Let’s examine this together, YES!!!
Department of Homeland Security gets its protocol for creating products to fill capability gaps through Dr Thomas Cellucci’s work he completed while acting as first Commercialization officer to the Whitehouse. While there, he wrote....
DHS-S&T, through the Capstone Integrated Product Team (IPT) process1, ensures that quality, efficacious products are developed in close alignment with customer needs. The Capstone IPT process is the framework that determines that developed capabilities meet operational needs, analyzes gaps in strategic needs and capabilities, determines operational requirements, and develops programs and projects to close capability gaps and expand mission competencies. This process is a DHS customer-led forum through which the identification of functional capability gaps and the prioritization of these gaps across the Department are formalized. The IPTs oversee the research and development efforts of DHS-S&T and enable the proper allocation of resources to the highest priority needs established by the DHS operating components and first responders.
Capstone IPTs bring together S&T division heads, acquisition partners and end- users (Operating Components, field agents and supporting First Responders – customers of DHS) involved in the Research, Development, Testing and Evaluation (RDT&E) and acquisition activities. Working together, the IPT identifies, evaluates and prioritizes the necessary requirements to complete missions successfully. IPTs also assess the technological and system readiness of products that will ultimately be deployed into the
field. Figure 1 shows the organization of a Capstone IPT. The formation of the IPT at an early stage allows key stakeholders to identify and address critical capability gaps. Each Capstone IPT has a DHS operating component chair or co-chairs. The chair/co-chair, representing the end-users of the delivered Enabling Homeland Capabilities (EHCs), or suite of technologies needed to close a capability gap, engage throughout the process to identify, define and prioritize current and future requirements and ensure that planned technology and/or product transitions and acquisition programs, commercialization efforts and standards development are optimally suited to their operational requirements. Operating components, field agents, first responders and other non-captive end-users with an interest in the core functional areas of an IPT are welcome to participate and contribute throughout the Capstone IPT process.
Figure 1 (a) This diagram shows the structure of the Capstone IPT model with (b) the models’ output
DHS Management (Acquisition)
S&T Customer
T&E
End User
S&T Provider
Identify Capability Gaps
Validate T&E Offer Technical Future Solutions
Industry Board of Directors Model Consensus-driven Process
(a)
Provide End User Perspective
End Result :
Prioritized Investments in S&T
(b)
Acquisition Plan
functions carried out by each IPT member.
The Capstone IPTs are structured to focus on functional, department level requirements, articulated as capability gaps, and deal with programmatic and technology issues within the six S&T divisions. Capstone IPTs have been created across twelve major Homeland Security core functional areas: Information Sharing/Management, Cyber Security, People Screening, Border Security, Chemical/Biological Defense, Maritime Security, Counter-Improvised Explosive Devices, Transportation Security, Incident Management, Interoperability, Cargo Security and Infrastructure Protection. Each Capstone IPT is chaired by senior leadership from a DHS operating component with needs that correspond to a specific functional area. All DHS operating components with an interest in a particular Capstone IPT are invited to send a representative to participate as an IPT member. See Figure 2 for the captive members for each IPT.
And a lot more stuff he wrote. Tom has said Bravatek works with the Integrated Product Teams!!!
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