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September 4, 2018 | International, C4ISR

Defense Department Seeks ‘Rapid Cloud Migration’ Ideas for MilCloud


MilCloud 2.0 is about to host a lot more data, and the Defense Department wants ideas for how to get it there faster.

The Defense Department's technical arm wants to see what capabilities exist in the marketplace to improve the migration of data and applications to milCloud 2.0, the Pentagon's on-premise cloud.

On Wednesday, the Defense Information Systems Agency issued a request for informationto industry seeking input on “rapid cloud migration” as it aims to understand capabilities relevant to “automated cloud migration techniques.”

The RFI, which does not constitute a solicitation but could lead to one-on-one discussions with vendors, comes three months after Pentagon memo directed all “fourth-estate” defense agencies to migrate all data and applications to milCloud 2.0 by 2020. In the interim, the Office of the Department of Defense Chief Information Officer had planned to coordinate with affected agencies, including DISA, to plan their cloud migrations.

MilCloud 2.0 went live earlier this year as part of a three-year, $500 million contract won by CSRA, which has since been purchased by defense contractor General Dynamics.

The RFI makes clear the Pentagon's current migration strategy, which includes “manual cloning and conversion of server images, which are then provisioned, into the new cloud environment, or provisioning, building and configuring applications on virtual servers from scratch,” is not sufficient.

“This RFI seeks migration solutions that can accurately duplicate the suite of servers used with an application from their current environment into a cloud environment built on Apache CloudStack technology and KVM hypervisor,” the RFI states. “The scope of duplication includes all applications used with the system, configuration of network and network security controls when proper APIs are exposed, and identification of interactions within the application system and to external systems when needed network traffic is made available for analysis.”

Options, the RFI says, could include the “use of vendor-provided tools or analytic capabilities if packet captures, or other network monitoring information.”

Industry responses must be received by Sept. 10.

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  • Bell 360 Invictus chosen to continue in U.S Army’s new scout rotorcraft competition

    March 27, 2020 | International, Aerospace

    Bell 360 Invictus chosen to continue in U.S Army’s new scout rotorcraft competition

    Fort Worth, Texas, March 25, 2020 – Bell Textron Inc., a Textron Inc. (NYSE: TXT) company, has been selected to continue its work on the U.S. Army's Future Attack Reconnaissance Aircraft (FARA) program. As part of the selection, Bell is designing, manufacturing, and testing the Bell 360 Invictus, a prototype rotorcraft designed to provide improved lethality, survivability, and extended reach for Army Aviation. This selection follows almost a full year of design and risk-reduction work by the Bell team as part of the initial contract phase. "The selection of the Bell 360 Invictus to continue in the FARA program builds on our decades-long legacy as an innovator in reconnaissance rotorcraft supporting the maneuver force," said Mitch Snyder, president and CEO of Bell. "Our team has applied innovative thinking with tested technology to give the Army a low-risk option to fulfill its requirements on an aggressive schedule." As part of the U.S. government's Future Vertical Lift (FVL) family of programs, the FARA competition seeks to test and acquire a next-generation attack reconnaissance aircraft to fill a critical capability gap identified by the Army on a rapid schedule. The Bell 360 addresses the requirements with a design optimized to achieve the performance, connectivity, sustainability, and reliability for soldiers to fight and operate in multi-domain operations. The aircraft is expected to meet or exceed the Army's requirements, using proven Bell technologies such as fly-by-wire flight controls, a proven articulated rotor design, and an innovative blade design to name a few. Additionally, Bell is partnered with industry leader Collins Aerospace to integrate a new generation of avionics hardware and software featuring cyber-hardened and digital backbone solutions to provide MOSA compliance in accordance with US Army FARA objectives. To ensure the team stays on schedule and on budget, Bell is using a digital design-as-built process. The team is able to connect and collaborate in a real-time digital environment to ensure alignment among all trades to facilitate smoother manufacturing, improve sustainability characteristics, and mitigate schedule risks. This process has been used and refined on Bell commercial projects, as well as during the recent U.S. Army Joint Multi-Role Technology Demonstrator program that produced the Bell V-280 Valor. "The Bell 360 Invictus will help the Army achieve and sustain overmatch against competitors with its new attack and reconnaissance capabilities," said Keith Flail, vice president of Advanced Vertical Lift Systems at Bell. "Our aircraft builds on Bell's legacy of providing ultra-reliable scout rotorcraft by keeping our aircraft affordable with an emphasis on simplifying processes to achieve a sustainable and maintainable aircraft for the warfighters." Initiated following contract award in 2019, the Bell 360 program is producing an advanced, scout aircraft to fulfill requirements set out by the Army FARA program. The Bell 360 design was revealed last October. The next generation design highlights Bell's intent to deliver exceptional performance using proven technologies to preserve schedule and control cost. To learn more about Bell 360 Invictus and FVL, please visit the Bell 360 Invictus website, and follow us on YouTube, LinkedIn, Twitter, Facebook, and Instagram. This research was partially funded by the Government under Agreement No. No. W911W6-19-9-0002. The U.S. Government is authorized to reproduce and distribute reprints for Government purposes notwithstanding any copyright notation thereon. The views and conclusions contained in this document are those of the authors and should not be interpreted as representing the official policies, either expressed or implied, of the Aviation Development Directorate, or the U.S. Government. ABOUT BELL Thinking above and beyond is what we do. For more than 80 years, we've been reimagining the experience of flight – and where it can take us. We are pioneers. We were the first to break the sound barrier and to certify a commercial helicopter. We were aboard NASA's first lunar mission and brought advanced tiltrotor systems to market. Today, we're defining the future of on-demand mobility. Headquartered in Fort Worth, Texas – as a wholly-owned subsidiary of Textron Inc., – we have strategic locations around the globe. And with nearly one quarter of our workforce having served, helping our military achieve their missions is a passion of ours. Above all, our breakthrough innovations deliver exceptional experiences to our customers. Efficiently. Reliably. And always, with safety at the forefront. ABOUT TEXTRON INC. Textron Inc. is a multi-industry company that leverages its global network of aircraft, defense, industrial and finance businesses to provide customers with innovative solutions and services. Textron is known around the world for its powerful brands such as Bell, Cessna, Beechcraft, Hawker, Jacobsen, Kautex, Lycoming, E-Z-GO, Arctic Cat, Textron Systems, and TRU Simulation + Training. For more information, visit: Certain statements in this press release are forward-looking statements which may project revenues or describe strategies, goals, outlook or other non-historical matters; these statements speak only as of the date on which they are made, and we undertake no obligation to update or revise any forward-looking statements. These statements are subject to known and unknown risks, uncertainties, and other factors that may cause our actual results to differ materially from those expressed or implied by such forward-looking statements, including, but not limited to, the risk that the U.S. Army will not choose Bell's solution for the FARA program; the efficacy of research and development investments to develop new products or unanticipated expenses or delays in connection with the launching of significant new products or programs; changing priorities or reductions in the U.S. Government defense budget, including those related to military operations in foreign countries; changes in worldwide economic or political conditions that impact demand for our products, interest rates or foreign exchange rates; our ability to perform as anticipated and to control costs under contracts with the U.S. Government; the U.S. Government's ability to unilaterally modify or terminate its contracts with us for the U.S. Government's convenience or for our failure to perform, to change applicable procurement and accounting policies, or, under certain circumstances, to withhold payment or suspend or debar us as a contractor eligible to receive future contract awards; changes in foreign military funding priorities or budget constraints and determinations, or changes in government regulations or policies on the export and import of military and commercial products; and performance issues with key suppliers, subcontractors or business partners. 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  • Telefónica Combines Drones with IoT Sensors for Wildfire Warning System

    June 25, 2019 | International, Aerospace

    Telefónica Combines Drones with IoT Sensors for Wildfire Warning System

    Posted By: Malek Murison The combination of drones and wildfires isn't usually a productive one. Emergency teams tasked with fighting them are often disrupted by opportunistic aerial photographers. But the technology has also proved to be a useful situational awareness for fire crews. Drones can cover ground quickly and provide an indication of a fire's scale and threat, reducing the need to put emergency teams in danger. Full article:

  • Navy Acquisition Boosts Ship Contract Awards Under COVID-19

    April 29, 2020 | International, Naval

    Navy Acquisition Boosts Ship Contract Awards Under COVID-19

    “I think there are ways we can come out of this much more resilient, but you know it's hard to change bureaucracy and institutional ways of doing business [to] make sure that this disruption doesn't go to waste,” says Navy acquisition chief James Geurts. By PAUL MCLEARY WASHINGTON: Navy leaders and defense industry execs are worried about the effect the COVID-19 pandemic is having on their supply chains, potentially interrupting critical repair and refit availabilities that could have knock-on effects on deployment schedules. The Navy's acquisition chief James Geurts told reporters recently that so far, industry is “holding pretty good on near-term milestones,” but he's worried about long-term effects on ship repair and the industry's ability to keep pace. However, the pandemic seems to be having some beneficial effects. “Part of my goal for our team is not to recover necessarily to where we were,” before COVID-19, but to change some fundamentals of how the Navy's business gets done, he said. With most of the Navy acquisition force teleworking, “we're basically 32 percent ahead on contract awards,” of where they planned to be at this point in the year. “And so, that means there are processes that are working much more efficiently now than they were before, so I want to capture those,” he said. The Navy and shipbuilders are trying to do the same thing in the shipyards where “maybe different techniques will allow us to gain some efficiency while also creating some resiliency,” that will help weather any future disruptions and setbacks. The big shipbuilders like Huntington Ingalls and Bath Iron Works are staggering shifts and allowing liberal leave and teleworking without suffering much disruption so far, company officials have said. Geurts said the lessons they're learning could lead to the conclusion that, “we cannot operate the way we used to operate, which had a lot of fragility and brittleness as we're seeing right now. It's got to drive to the way we need to operate in the future, which has to have resiliency for whatever disruption that might come up. That's what we're really trying to watch closely and think two or three phases ahead, and not just get caught up in managing today's crisis.” Even before COVID-19 tore through the global economy, the Navy was looking at ways to save money on repairing ships. Last month the service backtracked on plans for a classwide service-life extension project for its Arleigh Burke-class destroyers that would have added a decade to their 35-year service lives. Not keeping the Burkes longer, and saving on their life-extension upgrades, would free up money for the Navy to buy more unmanned systems and other smaller ships to fit into plans Defense Secretary Mark Esper is making with Navy leadership for a smaller, faster, more stealthy fleet. To that end, the service has been working on changing how it awards ship maintenance contracts, and is working to “bundle” multiple ship repair contracts together to give industry a more predictable work schedule, allowing them to plan long-term. “Ultimately, getting them bundles is the key to us being successful delivering these [ships] on time,” the commander of Naval Sea Systems Vice Adm. Thomas Moore said last month at the annual McAleese and Associates Defense Programs Conference. Awarding several ship contracts at once will allow the shipbuilder to stockpile parts and arrange work schedules in a more efficient and rational manner, as opposed to the one-off, last-minute contracts the Navy has traditionally awarded for ship repair. “Industry is rational. That's what I tell everybody — you may not like every decision they make, but the decisions most always are very, very rational,” Moore said. In the end, “we've got to manage our way through delay and disruption, but really focus on steepening the recovery and reinvention phase to get into the place we need to be,” Geurts said. “I think there are ways we can come out of this much more resilient, but you know it's hard to change bureaucracy and institutional ways of doing business [to] make sure that this disruption doesn't go to waste.”

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