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Right of Boom Week 9 H4D Stanford 2016

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agile, bmnt, business model, corporate innovation, customer development,dod,nsa, diux, h4d, hacking for defense, lean, lean launchpad, lean startup, stanford, steve blank

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Right of Boom Week 9 H4D Stanford 2016

  1. Right of Boom After EOD Alex Zaheer CS Cyberpolicy Andreas Pavlou Physics/International Security Nitish Kulkarni Hardware Engineering Alex Richard CS Gaurav Sharma GSB Main Sponsor: OSD // JIDA US Central Command DIUx Booz Allen Hamilton US Army Explosive Ordnance Disposal US Air Force Explosive Ordnance DisposalWe seek to advance JIDA’s mission of countering improvised threats by developing systems, workflows, and incentives for allied foreign militaries with the goal of improved intelligence fidelity. 10 Interviews 2 Buyers 117Total Interviews 4 Experts
  2. Hypotheses + Future Plans Hypothesis: There is potential for the generalization of our service to the dual-use market. Hypothesis: Our project is a one-off, altruistic consulting project for JIDA’s organizational improvement. Hypothesis: JIDA will be the sole source of funding for additional JIDA programs or organizational changes. (DIUx is willing to be a partner) Hypothesis: A Time and Material cost structure is most appropriate Next Week: - Collate organizational recommendations in JIDA’s internal action plan format along with modified organizational workflow diagrams - Pursue in more granular detail JIDA’s institutional problems and develop further improvements 10 Interviews 117Total Interviews 7 Experts 3 Buyers X X X
  3. MVP
  4. Operational Requirements [MVP] Technical Specifications for Solution
  5. 1. Cost-Plus 2. Fixed-Price 3. Time & Materials ● Derivation of price from the application of a profit mark-up to material, labor, and overhead costs ● Pre-established price based on clearly defined project requirements, specifications, and schedule ● Mutual understanding of deliverables and expectations ● Fixed Rate for labor and material expenditures toward a pre-defined task, up to an agreed upon ceiling amount Three Pricing Models ● Hypothesis: A Time & Materials pricing structure is the most appropriate ● Experiment: Discussions with JIDA and consulting firms that have worked with government ● Results: Confirmation of JIDA’s predominant use of T&M, including existing contracts; validation of model by consulting firms
  6. 1. JIDA J2 (Intel) J8(Acquisition) 2. JIDA J3 (JET), J6 (forward deployed) 3. Host nation EOD ● Better incentivizat ion leading to better situational awareness informatio n flowing from host nations ● System that meets the specificatio ns of all parties of JIDA ● System that is simple to use and easily deployable ● System that is easy to train EOD users to implement ● Solution that meets the specifications of a degraded environment ● Helps in actual relationship building with host nations ● Saving lives of personnel & citizens ● Better access to training, tools, & equipment ● Better situational awareness information sharing with US counterpart will lead to less future IED attacks Critical Partners + equity in helping us 4. DIUx ● Continuing mission to disrupt entrenched DoD problems ● Utilization of new-wave thinking to pioneer solving procurement problems with non-traditional solutions
  7. Why them? Risks? Why us? Incentives Impediments DIUx ● If structured properly, project could be funded by DIUx → win-win for their/our mission achievement ● Risk: activities may not be as directly applicable to JIDA’s needs, may be harder to translate to actual JIDA project We are DIUx’s liaison for thisproblem -- our roadmap of collected information and our perspective is relevant to solving JIDA’s problem As a liaison to the problem, we provide a bridge from DIUx to JIDA, incentivizing both entities to work with us; we can enable each party to understand the other’s concerns more effectively Our problem might not be a priority for DIUx -- may have other projects to focus on in near- term. DIUx criteria would also have to be applied to JIDA mission; that could lead to bureaucratic tension JIDA ● JIDA is in charge of the problem, therefore working with them is ideal ● Risk: getting caught in same mindset as JIDA and undermining our ability to provide external insights Same as above -- JIDA has a perspective on the problem, but we understand the pathologies of JIDA’s internal organization from an outside perspective We may continue to provide nimble analysis and consulting for JIDA’s key issues as they attempt to resolve problems in the immediate future and implement our standing suggestions Much of our ideas have already been communicated to JIDA -- much of our worth must be framed as potential worth to avoid this. Must emphasize the medium-term utility we can give for implementation of our insights Partners
  8. DIUx JIDA J8 Us Funding for Expeditionary Team Consulting Consultation funds? Booz Allen & Hamilton Partners
  9. Joint Improvised Threat Defeat Agency Specifically: J2 Intelligence J3 Operations J8 Acquisitions DIUx Booz Allen Hamilton US Central Command US Army EOD US Air Force EOD Defense Threat Reduction Agency ARMY Research Lab NAVEODTECHDIV FBI Bomb Squad – SF ARMY Asymmetric Warfare Group 1. Tech integration combining existing JIDA post-blast technology 2. Deployment process revamp - making seamless the process of HYBRID deployment 3. Smarter Development - iterative software development Bridge - bridging the gap between IED collection capabilities and analysis Make Using Hybrid more attractive High-speed intelligence allows for same-day incident analysis Improved Reporting – a richer data set for JIDA’s analysis Improved, targeted deployment strategy for HYBRID Existing technical solutions and technical staff (J6) within JIDA DIUx support in establishing forward- deployed team JIDA JET TEAM - Insights regarding deployment of HYBRID Host Nation Forces - NEED: intel, interest - HOW: Incentivize - SABOTEURS: why help? JIDA - NEED: increased reporting - HOW: incentivizing coalition forces - SABOTEURS: Bureaucratic Dissonance Team to address reporting problem in place -JIDA would benefit from an organizational process MVP outlining potential changes to workflow and implementation - Get all stakeholders in a room to ensure all parties are in sync Primary - JIDA(J2 (Intelligence)) and J8 (Acquisitions)) -Forward Deployed JIDA (J6) - Host Nation EOD - JET Team (J3) Fixed: Overhead IT Management/maintenance Mission Achievement Criteria Enable clear, common-sense communication of accurate actionable intel and post-incident reporting and analysis dissemination. Accurate high-volume post-incident IED reporting Variable: Developers & Consultants (details on slides) $253,000 for 3 month development project
  10. Cost Flow Diagram (T&M) Back-End Android Developer: SQL: (2x) $58/hour Project Manager: $53/hour Consultant (2x): $58/hour Front End Mobile Developer: Android: $58/hour UI/UX Developer: $58/hour Variable Costs (Labor) Overhead Cost: $100/month No need for additional hardware or licensed software. Airfare of $1000/employee sent for deployment analysis in Iraq/Afghanistan Indirect Costs: Insurance, etc. $40/month/employee $/hour+13.5% FICA + 9% profit margin USD 253,000 Quotable T&M Hourly Rate of $75 to include all expenses
  11. Finance & Operations Timeline Month 0 M1 M2 M3 Stakeholder Feedback Stakeholder Feedback Stakeholder Feedback Stakeholder Feedback Stakeholder Feedback Stakeholder Feedback Rapid Prototyping Rapid Prototyping Rapid Prototyping Rapid Prototyping Stakeholder Feedback Stakeholder Feedback Targeted Deployment Targeted Deployment Targeted Iteration Targeted Iteration USD 68,000 USD 68,000 USD 68,000
  12. Mission Achievement Beneficiary Mission Achievement JIDA J2 & J8 Accurate & reliable flow of EOD post-incident data from Host Nation forces and a solution that meets all parties’ standards of quality in a good budget. JIDA J6 (deployed JIDA) System for EOD post-incident reporting that is 1) simple & easily marketable to Host Nation forces and 2) meets technical specifications for environment Host Nation EOD EOD post-blast reporting system that matters to conventional forces (difficult) JIDA J3 (JET) EOD reporting system that is simple to use and does not interfere with already complex operations.
  13. Products & Services -Higher-fidelity post-incident EOD analytics and reporting -Higher- accuracy device classification and intelligence - Gain and document intelligence from host- nation security forces as they encounter IEDs -Alignment of incentives between foreign EODs and JIDA such that blast data is reported -Bringing coalition forces into intelligence umbrella Customer Jobs -Analyze IED patterns and provide actionable intel -Lack of information on evolution of IED’s utilized by insurgents and their tactics -Insufficient deployment of HYBRID and training of host militaries to use it Gains Pains Gain Creators Pain Relievers -Accurate reporting data on IED usage -Development of predictive models for insurgent use of IEDs - -Reduction of communication barrier between US analysts and host nation security forces in the field - -Transition from material incentives to informational and culturally oriented incentives, allowing for more sustainable cooperation Virtual Threat Toolkit: Value Proposition Canvas for JIDA J2
  14. Products & Services -Product that facilitates higher-fidelity post-incident EOD analytics and reporting - Development process that “fails fast and fails often” -- rapid prototyping in order to maximize feedback on MVPs while minimizing overall development time - Developers that are “proximate” to the problem, ideally developing with a team member with direct experience in theater with problem -- Emphasis on needs-based development instead of requirements-based development Customer Jobs -Oversee improvement of Hybrid -Systems that are out of sync with the realities of the problem’s landscape -JIDA organizational units that operate in “silos” without communicating desires/needs to other teams Gains Pains Gain Creators Pain Relievers -Product that satisfies needs of various other JIDA parts, as well as reaches Mission Achievement -Meetings involve representative from all parties related to problem -- dynamic engineering + rapid prototyping accounts for all parties’ input and ensures everyone is satisfied with product Virtual Threat Toolkit: Value Proposition Canvas for JIDA J8
  15. Products & Services Successful and meaningful deployment & upkeep of systems that facilitate IED reporting - Development of products relevant to mission that actively incite increased intel gathering - Products that are easily pitched to Host Nation forces -- makes work of training/interacting with top brass in Host Nation militaries more positive experience Customer Jobs -incent Host Nation to engage with JIDA mission for IED intel Lack of communication regarding pains and pain relievers between field and state based Lack of Host Nation interest in products developed by US MIL Gains Pains Gain Creators Pain Relievers -Improved relations with Host Nation forces -Actionable products to give to Host Nation forces, conventional - Delivery of system that is systematic and/or simple to train with - Delivery of system that not only overcomes technical challenge of area, but also helps incentivize reporting for problem that is not always a priority to Host Nation forces Virtual Threat Toolkit: Value Proposition Canvas for JIDA J6 (deployed JIDA)
  16. Virtual Threat Toolkit: Value Proposition Canvas for Host Nation EOD Products & Services -Integrated platform for both reporting raw intel and receiving analysis -Gamified EOD analytics and reporting - -Timely and refined intelligence on IEDs and the tactics of insurgents using them - -EOD commander analytics and transparency Slight changes in workflow of reporting to make it more of a positive experience - Customer Jobs -Assess and defeat IEDs -Restart report workflow -Lack of information on evolution of IEDs utilized by insurgents and their tactics Explosive Ordnance Disposal Teams Gains Pains Gain Creators Pain Relievers -Less host nation soldiers dying -Improved counter-IED capability Credibility, pride in work - - Reduction of communication barrier with base-deployed US forces - -Less likely to encounter IEDs without being forewarned
  17. Virtual Threat Toolkit: Value Proposition Canvas for JIDA J3 Products & Services Analysis of organizational strategies and best practices to work with host nation military forces An analysis of downstream effects - - Improved organization efficacy, and better two way information exchange - Increased proficiency with JIDA’s HYBRID app and ability to incorporate it into host-nation EOD training for higher fidelity intelligence Customer Jobs -Train host nation military EOD technicians Lack of good working relationships between host nation forces and American advise and assist forces Explosive Ordnance Disposal Teams Gains Pains Gain Creators Pain Relievers -Less Iraqis dying -Less American advisors dying -Increased host nation force competency and self-sufficiency -Better situational awareness in conflict zones - -Less likely to encounter IEDs without being forewarned - -Creating better working relationships between US and host nation forces
  18. INTERNET AFGHAN NETS SIPRnet NIPRnet DOD (DISA) APAN DOD (NGA) PiX DOD (DISA) APAN AF RONNA SharePoint 2010 BASEER NIMS CIDNE RED DOT DAIIS PORTALS HERMES Open Source Program CDC Dissemination Program Dept. of Army Intelligence Information System Smartphone Web Browser PiX Android/iOS Apps INDURE Android View/Report App INDURE Android View/Report App JIDA Hybrid Reporting App SOCCENT ATAK Tactical Ops App PiX SMS PiX WIKI Mediated WIKI INDURE API IRAQ/Other Nets Collaboration Portal Zimbra/Sharepoint 2007 FOUO/SBU INDURE Reporting/DB GPS Mapping Customer Workflow
  19. 1. Tech Integration 2. Deployment Process Revamp 3. Better Development JIDA vetting + feedback Critical Activities
  20. 1. Tech integration 2. Deployment process revamp 3. Smarter development ● Refining technical recommendations (combining Hybrid & Indure, SMS capability) ● Ensuring features added to Hybrid are relevant and targeted ● Solidifying process solutions (best organizational structure practices focusing on information flow & incentivization) ● Further consultation with JIDA on bureaucratic obstacles and key stakeholders for implementation ● Gain JET team perspective for optimal deployment based on realities on the ground (given alternate perspective from JIDA ● Implement lean software development model that is agile + iterative Critical Activities Not Applicable: Manufacturing Freedom to Operate Intellectual Property Software Development
  21. 1. Tech integration 2. Deployment process revamp 3. Smarter development ● Existing technical application solutions, access to users for User Acceptance Testing of roadmap. ● Technical staff that worked on projects to understand their obstacles ● Interviewing with JIDA and its constituent branches and supporting actors such as CENTCOM ● Time & availability of end users for User Acceptance testing of roadmap ● JIDA J8 support in developing a contract that specifies a lean system for development ● JIDA J8 support in fostering a development environment that considers all JIDA perspectives on the problem Critical Resources ● Are they resources you already have? Yes ● Do you need to acquire or partner with others to get them? No ● What human resources will you need? Co-ordinating with personnel in different time zones for feedback ● What equipment resources will you need?Email & same location is just fine ● What financial resources will you need to acquire all these resources? Have money, need to find the right partners for implementation ● Other Resources? None
  22. Coalition EOD Technicians US POC [JET] [ONSITE] FBI [CONUS] DOD EOD DATABASE [CONUS] JIDA DATABASE [CONUS] US AIR FORCE EOD [CONUS] US ARMY EOD [CONUS] US NAVY EOD [CONUS] [UNCLASS] [UNCLASS] [UNCLASS] [FOUO [S/TS] Information flow, in an ideal world (still valid) [UNCLASS] [FOUO] [S/TS] [UNCLASS FOUO S/TS] [UNCLASS FOUO S/TS]
  23. Customer Discovery Product Managers • J8 Program Coordinator, JIDA/OSD • J6 Operations, JIDA/OSD Concept Developers • [Stanford] • PiX SETA, CENTCOM- OM • JIDA JCAAMP SETA Users • Afghan Special Forces Colonel • J2 Analysts, JIDA • JIDA Kuwait Recommenders • Knowledge Manager, CENTCOM • EOD Team Lead Sgt., 65th Ordnance Company, US Army • JET [Joint Expeditionary Team – JIDA] • FBI SF Bomb Defusal Team • Organizational theory professors • Palo Alto PD • Palo Alto Bomb Squad • Capt. US Army, 101st Airborne • Ret. 3 Star General Saboteurs • JIDA Classification Office • Sericore (vendor that developed HYBRID) Buyers • Deputy Director, IEM, JIDA • FBI San Francisco Bureau • CGTF-OIR, CENTCOM [Full Names Redacted For Privacy] Experts • Mac Lead @ Apple Computer • FBI Bomb technician
  24. Virtual Threat Toolkit: Value Proposition Canvas for FBI/Law Enforcement Products & Services Information awareness to analyze downstream effects and improve domestic CT efforts - - Improved organization efficacy, and better two way information exchange between DOD/IC partners - - Improved situational awareness about the improvised threat environment - Positive working relationship with fellow US forces Customer Jobs -Increased information awareness Lack of a cohesive relationship between DOD/IC and civilian forces Multiple organizations on the civilian side making quasi-redundant reports off of same source data FBI/Police Bomb Squads Gains Pains Gain Creators Pain Relievers -Lower risk of a catastrophic IED event -Easier info sharing means improved info sharing between divisions -Better situational awareness of device information spread and technology proliferation - -Less likely to encounter new types IEDs in domestic CT situations - -Creating better working relationships between military, IC, and civilian forces
  25. “No matter how good it is, no one wants to do paperwork on it” – Senior Exec on Mac Team @Apple

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