Multisensor Modeling Underwater with Uncertain Information

This thesis develops an approach to the construction of multidimensional stochastic models for intelligent systems exploring an underwater environment. It describes methods for building models by a three- dimensional spatial decomposition of stochastic, multisensor feature vectors. New sensor information is incrementally incorporated into the model by stochastic backprojection. Error and ambiguity are explicitly accounted for by blurring a spatial projection of remote sensor data before incorporation. The stochastic models can be used to derive surface maps or other representations of the environment. The methods are demonstrated on data sets from multibeam bathymetric surveying, towed sidescan bathymetry, towed sidescan acoustic imagery, and high-resolution scanning sonar aboard a remotely operated vehicle.

Observations on Cortical Mechanisms for Object Recognition andsLearning

This paper sketches a hypothetical cortical architecture for visual 3D object recognition based on a recent computational model. The view-centered scheme relies on modules for learning from examples, such as Hyperbf-like networks. Such models capture a class of explanations we call Memory-Based Models (MBM) that contains sparse population coding, memory-based recognition, and codebooks of prototypes. Unlike the sigmoidal units of some artificial neural networks, the units of MBMs are consistent with the description of cortical neurons. We describe how an example of MBM may be realized in terms of cortical circuitry and biophysical mechanisms, consistent with psychophysical and physiological data.

Preliminary Observations on Program Instability

This white paper reports emerging findings at the end of Phase I of the Lean Aircraft Initiative in the Policy focus group area. Specifically, it provides details about research on program instability. Its objective is to discuss high-level findings detailing: 1) the relative contribution of different factors to a program’s overall instability; 2) the cost impact of program instability on acquisition programs; and 3) some strategies recommended by program managers for overcoming and/or mitigating the negative effects of program instability on their programs. Because this report comes as this research is underway, this is not meant to be a definitive document on the subject. Rather, is it anticipated that this research may potentially produce a number of reports on program instability-related topics. The government managers of military acquisition programs rated annual budget or production rate changes, changes in requirements, and technical difficulties as the three top contributors, respectively, to program instability. When asked to partition actual variance in their program’s planned cost and schedule to each of these factors, it was found that the combined effects of unplanned budget and requirement changes accounted for 5.2% annual cost growth and 20% total program schedule slip. At a rate of approximately 5% annual cost growth from these factors, it is easy to see that even conservative estimates of the cost benefits to be gained from acquisition reforms and process improvements can quickly be eclipsed by the added cost associated with program instability. Program management practices involving the integration of stakeholders from throughout the value chain into the decision making process were rated the most effective at avoiding program instability. The use of advanced information technologies was rated the most effective at mitigating the negative impact of program instability.

Preliminary Observations on Program Instability

This white paper reports emerging findings at the end of Phase I of the Lean Aircraft Initiative in the Policy focus group area. Specifically, it provides details about research on program instability. Its objective is to discuss high-level findings detailing: 1) the relative contribution of different factors to a program’s overall instability; 2) the cost impact of program instability on acquisition programs; and 3) some strategies recommended by program managers for overcoming and/or mitigating the negative effects of program instability on their programs. Because this report comes as this research is underway, this is not meant to be a definitive document on the subject. Rather, is it anticipated that this research may potentially produce a number of reports on program instability-related topics. The government managers of military acquisition programs rated annual budget or production rate changes, changes in requirements, and technical difficulties as the three top contributors, respectively, to program instability. When asked to partition actual variance in their program’s planned cost and schedule to each of these factors, it was found that the combined effects of unplanned budget and requirement changes accounted for 5.2% annual cost growth and 20% total program schedule slip. At a rate of approximately 5% annual cost growth from these factors, it is easy to see that even conservative estimates of the cost benefits to be gained from acquisition reforms and process improvements can quickly be eclipsed by the added cost associated with program instability. Program management practices involving the integration of stakeholders from throughout the value chain into the decision making process were rated the most effective at avoiding program instability. The use of advanced information technologies was rated the most effective at mitigating the negative impact of program instability.