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FCW : August 15, 2015
IT costs by using commodity hardware and software to assemble a common network of servers, data centers and online applications to replace the highly silod and unique networking infrastructures that have traditionally driven Air Force operations. Net centric warfare requires that all elements of the service be able to seamlessly communicate and share data with each other, which requires each them use the same applications and protocols, and run across that single, common network. As well as benefiting from not having costs spent associated with charging fees, NETCENTS-2 managers expect that the management of its own contract and the mandatory use policy will give the Air Force a much better insight into how it spends on IT, and will provide the data needed to develop strategic acquisition polices to better manage that IT spend, such as the “Bending the Cost Curve” initiative. Deborah Lee, secretary of the Air Force, announced that initiative in January 2015 as a way to help the Air Force partner more closely with industry, encourage innovation, and drive down the overall cost of systems. Better dialog with industry is needed, she said, “so we can better understand how the processes, procedures, and some of the choices we make can inadvertently contribute to rising costs, the stifling of innovation and slow processes.” Bending the Cost Curve will require that the Air Force be “strategically agile,” she said. NETCENTS-1, the successor to ULANA II, was ex- panded from its initial design as a straight replacement for the LAN contract to become more of an enterprise-wide solutions contract aimed at standardization and interoper- ability of Air Force networks. NETCENTS-2 carries that forward even further by incorporating the lessons learned on cost reductions and more efficient acquisitions. “Early on (in NETCENTS-2) the acquisitions strategy better targeted and segmented the customer base for ease of use, speed and leveraging buying power,” Smothers said. “The rich history of NETCENTS-1 and market information guided the acquisitions strategy every step of the way.” As technology in the broader world improved and expanded, so did those advances feed into the added requirements for NETCENTS-2, such as: • Biometrics/Identity Management—products and services to support the creation and implementation of a standard identity management solution for the Air Force • Service Oriented Architecture (SOA) based requirements—SOA based products, services, and solutions for the infrastructure and application areas • Enterprise Integration and Service Management (EISM)—enterprise level advisory services for creating and implementing services and service management across the AF • Migration to Everything over IP (EoIP)—Products and services for Voice over IP (VoIP) as well as video and signal data over IP • Migration to enterprise solutionsEnterprise Service Units, Enterprise Service Desk, Enterprise Level Security, USAF IT-Lifecycle Centers • Deployable IP networks One thing NETCENTS-2 will no longer do is provide engineering services to go with the products and other solutions and services it offers. That was the original plan, but the Air Force now plans to acquire these services through the Professional Acquisition Support Services II (PASS II) and Engineering and Technology Acquisition Support Services II (ETASS II) vehicles, as well as GSA’s One Acquisition Solution for Integrated Services (OASIS). “The IT Professional Support and Engineering contract was not awarded because market research shows that the Air Force requirements for tactical level advisory and assistance services can be met by (these) other contracts that are already in place and doing the job today,” Smothers said. NETCENTS-2 (incorporates) the lessons learned on cost reductions and more efficient acquisitions. FCW.COM/2015NETCENTSCONTRACTGUIDE S-23 CONTRACT GUIDE SPONSORED REPORT NETCENTS-2
July 30, 2015
August 30, 2015