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This article is about the US military research agency. For the skipper butterfly genus, see Darpa (butterfly)
Agency name | Defense Advanced Research Projects Agency |
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Abbreviation | kala pa |
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Logo | DARPA_Logo.jpg |
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Formed | 1958 |
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Headquarters | Arlington, Virginia |
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Employees | 240 |
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Budget | $3.2 billion |
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Chief1 name | Regina E. Dugan |
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Chief1 position | Director |
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Department | Department of Defense |
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Website | DARPA.mil |
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The Defense Advanced Research Projects Agency (DARPA) is an agency of the United States Department of Defense responsible for the development of new technology for use by the military. DARPA has been responsible for funding the development of many technologies which have had a major effect on the world, including computer networking, as well as NLS, which was both the first hypertext system, and an important precursor to the contemporary ubiquitous graphical user interface.
Its original name was simply Advanced Research Projects Agency (ARPA), but it was renamed to "DARPA" (for Defense) in March 1972, then renamed "ARPA" again in February 1993, and then renamed "DARPA" again in March 1996.
DARPA was established during 1958 (as ARPA) in response to the Soviet launching of Sputnik during 1957, with the mission of keeping U.S. military technology more sophisticated than that of the nation's potential enemies. From DARPA's own introduction,
DARPA’s original mission, established in 1958, was to prevent technological surprise like the launch of Sputnik, which signaled that the Soviets had beaten the U.S. into space. The mission statement has evolved over time. Today, DARPA’s mission is still to prevent technological surprise to the US, but also to create technological surprise for its enemies.
DARPA is independent from other more conventional military R&D; and reports directly to senior Department of Defense management. DARPA has around 240 personnel (about 140 technical) directly managing a $3.2 billion budget. These figures are "on average" since DARPA focuses on short-term (two to four-year) projects run by small, purpose-built teams.
DARPA's mission
DARPA's own introduction: And to this list, DARPA would add unmanned systems,
Global Positioning System (GPS) and
Internet technologies.
DARPA’s approach is to imagine what capabilities a military commander might want in the future and accelerate those capabilities into being through technology demonstrations. These not only provide options to the commander, but also change minds about what is technologically possible today.
DARPA as a model
According to former DARPA Director
Tony Tether and
W. B. Bonvillian (“Power Play,” W. B. Bonvillian,
The American Interest, Volume II, p 39, November-December 2006), DARPA's key characteristics to be replicated to reproduce DARPA's success are:
Small and flexible: DARPA has only about 140 technical professionals; DARPA presents itself as “100 geniuses connected by a travel agent.”
Flat organization: DARPA avoids hierarchy, essentially operating at only two management levels to ensure the free and rapid flow of information and ideas, and rapid decision-making.
Autonomy and freedom from bureaucratic impediments: DARPA has an exemption from Title V civilian personnel specifications, which provides for a direct authority to hire talents with the expediency not allowed by the standard civil service process.
Eclectic, world-class technical staff and performers: DARPA seeks great talents and ideas from industry, universities, government laboratories, and individuals, mixing disciplines and theoretical and experimental strength. DARPA neither owns nor operates any laboratories or facilities, and the overwhelming majority of the research it sponsors is done in industry and universities. Very little of DARPA’s research is performed at government labs.
Teams and networks: At its very best, DARPA creates and sustains great teams of researchers from different disciplines that collaborate and share in the teams’ advances.
Hiring continuity and change: DARPA’s technical staff is hired or assigned for four to six years. Like any strong organization, DARPA mixes experience and change. It retains a base of experienced experts – its Office Directors and support staff – who are knowledgeable about DoD. The staff is rotated to ensure fresh thinking and perspectives, and to have room to bring technical staff from new areas into DARPA. It also allows the program managers to be bold and not fear failure.
Project-based assignments organized around a challenge model: DARPA organizes a significant part of its portfolio around specific technology challenges. It foresees new innovation-based capabilities and then works back to the fundamental breakthroughs required to make them possible. Although individual projects typically last three to five years, major technological challenges may be addressed over longer time periods, ensuring patient investment on a series of focused steps and keeping teams together for ongoing collaboration. Continued funding for DARPA projects is based on passing specific milestones, sometimes called “go/no-go’s.”
Outsourced support personnel: DARPA extensively leverages technical, contracting, and administrative services from other DoD agencies and branches of the military. This provides DARPA the flexibility to get into and out of an area without the burden of sustaining staff, while building cooperative alliances with its “agents.” These outside agents help create a constituency in their respective organizations for adopting the technology.
Outstanding program managers: The best DARPA program managers have always been freewheeling zealots in pursuit of their goals. The Director’s most important task is to recruit and hire very creative people with big ideas, and empower them.
Acceptance of failure: DARPA pursues breakthrough opportunities and is very tolerant of technical failure if the payoff from success will be great enough.
Orientation to revolutionary breakthroughs in a connected approach: DARPA historically has focused not on incremental but radical innovation. It emphasizes high-risk investment, moves from fundamental technological advances to prototyping, and then hands off the system development and production to the military services or the commercial sector.
Mix of connected collaborators: DARPA typically builds strong teams and networks of collaborators, bringing in a range of technical expertise and applicable disciplines, and involving university researchers and technology firms that are often not significant defense contractors or beltway consultants.
ARPA/DARPA is well known as a high-tech government agency, and as such has many appearances in popular fiction. Some realistic references to ARPA in fiction are in Tom Swift and the Visitor from Planet X (DARPA consults on a technical threat), in episodes of television program The West Wing (the ARPA-DARPA distinction), the television program Numb3rs (DARPA research into creating the first self-aware computer), and in the motion picture Executive Decision (use of a one-of-a-kind experimental prototype in an emergency).
Other references often attribute to DARPA an operational or political role, in addition to its high-tech responsibilities. Examples are the Matthew Reilly books Temple and Hell Island, the James Rollins' books Sandstorm, Map of Bones and Black Order, and the video game series Metal Gear Solid, as well as the video games Infamous and Vanquish.
In the 2010 film Edge of Darkness Detective Craven is told his daughter Emma worked for a fictional nuclear R&D; company who was in fact developing "foreign nuclear arms". Emma was said to have been flagged by DARPA as a possible security risk.
In the 2010 videogame Vanquish, developed by Platinum Games, the protagonist is a DARPA employee who is using an experimental suit designed by the company to fight a war with Russian forces.
See also
ARPA-E - a similar organization within the Department of Energy.
DSTL - UK equivalent
Defence Science and Technology Organisation - Australian Equivalent
HSARPA - a similar organization within the Department of Homeland Security
Intelligence Advanced Research Projects Activity (IARPA)
Defence Research and Development Canada - Similar organization in Canada
People: Barry Boehm, Vint Cerf, Douglas Engelbart, Robert Fano, Anup K. Ghosh, James Hendler, Bob Kahn, JCR Licklider, John Poindexter, Larry Roberts, Robert Sproull, Ivan Sutherland, Bob Taylor, Gio Wiederhold.
History of the Internet
References
Castell, Manuel The Network Society: A Cross-cultural Perspective Edward Elgar Publishing Limited, Cheltenham UK 2004
"The Men from Darpa" by John Sedgwick, Playboy magazine, August 1991
External links
DARPA Home Page
DARPA TransTac speech-to-speech translation project
Ongoing Research Programs
Defense Sciences Office
Information Processing Techniques Office
Microsystems Technology Office
Strategic Technology Office
Tactical Technology Office
Hybrid Insect MEMS
Surveillance Dust, DARPA website
Surveillance Dust, Conversation with C. Keers and N. Marano, U.S. Marine Corps. Background information provided by Dr. Bill Howard, Defense Airborne Reconnaissance Office., Massachusetts Institute of Technology
DARPA Network Challenge 2009
Category:United States Department of Defense agencies
Category:Research projects
Category:Military units and formations established in 1958
Category:Research and development organizations
Category:Research and development in the United States