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Defense Advanced Research Projects Agency

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Defense Advanced Research Projects Agency (DARPA), U.S. government agency administered by the Department of Defense. It was established in 1958, in reaction to the successful launch of Sputnik by the USSR, as the Advanced Research Projects Agency. Although DARPA is only one of many military agencies administering research and development funds, it has been crucial to the development of several important technologies, especially military computers and the Internet. It funds a high percentage of all artificial intelligence research in the United States, as well as significant projects in microelectronics, materials, and behavioral science.[1]
DARPA's mission is to maintain the technological superiority of the U.S. military and prevent technological surprise from threatening our national security. DARPA programs focus on high-risk research with that will have payoffs that could provide dramatic advances in military capabilities. Each DARPA office manages a large portfolio of programs.[3] DARPA’s original mission, inspired by the Soviet Union beating the United States into space with Sputnik,[2] was to prevent technological surprise. This mission has evolved over time. Today, DARPA’s mission is to prevent technological surprise for us and to create technological surprise for our adversaries. [2] By focusing on high-risk research that could provide dramatic advances in military capabilities, DARPA maintain its mission which is to prevent any new technological attack from any threatening countries against the national security of the USA, while in the same time making sure to have the most advanced military technological superiority in the world.
DARPA’s main tactic for executing its strategy is to constantly search worldwide for revolutionary high-payoff ideas and then sponsor projects bridging the gap between fundamental discoveries and the provision of new military capabilities.
By examining the most advanced new militarys ideas from around the world, DARPA makes sure to maintain its mission, and then sponsor projects that develop those ideas to a new military capabilities
DARPA created different Technology Offices that manages different kinds of of research and projects, in doing so, DARPA makes sure to have a quick reaction to the relevant new ideas.
Adaptive Execution Office (AEO) - Conceive and execute novel technology and system developments that are adaptive both in end function and in the process by which they are developed. Improve the transition worthiness of DARPA programs across the enterprise. (DAPRA)
Defense Sciences Office (DSO) Programs Bridge the gap from fundamental science to applications by identifying and pursuing the most promising ideas within the science and engineering research communities, and is committed to transform these ideas into new DoD capabilities. (DAPRA)
Information Processing Techniques Office (IPTO) - From sensing to cognition, we bring the future of computing to the warfighter. (DAPRA)
Microsystems Technology Office (MTO) - Leading pioneering research in integrated Microsystems as "platforms-on-a-chip" to enable revolutionary performance and functionality for future DoD systems. (DAPRA)
Strategic Technology Office (STO) - Focus on technologies that have a global theater-wide impact and that involve multiple Services. (DAPRA)
Tactical Technology Office (TTO) - Engage in high-risk, high-payoff advanced technology development of military systems, emphasizing the "system" and "subsystem" approach to the development of aerospace systems. (DAPRA)
Transformational Convergence Technology Office (TCTO) - Advance new crosscutting capabilities derived from a broad range of emerging technological and social trends, particularly in areas related to computing and computing-reliant subareas of the life sciences, social sciences, manufacturing, and commerce. (DAPRA)

DARPA General Timeline (history)
The Dept. of Defense was created by the National Security Act of 1947 by combining the Depts. of War and Navy and was called the National Military Establishment; it became the Dept. of Defense when the act was amended (1949). James V. Forrestal pioneered in this reorganization. Under the act, the Secretary of Defense—appointed by the President with the consent of the Senate—supervises the entire military. Under the Secretary of Defense is the Joint Chiefs of Staff made up of its chairperson, a senior military officer, the heads of the three main services, and the Commandant of the Marine Corps. The Secretary of the Army, the Secretary of the Navy, and the Secretary of the Air Force—made cabinet members by the act of 1947—were subordinated (1949) to give the Secretary of Defense full cabinet authority over the department.[1] * From 1958-1965, DARPA's emphasis centered on major national issues, including space, ballistic missile defense, and nuclear test detection.

* In 1960, all of its civilian space programs were transferred to NASA and the military space programs to the individual Services. This action has allowed DARPA to concentrate its efforts on the DEFENDER (defense against ballistic missiles), VELA (nuclear test detection), and AGILE (counterinsurgency R&D) Programs, and to begin work on computer processing, behavioral sciences, and materials sciences.

* In the late 1960s, with the transfer of these mature programs to the Services, ARPA redefined its role and concentrated on a diverse set of relatively small, essentially exploratory research programs.

* In 1972, the Agency was renamed the Defense Advanced Research Projects Agency (DARPA), and emphasized directed energy programs, information processing (the precursor to the Internet or ARPANET), research in artificial intelligence, speech recognition, signal processing and tactical technologies.

* From 1976-1981, DARPA's major thrusts were dominated by air, land, sea, and space technology, such as command, control, and communications; tactical armor and anti-armor programs; infrared sensing for space-based surveillance; high-energy laser technology for space-based missile defense; antisubmarine warfare; advanced cruise missiles; advanced aircraft; defense applications of advanced computing; and stealth technology. Integrated circuit research, which resulted in submicron electronic technology and electron devices that evolved into the Very Large Scale Integration (VLSI) Program and the charged particle beam program were also started.

* During the 1980s, the focus was centered on information processing and aircraft-related programs, including the National Aerospace Plane or Hypersonic Research Program. The Strategic Computing Program exploited advanced processing and networking technologies. In addition, DARPA began to pursue new concepts for small, lightweight satellites and directed new programs regarding defense manufacturing, submarine technology, and armor/anti-armor.

* In the 1990s, the Agency developed revolutionary new technologies, both in products and processes. Starting with basic technologies such as electronics and materials processing, DARPA created new computers, sensors, and communications devices; developed new ways of manufacturing; and applied these creations using advanced technology demonstrators in operational environments to affect the total R&D process.

It was recognized from the outset that DARPA’s unique mission required an organization with unique characteristics. Among the most salient of these are:
It is independent from service R&D organizations. DARPA neither supports a service directly nor does it seek to implement solutions to identified service requirements. Its purpose is to focus on capabilities that have not been identified in service R&D and on meeting defense needs that are not defined explicitly as service requirements.
It is a lean, agile organization with a risk-taking culture. DARPA’s charter to focus on “high-risk – high-payoff” research requires that it be tolerant of failure and open to learning. It has had to learn to manage risk, not avoid it. Because of its charter, it has adopted organizational, management, and personnel policies that encourage individual responsibility and initiative, and a high degree of flexibility in program definition. This is one reason that DARPA does not maintain any of its own labs.
A primary aspect of DARPA’s lean structure is that it centers on and facilitates the initiative of its program managers. The DARPA program manager is the technical champion who conceives and owns the program. As the program manager is the guiding intelligence behind the program, the most important decisions of DARPA’s few office directors are the selection of and support of risk-taking, idea-driven program managers dedicated to making the technology work.
It is idea-driven and outcome-oriented. The coin of the realm at DARPA is promising ideas. The program manager succeeds by convincing others – the office director and the DARPA director – that he or she has identified a high potential new concept. The gating notion isn’t that the idea is well-proven, but that it has high prospects of making a difference. The DARPA program manager will seek out and fund researchers within U.S. defense contractors, private companies, and universities to bring the incipient concept into fruition. Thus, the research is outcomedriven to achieve results toward identified goals, not to pursue science per se. The goals may vary from demonstrating that an idea is technically feasible to providing proof-of-concept for an operational capability. To achieve these results the program manager needs to be open to competing approaches, and be adroit and tough-minded in selecting among these.

Work cited 1. "Defense Advanced Research Projects Agency." Columbia Electronic Encyclopedia, 6th Edition (2009): 1. Academic Search Premier. EBSCO. Web. 1 Dec. 2009. 2. "Defense Advanced Research Projects Agency." Columbia Electronic Encyclopedia, 6th Edition (2009): 1. Academic Search Premier. EBSCO. Web. 8 Dec. 2009. 3. Jackson, Donny "Can less be more?." Urgent Communications 27.10 (2009): 16-19. Business Source Premier. EBSCO. Web. 8 Dec. 2009. 4. Fuchs, Erica R. H. "Cloning DARPA Successfully." Issues in Science & Technology 26.1 (2009): 65-70. Academic Search Premier. EBSCO. Web. 8 Dec. 2009.

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