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The ideas and findings in this report should not be construed as an official DoD position. It is published in the interest of scientific and technical information exchange.

ix List of Figures List of Tables Executive SummaryThe evolutionary acquisition strategy has been promulgated by the forthcoming DoD Instruction 5000.2. It introduces innovations throughout the acquisition cycle: before a contract is considered, technology readiness guides the choice of experiments; contracts are let for one or more blocks; and progress within each block is managed with spiral development. There is some confusion as to the nature of evolutionary acquisition and spiral development and their relationship. To address these problems, a workshop was held September 13-15, 2000, under joint sponsorship of the Deputy Under Secretary of Defense for Science and Technology, the Software Engineering Institute, and the Center for Software Engineering. This report summarizes the workshop and presents its recommendations.The workshop concentrated on the application of spiral development within the context of evolutionary acquisition by asking the question "How can federal organizations use both to improve the overall acquisition process?" Sessions were organized around the following key issues:• canonical definition of evolutionary acquisition• successful strategies for evolutionary acquisition• the mapping between spiral development and evolutionary acquisition• institutional barriers to evolutionary acquisition and spiral development• practical steps necessary to operationalize spiral development and evolutionary acquisition. PresentationsThe first day and a half of the workshop were devoted to presentations by executives and practitioners representing government, commercial users, solution providers, and contractors. In retrospect, these presentations evoked these themes and comparisons:• The definitions of EA and SD are beginning to be understood. The basic definitions were presented in detail.• Extensions of the definitions toward synchronization, rapid deployment, and a new role for testing.• DoD funding and contracting policies are not SD friendly. A number of speakers mentioned this problem, but few documented it. Two offered partial solutions.• Stakeholder teamwork is essential. Speakers cited many situations where it was invaluable.• Education and training are essential to acculturation. Cultural change is necessary so that new approaches are not abandoned early. CMU/SEI-2001-SR-005 v " Work Group RecommendationsThe second half of the workshop was devoted to small work group sessions, each addressing a different topic. These groups were charged with recommending concrete actions for progress. They made 32 recommendations, falling into six categories: Improve Contract Models Revise Funding Approaches Adapt Acquisition Policies Enhance Integrated Product TeamsProvide Training Study SD and EAIncorporation of EA and SD in projects requires new contract clauses, new kinds of contracts, and new procedures for letting contracts.Innovative funding approaches are necessary to adapt to SD and EA.Acquisition policies must be adapted to suit EA and SD.EPTs must be given authority and status to match the...

The temperature of the specimen in thermogravimetric analysis (TGA) is affected by several factors, including specimen mass and heat capacity, transitions in the material, crucible mass and material of construction, and furnace response. Because many thermogravimetric analyzers have a thermal sensor that is separated from the specimen, differences in specimen conditions have no effect on the observed temperature. In this situation, the temperature sensor is calibrated by synchronization to an observed material transition. By using a TGA with a direct contact thermal sensor this study shows that the above effects have significant temperature implications. Furthermore, only by using a TGA with direct-contact temperature sensing can one observe the true sample temperature during a specimen mass change or other transition.

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