure there’s data in place to make decisions, but can’t outline what those changes to partnering might be.
On that front, the bigger shift already underway has been the communities of interest concept, as US partner countries aren’t confronted with officials from each of the services and the Defense Advanced Research Projects Agency in every technology area, but rather a single figure from each community of interest.
“We were overwhelming our closest friends and allies,” Shaffer said. “By bringing it in through the communities of interest we’re still bringing in the best technology but we’re not hitting them up five times.”
Joint development also ensures that the eventual products will work effectively from an interoperability standpoint.
The one major stumbling block that could surface is interoperability within the Pentagon — getting all of the different groups to agree on where to push technologies and who should do it.
“There are many days that I wish I could go back to being a laboratory commander where I was king and I could just go back to snapping my fingers and stuff happens,” Shaffer said. “But at [the Office of the Secretary of Defense] OSD we cannot work it alone. We have to work and bring our partners in the services and agencies with us.” ■
Email: zbiggs@defensenews.com.
http://www.chinanews.com/mil/2014/07-08/6364024.shtml
2014-07-08 来源：中国新闻网 作者： 责任编辑：高辰
中新网7月8日电 据中国国防科技信息网报道，美国国防部将在本周发布文件《国际科学与技术接触战略》（下称《战略》）。该文件旨在确保美国国防科技研究者们了解世界范围内的技术发展，并能够利用美国亲密盟友们的投资来填补自身的能力鸿沟并降低成本。
对于第一点，该战略将瞄准利用大数据技术的新进展，创建更便于研究的数据库，供美国国防部的各个“兴趣团体”（COI）使用，包括17个专业组，而各专业组的专家来自国防部各办公室和各军种。对于第二点，尽管该文件并未直接点明，但美国国防部研究与发展代理主任夏弗表示，将重点与澳大利亚、加拿大、新西兰和英国开展联合工作。
对于第一点，夏弗表示，尽管该文件将探索提升对技术发展态势的掌握，但其重点并不是搜集情报，而是确保使适当的团体知悉技术发展态势。他说，美国对其伙伴和盟友们的实验室有着全面洞悉，反之亦然，国防部已有包含数百人的工作体系在从事这项工作，因此他真正感兴趣的是有效利用这个体系的某些工具。为此，需要吸收有关正在发展的技术的海量数据，并将数据分发给各个COI。
这些COI是国防部在2014年1月建立的，目的是理顺发展工作，避免重复劳动；国防部下属的国防技术信息中心（DTIC）则已被赋予确保这个新体系运转的职责。夏弗明确表示：“我不需要每个COI都去观察世界范围内的所有进展。我们能够使用一种自动化的工具来抓取所有的此类信息，并将相关信息传递给适当的COI”。他指出，自动化是国防部开展上述新工作的一个主要原因，以前要这么做可能面临不可逾越的技术障碍，就在仅仅三年前国防部对此还是无法去设想的，但由于商用大数据领域取得快速进步，现在能够克服信息自动化抓取等障碍。他透露，用来完成以上工作的新型信息技术系统将在2014年秋季建立并运行，数据库将在2014年9月9日投入使用，研究工具将在10月1日之前就需。这些系统、数据库和工具目前都在接受测试。
对于第二点，夏弗正在探寻如何判定工作是否成功，这对于提升技术伙伴关系而言是一项困难的任务。在这方面还有许多工作要做，《战略》旨在确保相关决策有合适的数据支撑，从而为提升国际工作奠定基础，但它不能说明国防科技伙伴关系究竟会因此发生何种改变。在这方面，已在实施之中的更大转变仍是COI概念，它使美国的国防科技伙伴国不需要与来自美军的每个军种和美国国防部国防高级研究计划局（DARPA）每个技术领域的官员们打交道，而只需与来自每个COI的数名人员沟通。
夏弗指出，通过COI机制，美国仍能从最紧密地盟友引入最好的技术，同时所需要的接触可以大大减少；此外，联合发展工作也确保最终产品一开始就可在互操作性方面有良好表现。他同时指出，国防部内部的互操作性问题可能成为一个主要的阻碍。（张洋）
原文：
http://www.defensenews.com/artic ... -s-New-R-D-Strategy、、
International Partners Key To DoD’s New R&D Strategy
Jul. 7, 2014 - 08:12PM | By ZACHARY FRYER-BIGGS | Comments
WASHINGTON — The US Defense Department is set to roll out a new strategy this week that is designed to make sure researchers know about ongoing technological developments around the world, and can take advantage of spending by close allies to fill gaps in capabilities and cut costs.
The document, called the “International S&T Engagement Strategy,” aims to use advances in big data technology to create easily searchable databases for use by the Pentagon’s “communities of interest,” 17 groups of experts from across the services and Pentagon offices focused on specific areas of technology.
Once that data is proliferated, the Pentagon intends to take a look at where it can do a better job of using partner investment to cut the cost of developing some technologies, and where it can take advantage of investments by allies for technologies that might fill US gaps.
Although the document doesn’t mention it, the strategy is focused on joint work with Australia, Canada, New Zealand and the UK, according to acting Pentagon research and development (R&D) chief Al Shaffer.
Shaffer said that while the document explores improving awareness of technological develop-ments, it’s less about gathering the intelligence and more about making sure the right parties are aware of it.
“We have complete insight into our partner and allies’ laboratories, and they have pretty good insight into ours, so what I’m really interested in is using some of the tools of our international structure,” Shaffer said. “If you take a look at our footprint already, we already have a network of literally hundreds of people. So this is really a structure of how do we put in place a capability back here in the United States and layer it into our capability road maps.”
To do that requires absorbing volumes of data on developing technologies and distributing that to the communities of interest. Those communities were set up in January as part of an effort to streamline development and avoid redundancy, and the Defense Technical Information Center is being tasked with making the new system work.
“I don’t need every community of interest to look at everything that comes in worldwide,” Shaffer said. “We can have an automation machine take all that information and route the relevant information to the right [communities].”
Shaffer cited that automation as being one of the prime reasons the new effort is being undertaken, as the technical challenges might have been insurmountable previously but can be overcome because of rapid improvements in the commercial big data sphere.
“Three years ago we could not have even begun to think about doing what we’re trying to do now,” he said.
The new IT system should be up and running in the fall, with the database operational Sept. 9 and the search tools ready near Oct. 1. Both are being tested.
But once the systems are in place it will be up to officials to take advantage of the information they’re getting.
“This isn’t three guys and a coffee pot, this is a significant staff,” said James Hasik, a fellow at the Atlantic Council. “The good news is that two senior Pentagon people are saying that we need to pay attention, this is important.”
But Hasik pointed to the broad strokes with which the strategy is painted as being a potential flaw.
“There’s a remarkable lack of prioritization,” he said.
Shaffer acknowledged that much of the success of the effort will ride on how well the officials work with each other.
“This is not my plan, this is our plan,” he said. “If we have the right senior executives in the right areas, we will not have a stovepipe. If we have the wrong senior executives we will devolve into stove piping and all this will just be more paper. Washington’s great at producing paper that never has any impact.”
That need to coordinate was of concern to one industry source familiar with the plan.
“There’s some kumbaya here, but not much substance,” the source said. “The devil is in the details, and there are no details.”
One of the sources of skepticism that the Pentagon is facing is a lukewarm response to its last major IT effort, the Defense Innovation Marketplace. That was designed to allow contractors to get a handle on where the Pentagon is looking for new technologies.
“The DoD marketplace effort has met with limited success,” the industry source said. “What makes you think extrapolating it to an international level will work?”
Shaffer said his office has learned from the experience, and is focusing on making sure they’re improving the user interface as well as taking an iterative approach to development.
“The other thing that I think we learned was not to go for everything in the first increment,” he said.
Shaffer is also sorting out how the agency will measure success, a difficult task given the stated goal of improving technology partnerships. That’s another area where much work is left to be done, as the strategy is designed to lay the groundwork for improved international efforts by making sure there’s data in place to make decisions, but can’t outline what those changes to partnering might be.
On that front, the bigger shift already underway has been the communities of interest concept, as US partner countries aren’t confronted with officials from each of the services and the Defense Advanced Research Projects Agency in every technology area, but rather a single figure from each community of interest.
“We were overwhelming our closest friends and allies,” Shaffer said. “By bringing it in through the communities of interest we’re still bringing in the best technology but we’re not hitting them up five times.”
Joint development also ensures that the eventual products will work effectively from an interoperability standpoint.
The one major stumbling block that could surface is interoperability within the Pentagon — getting all of the different groups to agree on where to push technologies and who should do it.
“There are many days that I wish I could go back to being a laboratory commander where I was king and I could just go back to snapping my fingers and stuff happens,” Shaffer said. “But at [the Office of the Secretary of Defense] OSD we cannot work it alone. We have to work and bring our partners in the services and agencies with us.” ■
Email: zbiggs@defensenews.com.
http://www.chinanews.com/mil/2014/07-08/6364024.shtml美军战略文件研究利用盟友投资低成本应用新技术
2014-07-08 来源：中国新闻网 作者： 责任编辑：高辰
中新网7月8日电 据中国国防科技信息网报道，美国国防部将在本周发布文件《国际科学与技术接触战略》（下称《战略》）。该文件旨在确保美国国防科技研究者们了解世界范围内的技术发展，并能够利用美国亲密盟友们的投资来填补自身的能力鸿沟并降低成本。
对于第一点，该战略将瞄准利用大数据技术的新进展，创建更便于研究的数据库，供美国国防部的各个“兴趣团体”（COI）使用，包括17个专业组，而各专业组的专家来自国防部各办公室和各军种。对于第二点，尽管该文件并未直接点明，但美国国防部研究与发展代理主任夏弗表示，将重点与澳大利亚、加拿大、新西兰和英国开展联合工作。
对于第一点，夏弗表示，尽管该文件将探索提升对技术发展态势的掌握，但其重点并不是搜集情报，而是确保使适当的团体知悉技术发展态势。他说，美国对其伙伴和盟友们的实验室有着全面洞悉，反之亦然，国防部已有包含数百人的工作体系在从事这项工作，因此他真正感兴趣的是有效利用这个体系的某些工具。为此，需要吸收有关正在发展的技术的海量数据，并将数据分发给各个COI。
这些COI是国防部在2014年1月建立的，目的是理顺发展工作，避免重复劳动；国防部下属的国防技术信息中心（DTIC）则已被赋予确保这个新体系运转的职责。夏弗明确表示：“我不需要每个COI都去观察世界范围内的所有进展。我们能够使用一种自动化的工具来抓取所有的此类信息，并将相关信息传递给适当的COI”。他指出，自动化是国防部开展上述新工作的一个主要原因，以前要这么做可能面临不可逾越的技术障碍，就在仅仅三年前国防部对此还是无法去设想的，但由于商用大数据领域取得快速进步，现在能够克服信息自动化抓取等障碍。他透露，用来完成以上工作的新型信息技术系统将在2014年秋季建立并运行，数据库将在2014年9月9日投入使用，研究工具将在10月1日之前就需。这些系统、数据库和工具目前都在接受测试。
对于第二点，夏弗正在探寻如何判定工作是否成功，这对于提升技术伙伴关系而言是一项困难的任务。在这方面还有许多工作要做，《战略》旨在确保相关决策有合适的数据支撑，从而为提升国际工作奠定基础，但它不能说明国防科技伙伴关系究竟会因此发生何种改变。在这方面，已在实施之中的更大转变仍是COI概念，它使美国的国防科技伙伴国不需要与来自美军的每个军种和美国国防部国防高级研究计划局（DARPA）每个技术领域的官员们打交道，而只需与来自每个COI的数名人员沟通。
夏弗指出，通过COI机制，美国仍能从最紧密地盟友引入最好的技术，同时所需要的接触可以大大减少；此外，联合发展工作也确保最终产品一开始就可在互操作性方面有良好表现。他同时指出，国防部内部的互操作性问题可能成为一个主要的阻碍。（张洋）
原文：
http://www.defensenews.com/artic ... -s-New-R-D-Strategy、、
International Partners Key To DoD’s New R&D Strategy
Jul. 7, 2014 - 08:12PM | By ZACHARY FRYER-BIGGS | Comments
WASHINGTON — The US Defense Department is set to roll out a new strategy this week that is designed to make sure researchers know about ongoing technological developments around the world, and can take advantage of spending by close allies to fill gaps in capabilities and cut costs.
The document, called the “International S&T Engagement Strategy,” aims to use advances in big data technology to create easily searchable databases for use by the Pentagon’s “communities of interest,” 17 groups of experts from across the services and Pentagon offices focused on specific areas of technology.
Once that data is proliferated, the Pentagon intends to take a look at where it can do a better job of using partner investment to cut the cost of developing some technologies, and where it can take advantage of investments by allies for technologies that might fill US gaps.
Although the document doesn’t mention it, the strategy is focused on joint work with Australia, Canada, New Zealand and the UK, according to acting Pentagon research and development (R&D) chief Al Shaffer.
Shaffer said that while the document explores improving awareness of technological develop-ments, it’s less about gathering the intelligence and more about making sure the right parties are aware of it.
“We have complete insight into our partner and allies’ laboratories, and they have pretty good insight into ours, so what I’m really interested in is using some of the tools of our international structure,” Shaffer said. “If you take a look at our footprint already, we already have a network of literally hundreds of people. So this is really a structure of how do we put in place a capability back here in the United States and layer it into our capability road maps.”
To do that requires absorbing volumes of data on developing technologies and distributing that to the communities of interest. Those communities were set up in January as part of an effort to streamline development and avoid redundancy, and the Defense Technical Information Center is being tasked with making the new system work.
“I don’t need every community of interest to look at everything that comes in worldwide,” Shaffer said. “We can have an automation machine take all that information and route the relevant information to the right [communities].”
Shaffer cited that automation as being one of the prime reasons the new effort is being undertaken, as the technical challenges might have been insurmountable previously but can be overcome because of rapid improvements in the commercial big data sphere.
“Three years ago we could not have even begun to think about doing what we’re trying to do now,” he said.
The new IT system should be up and running in the fall, with the database operational Sept. 9 and the search tools ready near Oct. 1. Both are being tested.
But once the systems are in place it will be up to officials to take advantage of the information they’re getting.
“This isn’t three guys and a coffee pot, this is a significant staff,” said James Hasik, a fellow at the Atlantic Council. “The good news is that two senior Pentagon people are saying that we need to pay attention, this is important.”
But Hasik pointed to the broad strokes with which the strategy is painted as being a potential flaw.
“There’s a remarkable lack of prioritization,” he said.
Shaffer acknowledged that much of the success of the effort will ride on how well the officials work with each other.
“This is not my plan, this is our plan,” he said. “If we have the right senior executives in the right areas, we will not have a stovepipe. If we have the wrong senior executives we will devolve into stove piping and all this will just be more paper. Washington’s great at producing paper that never has any impact.”
That need to coordinate was of concern to one industry source familiar with the plan.
“There’s some kumbaya here, but not much substance,” the source said. “The devil is in the details, and there are no details.”
One of the sources of skepticism that the Pentagon is facing is a lukewarm response to its last major IT effort, the Defense Innovation Marketplace. That was designed to allow contractors to get a handle on where the Pentagon is looking for new technologies.
“The DoD marketplace effort has met with limited success,” the industry source said. “What makes you think extrapolating it to an international level will work?”
Shaffer said his office has learned from the experience, and is focusing on making sure they’re improving the user interface as well as taking an iterative approach to development.
“The other thing that I think we learned was not to go for everything in the first increment,” he said.
Shaffer is also sorting out how the agency will measure success, a difficult task given the stated goal of improving technology partnerships. That’s another area where much work is left to be done, as the strategy is designed to lay the groundwork for improved international efforts by making sure there’s data in place to make decisions, but can’t outline what those changes to partnering might be.
On that front, the bigger shift already underway has been the communities of interest concept, as US partner countries aren’t confronted with officials from each of the services and the Defense Advanced Research Projects Agency in every technology area, but rather a single figure from each community of interest.
“We were overwhelming our closest friends and allies,” Shaffer said. “By bringing it in through the communities of interest we’re still bringing in the best technology but we’re not hitting them up five times.”
Joint development also ensures that the eventual products will work effectively from an interoperability standpoint.
The one major stumbling block that could surface is interoperability within the Pentagon — getting all of the different groups to agree on where to push technologies and who should do it.
“There are many days that I wish I could go back to being a laboratory commander where I was king and I could just go back to snapping my fingers and stuff happens,” Shaffer said. “But at [the Office of the Secretary of Defense] OSD we cannot work it alone. We have to work and bring our partners in the services and agencies with us.” ■
Email: zbiggs@defensenews.com.
http://www.chinanews.com/mil/2014/07-08/6364024.shtml
是不是就是盟友花钱买种子化肥种水稻，MD收获大米？