From saic at vision.moundalexis.com Wed Jun 1 00:13:46 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 31 May 2005 20:13:46 -0400 (EDT) Subject: [saic] VeriSign(R) Appoints Louis A. Simpson to Board of Directors Message-ID: <20050531201248.N99836-100000@vision.moundalexis.com> Tuesday May 31, 11:39 am ET VeriSign(R) Appoints Louis A. Simpson to Board of Directors http://biz.yahoo.com/prnews/050531/sftu157.html?.v=6 --- MOUNTAIN VIEW, Calif., May 31 /PRNewswire-FirstCall/ -- VeriSign, Inc. (Nasdaq: VRSN - News), the leading provider of intelligent infrastructure services for the Internet and telecommunications networks, today announced the appointment of Louis A. Simpson, President and Chief Executive Officer, Capital Operations, of GEICO Corporation, to its Board of Directors. With a broad background in general business, financial services, insurance and capital investments, Mr. Simpson will add strategic value and depth to VeriSign's Board of Directors. ADVERTISEMENT "VeriSign continues to execute on our strategy to help transform the world's infrastructure for the delivery of communications, commerce and content," said Stratton Sclavos, Chairman and Chief Executive Officer of VeriSign. "Adding Louis Simpson's global business acumen and financial services expertise to our Board of Directors will be invaluable as we march forward on this exciting journey." Louis A. Simpson has served as President and CEO, Capital Operations, of GEICO Corporation since May 1993, having previously served as vice chairman of the board from 1985-1993. Simpson's career at GEICO began in 1979 as senior vice president and chief investment officer. Earlier in his career, Simpson was president and chief executive officer of Western Asset Management, a subsidiary of the Los Angeles-based Western Bancorporation. He also had been a partner at Stein Roe and Farnham, a Chicago investment firm, and an instructor of economics at Princeton University. "I am very pleased to join VeriSign's Board of Directors and to lend my career experience to help continue the company's growth and success," said Simpson. "VeriSign has a compelling opportunity to be the company that enables and protects the billions of interactions that travel across the voice and data networks each day and I look forward to working with the management team and the rest of the Board to make this a reality." VeriSign today also announced that William A. Roper Jr., Corporate Executive Vice President (CEVP) of Science Applications International Corporation (SAIC) will assume the role of Lead Independent Director. Mr. Roper has served on the VeriSign Board of Directors since November 2003. Since April 2000, he has served as CEVP and he has held different positions since joining SAIC in 1990 including CFO from 1990-2000. From saic at vision.moundalexis.com Wed Jun 1 11:17:08 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Wed, 1 Jun 2005 07:17:08 -0400 (EDT) Subject: [saic] Hiring in the High-Tech Sector Surging Locally Message-ID: <20050601071415.E99836-100000@vision.moundalexis.com> 30 May 2005, San Diego Business Journal Hiring in the High-Tech Sector Surging Locally http://www.sdbj.com/article.asp?aID=53674738.3494639.1149005.7884425.5041605.696&aID2=88376 --- By MIKE ALLEN - 5/30/2005 San Diego Business Journal Staff It's not quite the heyday of the dot-com boom era when engineers were offered BMWs as bonuses and employers shelled out thousands of stock options, but the high-tech job market in San Diego appears to be approaching levels it hasn't seen in five years. Though hard data on high-tech employment is a bit sketchy, since many small firms fly under the radar of government data collectors, anecdotal evidence abounds that the information technology job market is heating up. "I haven't seen a new resume cross my desk in about two months, and I'm getting about two job (openings) announcements a week. If my informal network is any indication, things are looking pretty healthy," said Tyler Orion, the president of the RTA at Connect, a local high-tech industry organization. Science Applications International Corp., the research and engineering firm that is one of the region's largest employers, reported it had 233 openings in the county and 360 openings statewide. Last week, it had to cut staff at one business unit because of reduced sales of a particular product, but many of those workers would have a chance to transfer to alternate jobs within the company, SAIC officials said. "Despite the reductions in this business unit, SAIC continues to experience strong financial growth throughout the company and in California," according to a company statement on the job cut affecting 100 positions. SAIC employs nearly 43,000 worldwide, including 4,896 in San Diego County, where it maintains its headquarters. The story is much the same at many technology firms, both large and small, which are finding it more difficult to get qualified people to fill openings. The local climate for hiring professionals in the technology industry isn't quite what it was during the dot-com boom era of the late 1990s, but has slowly heated up as the overall economy has shown clear signs of gaining traction, industry observers said. "Over the last six months, we've seen a noticeable increase in IT (information technology) hiring in San Diego," said Fernando Madruga, vice president of TalentFuse, a San Diego-based employment staffing company that specializes in the technology industry. Industrywide Increases Technology jobs are being created across a variety of industries, but are most evident among software development positions requiring specialized knowledge of network architecture and software languages, Madruga said. As of May 26, TalentFuse, based in Kearny Mesa, was looking to fill 101 job openings . primarily software developers. Annual salaries for the vacant positions range from a low of about $50,000 to a high of more than $150,000, he said. The firm counts 78 employees who are working for local tech firms on a contractual basis, which is up from 45 a year ago, Madruga said. The staffing firm was once part of a larger Canadian company, TalentLab, but when the San Diego office grew by more than 10 times the rate of the parent firm, the top manager, Brian Margarita, decided to buy the business, Madruga said. TalentFuse now has about 150 contracts in the region and has provided employees to some of the local industry behemoths such as Qualcomm Inc., Sony Corp. and Intuit Inc., he said. Hard data on job growth is difficult to acquire because the state's Employment Development Department doesn't classify technology jobs in a separate category. According to the San Diego Regional Chamber of Commerce's Economic Research Bureau, total technology employment in the county at the end of 2004 was 132,933, with the biggest sector being aerospace and defense with 31,518 workers. The figure was up by 7,053, or 5.6 percent from the total employment in 2003. Virtually all of the gains were generated from the software sector, which showed a net increase of 7,862 jobs, according to the chamber's report. Four of the eight sectors showed net losses, with electronics manufacturing declining the most, by 820 jobs in the prior year. The gains in the software sector were coming from larger and smaller employers. At Intuit's Sorrento Mesa office, more than 1,000 employees held jobs, up from approximately 700 about a year ago, said spokesman Scott Gulbransen. The company, with headquarters in Mountain View, makes financial management software, including TurboTax, the popular tax preparation programs. At Websense Inc., a locally based maker of Internet filtering software aimed at preventing employees from visiting certain Web sites while on the job, total employment at the end of April was 523, up from 414 employees for the same month in 2004, said spokeswoman Jennifer Culter. Websense, which made both Fortune and Forbes magazines' list of the fastest-growing tech companies this year, has seen additions in a wide variety of jobs, Culter said. "It's really in every single category. It's in engineering, finance, human resources, product marketing, sales, and research security," she said. Increasing The Payroll At Akonix Systems Inc., a San Diego-based maker of security software for instant messaging communications that launched in 2000, employment grew by about 50 percent during the past year to 75 people, said Chief Executive Officer Peter Shaw. "In general, the outlook for enterprise software is up and one of the hottest areas has to do with network security," he said. Qualcomm, the region's largest technology employer, increased its local payroll by 1,190 workers to bring its San Diego staff to 6,458 as of Jan. 1, a gain of 22.5 percent from the same time in 2004, said spokeswoman Bertha Agia. Qualcomm's Web site has a list of 515 job openings in California, with the great majority based in San Diego. The company that makes wireless chips and develops wireless technology has a worldwide employment of more than 8,000 full- and part-time workers. Orion of RTA at Connect said it's tough to track where all of the gains are being created, since many of the new jobs are generated from small firms that fall below the radar of government data collectors. Among some of the hottest growth areas are Internet security and firms formed to combat spyware and viruses from infiltrating computer networks, and companies providing Web-based services, she said. "I think the pendulum has come back to normal," Orion said. "There seems to be more of balance between a supply of workers looking for jobs, and the number of new jobs." From saic at vision.moundalexis.com Wed Jun 1 22:27:35 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Wed, 1 Jun 2005 18:27:35 -0400 (EDT) Subject: [saic] SAIC Awarded Synthetic Environment Core Architecture and Integration Contract Message-ID: <20050601182656.K30786-100000@vision.moundalexis.com> Wednesday June 1, 10:28 am ET SAIC Awarded Synthetic Environment Core Architecture and Integration Contract http://biz.yahoo.com/prnews/050601/dcw027.html?.v=11 --- ORLANDO, Fla., June 1 /PRNewswire/ -- Science Applications International Corporation (SAIC) announced today a contract award for the Synthetic Environment (SE) Core Architecture and Integration (A&I) program by the U.S. Army's Program Executive Office for Simulation, Training and Instrumentation (PEO STRI). SAIC and its team members will provide the technical and management support associated with integrating the OneSAF Objective System (OOS) into the Close Combat Tactical Trainer (CCTT) and the Aviation Combined Arms Trainer (AVCATT) systems. The SE Core A&I single award cost-plus-fixed-fee contract is for a period of performance of 30 months. The total award value of the contract is $25,700,000. Work will be performed in Orlando, Fla. The SAIC Team will provide architecture analysis and follow-on development of the Virtual Simulation Architecture (VSA) and the development of the common virtual components within the VSA framework to reduce redundancy, increase realism and facilitate an integrated live, virtual, constructive training environment. Common virtual components include after action review, dynamic terrain, atmospheric effects, C4ISR, net ready, exercise management tools, training support package, chemical, biological, radiological, nuclear and high explosive environment. "SAIC is honored to have been selected for this important contract. SE Core A&I products will be used in the virtual simulation systems by the men and women of America's Armed Forces," said Beverly J. Kitaoka, senior vice president and general manager of SAIC's Training and Simulation Solutions Business Unit. "Our experience in building and integrating software-intensive systems can ensure that they have the most effective systems today and into the future." SAIC team members include Lockheed Martin Simulation, Training and Support, Orlando, Fla.; L-3 Communications Corporation, New York, N.Y.; COLSA Corporation, Huntsville, Ala.; CAE USA, Tampa, Fla.; Evans & Sutherland, Salt Lake City, Utah; Productivity Apex Inc., Orlando, Fla.; All Points Logistics, Gainesville, Ga.; Dignitas, Orlando, Fla.; and StackFrame, Altamonte Springs, Fla. From saic at vision.moundalexis.com Wed Jun 1 22:28:28 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Wed, 1 Jun 2005 18:28:28 -0400 (EDT) Subject: [saic] Robert Collet Joins SAIC as Chief Engineer for Transformation, Training and Logistics Group Message-ID: <20050601182736.P30786-100000@vision.moundalexis.com> 1 June 2005 Robert Collet Joins SAIC as Chief Engineer for Transformation, Training and Logistics Group http://www.mysan.de/article117970.html --- SAN DIEGO and MCLEAN, Va., June 1 /PRNewswire/ -- Science Applications International Corporation (SAIC) announced today that Robert (Bob) D. Collet has joined the company as vice president and chief engineer for the Transformation, Training and Logistics Group. The group, with $1.5 billion in annual revenues, includes major programs and areas of support like the Army.s Future Combat Systems (FCS), Joint Mission Planning System, Joint warfighting transformation, Army aviation, Army missile systems and live, virtual and constructive simulation solutions. As chief engineer, Collet will be the system engineering advocate for the group, lead the systems engineering community of interest, serve on the SAIC Systems Engineering Council and support the group.s pursuit of strategic business opportunities. "We are particularly pleased to have Bob join the team," said George Singely, president of SAIC.s Transformation, Training and Logistics Group. "Bob.s leadership, technical skills, and technology management expertise will contribute significantly to our role in the DoD.s transformation efforts." Before joining SAIC, Collet was vice president, engineering and chief technology officer for AT&T Government Solutions, responsible for expanding the technical integrity of the company.s portfolio of integrated network, information technology and professional service offerings. His previous positions include president and chief technology officer of data services at Velocita Corporation; vice president and general manager of data services at Teleglobe Communications; and positions at Sprint Communications, including director of sales, overseeing the launch of Sprint.s Internet and managed network services businesses. Collet received a Bachelor of Science degree in electrical engineering from the University of Massachusetts, a Master of Science degree in electrical engineering from the Georgia Institute of Technology, and a Master of Business Administration degree from American University. He is an active member of the Industry Advisory Council (IAC) and the Washington D.C. Technology Council. Also, Collet is a National Contracts Management Association (NCMA) Certified Professional Contracts Manager (CPCM) and a certified Project Manager Professional (PMP). From saic at vision.moundalexis.com Fri Jun 3 02:25:20 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Thu, 2 Jun 2005 22:25:20 -0400 (EDT) Subject: [saic] Army picks SAIC to integrate training systems Message-ID: <20050602222158.O30786-100000@vision.moundalexis.com> 06/02/05, Washington Technology Army picks SAIC to integrate training systems http://www.washingtontechnology.com/news/1_1/daily_news/26309-1.html --- By Roseanne Gerin Staff Writer Science Applications International Corp. won a $25.7 million, 30-month contract to help the Army integrate virtual combat training systems, the company said yesterday. The Army's Program Executive Office for Simulation, Training and Instrumentation awarded the contract for technical and management support. Under the Synthetic Environment Core Architecture and Integration Program SAIC will provide services related to integrating the OneSAF Objective System into the Close Combat Tactical Trainer and the Aviation Combined Arms Trainer systems. The work will be performed in Orlando. Fla. SAIC's team includes Lockheed Martin Corp.'s simulation, training and support unit, L-3 Communications Corp., Colsa Corp., CAE USA Inc., Evans & Sutherland Computer Corp., Productivity Apex Inc., All Points Logistics Inc., Dignitas Technologies LLC and StackFrame LLC. The team will provide architecture analysis and follow-on development of the virtual simulation architecture and develop the common virtual components within the architecture framework for the live virtual training environment. Based in San Diego, SAIC is an employee-owned research and engineering company. It employs about 42,400 workers and had revenue of almost $7.2 billion for the year ended Jan. 31. The company is No. 3 on Washington Technology's 2005 Top 100 list of federal prime contractors. From saic at vision.moundalexis.com Sat Jun 4 14:20:39 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Sat, 4 Jun 2005 10:20:39 -0400 (EDT) Subject: [saic] 2004/2005 Global Challenge Message-ID: <20050604101855.W3344-100000@vision.moundalexis.com> 3 June 2005, International Sailing Federation 2004/2005 Global Challenge http://www.sailing.org/default.asp?ID=j1vFh5Bq~&format=popup --- Kate Hayler. Image, SAIC La Jolla looking for some wind: Challenge Business, 03 June 2005 'Currently the pain is almost unbearable' writes VAIO crew member Ben BEASLEY this morning. 'For the last eight-ish hours we have been going nowhere, the situation made somewhat worse by being less than 400 miles from Boston,USA' 'The growing excitement of Boston is on hold and skipper and crew are suffering as one, all cursing the large high-pressure system sitting between Boston and us.' First BG SPIRIT ground to a halt yesterday afternoon, and now it is VAIO's turn to suffer. Recording a painful average speed of 0.9 knots over the past six hours as they negotiate yet another patch of light winds. This turn of events has allowed third place Barclays Adventurer to make good ground on Amedeo SORRENTINO (ITA) and his team, now only ten miles behind. However, though close in terms of distance to finish, the two teams are in significantly different weather at the moment, so if Stuart JACKSON (GBR) plays his cards right, he could well be in second place by this afternoon's poll. Meanwhile, SAIC La Jolla could also find their fourth place position under threat. The team have paid a price for taking a more westerly course (like VAIO) and are currently only making a meagre 4.8 knots, compared to BP Explorer's 8.2 knots. Since yesterday afternoon, David MELVILLE (GBR) and his team have reduced the 40 mile gap to just around three miles and again could oust SAIC La Jolla from fourth place imminently if they maintain this progress. However, close on BP Explorer's tail is Imagine It. Done, with a team determined to do everything they can to keep up the pressure, as skipper Dee CAFFARI (GBR) reports: 'This may be the last obvious opportunity for a reshuffle of the fleet before we follow BG SPIRIT to the quay in Boston. 'After these lighter airs, the breeze is due to fill in and we shall see a sprint for those that can maintain the fastest boat speed and not make any mistakes. 'First we have a job to do and that is to try and make the life of BP Explorer, Spirit of Sark and Team Stelmar a fraction as miserable as ours was on arrival to Cape Town.' Me To You, Samsung, Team Save the Children and Pindar have made significant gains on the leaders, clawing back from 50 to 70 miles each, having all maintained consistently strong boat speeds through the night. If the majority do park up again, as some are predicting, this could be the opportunity these teams need to make their mark on leaderboard standings. From saic at vision.moundalexis.com Mon Jun 6 12:15:08 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Mon, 6 Jun 2005 08:15:08 -0400 (EDT) Subject: [saic] FBI Pushed Ahead With Troubled Software Message-ID: <20050606081034.U3344-100000@vision.moundalexis.com> 6 June 2005 FBI Pushed Ahead With Troubled Software http://www.washingtonpost.com/wp-dyn/content/article/2005/06/05/AR2005060501213.html --- By Dan Eggen Washington Post Staff Writer Monday, June 6, 2005; Page A01 Some FBI officials began raising doubts about the bureau's attempts to create a computerized case management system as early as 2003, two years before the $170 million project was abandoned altogether, according to a confidential report to the House Appropriations Committee. By 2004, the report found, the FBI had identified 400 problems with early versions of the troubled software -- but never told the contractor. The bureau also went ahead with a $17 million testing program last December, even though it was clear by then that the software would have to be scrapped, according to the review. The 32-page report -- prepared by the House committee's Surveys and Investigations staff and obtained by The Washington Post -- indicates that the FBI passed up numerous chances to cut its losses with the doomed Virtual Case File (VCF), instead forging ahead with a system that ultimately cost taxpayers more than $100 million in wasted expenditures. The report chronicles a list of errors and misjudgments that were made during the software project's troubled history, from assigning underqualified personnel to poor oversight and inadequate planning. And while the bureau has enacted important reforms in its information technology efforts in recent months, one FBI official warned that the bureau remains far behind where it should be. "We are still crawling," the unidentified official told investigators. FBI officials said last week that the bureau has undertaken a broad and rapid restructuring that will solve many of the problems outlined in the report. They also said that a new program -- code-named Sentinel -- will rely on off-the-shelf software rather than the kind of custom approach that contributed to many of the problems with VCF. "To say we're crawling is inaccurate," said one official, who spoke on the condition of anonymity. "We are building a system from the ground up and have made real progress." The House committee's report is the latest in a series of damning evaluations of the collapse of VCF, which was formally dumped in March after FBI Director Robert S. Mueller III concluded that it was already outdated and did not perform as expected. The system was part of Trilogy, a $581 million FBI program that includes a new computer network and thousands of new high-speed personal computers for agents and analysts. VCF would have been the final major step in the upgrade, providing a modern database for storing case information and allowing agents to share and search files electronically. Numerous outside experts and panels have criticized the FBI's paper-based records system as outmoded and inefficient, and the commission that investigated the Sept. 11, 2001, attacks concluded that the shortcomings may have contributed to the failure to detect the al Qaeda plot. The Justice Department's inspector general warned in February that the FBI's continuing technology problems had "national security implications" and that agents were "significantly hampered" in their efforts to prevent terrorism and combat other serious crimes. The new report, which is not scheduled for public release, reveals that "some officials involved in VCF's development began to see problems" in early 2003, about a year after the FBI and its contractor, Science Applications International Corp., began focusing on creating the case management software. The problems involved "the progress of the software development efforts" and were "attributed to contracting and program management oversight," according to the report. More problems -- this time "technical and functional deficiencies" -- became apparent in December 2003, when SAIC delivered its first batch of software to the FBI. By March 2004, the FBI had "identified 400 problems but did not share them with SAIC because it did not want the contractor to think these were the only issues remaining," the report says. About the same time, an official in the bureau's Cyber Division "voiced serious concerns" about the status of the project and recommended an independent review. These internal debates and concerns stand in contrast to public assurances from FBI officials during the same period. For example, Zalmai Azmi -- the FBI's new information technology chief and the fourth person to occupy the position during the VCF project -- predicted in April 2004 that the first version of VCF would be delivered by the end of the year. But according to the congressional report, problems continued to mount as the FBI and SAIC feuded over system requirements, changes and other issues. In June, work stopped on the broader VCF software program to focus on a pilot project. By December, when an outside consultant had recommended scrapping the software in favor of commercial products, the FBI nonetheless moved ahead with the pilot program run out of its New Orleans field office. Several officials interviewed by the House staff questioned the decision to proceed with the expensive pilot test of a product that was headed for the trash. "On no planet I know does it make sense" to spend $17 million on such an effort, one official said. Others contended that "it was done for political reasons because the FBI believed it had to deliver something," according to the report. FBI officials dispute criticism of the pilot program, which continued through March 2005 and resulted in mostly negative reviews of the software. Azmi said in a statement posted on the FBI's Web site that the exercise provided "critical information . . . that we could use for the next generation of case management." Agents in the field "told us what they liked, what they didn't like and how to improve," Azmi said. " . . . We got our money's worth out of the evaluation. Now we're charting a new course and look forward to publicizing it when it's ready." Although the report says the FBI finally decided to abandon the project partly because of "deficiencies in the VCF product delivered," the committee's inquiry focused on FBI shortcomings. SAIC officials have strongly defended their role in developing the software and have complained about frequent FBI management turnover and design changes -- including 36 to the contract alone. Those complaints are largely confirmed by the House investigation and the earlier inspector general report, which concluded that "the main responsibility for the problems with Trilogy rests with the FBI." An SAIC spokeswoman declined to comment on the new report because the firm has not seen a copy. Mueller has said in congressional testimony that the actual loss from VCF will total about $104 million. The rest of the money was either unspent or spent on items that can be used in future applications, he said. Rep. Frank R. Wolf (R-Va.), who requested the report from the investigative staff, said in an interview that he is hopeful the FBI "has learned a lesson" from the problems with the earlier software system. Wolf, who chairs the appropriations subcommittee that oversees the FBI, also said he has confidence in Mueller and his ability to solve the technology problems. "I think it validated what a lot of people already suspected, which is that they had some real personnel problems," Wolf said. "They didn't have people who were up to being able to do something this complicated. . . . They'll have to be doubly sure it doesn't take place again." From saic at vision.moundalexis.com Tue Jun 7 11:09:19 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 07:09:19 -0400 (EDT) Subject: [saic] SAIC Announces Revenue and Earnings for the First Quarter of Fiscal 2006 Message-ID: <20050607070803.G7883-100000@vision.moundalexis.com> Monday June 6, 5:25 pm ET SAIC Announces Revenue and Earnings for the First Quarter of Fiscal 2006 http://biz.yahoo.com/prnews/050606/dcm063.html?.v=7 --- SAN DIEGO, June 6 /PRNewswire/ -- Science Applications International Corporation (SAIC) today announced that it achieved first quarter revenues of $1.8 billion, which is a growth rate of 8 percent over revenues of $1.7 billion for the first quarter of the previous year. Business momentum continues to be strong reflecting both government and commercial contract wins during SAIC's first quarter of Fiscal 2006, which ended April 30, 2005. "SAIC employees continue to deliver solid performance on our large and diverse contract base," said Ken Dahlberg, SAIC chief executive officer and president. "We are especially mindful of the critical programs in which our men and women are applying advanced technologies to provide innovative solutions to aid the nation's fight against global terrorism." SAIC's operating income for the first quarter was $112 million, compared to $120 million during the same period last year. The operating income decline was driven primarily by an increased loss on our firm-fixed-price contract with the Greek Government, and higher expenditures for investment in our information technology and other infrastructure to support our growth. Non-operating expenses decreased a net $9 million for the first quarter, primarily due to higher interest income. Income from continuing operations for the first quarter was $55 million, compared to $67 million for the same period of the prior year, reflecting a higher income tax expense and effective tax rate. Net income for the first quarter, including discontinued operations, was $585 million, compared to $89 million for the same period of the prior year. This included a $531 million after-tax gain from the sale of Telcordia Technologies, Inc. (Telcordia). As a result of selling this business, the operating results of Telcordia prior to the sale have been classified as discontinued operations in the company's condensed consolidated financial statements. >From science to solutions, SAIC engineers and scientists solve complex technical problems in national security, homeland security, energy, the environment, space, telecommunications, health care, and logistics. With annual revenues of $7.2 billion, SAIC is the largest United States' employee- owned research and engineering company, with more than 42,000 employees at offices in more than 150 cities worldwide. More information about SAIC can be found at http://www.saic.com. From saic at vision.moundalexis.com Tue Jun 7 11:10:58 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 07:10:58 -0400 (EDT) Subject: [saic] SAIC's First-Quarter Profits Drop Message-ID: <20050607070919.P7883-100000@vision.moundalexis.com> 6/6/2005, San Diego Business Journal Online SAIC's First-Quarter Profits Drop http://www.sdbj.com/industry_article.asp?aID=56986134.1460842.1152645.0284642.8944469.194&aID2=88656 --- Science Applications International Corp., a San Diego-based research and engineering company, reported operating income for the first quarter of $112 million on revenues of $1.8 billion, compared with the first quarter of 2004, when it had operating income of $120 million on revenues of $1.7 billion. The employee-owned company said the decline in profits was driven mainly by an increased loss on a contract for security services it had with the Greek government, and higher expenses on investments in information technology and other infrastructure. SAIC's net income for the quarter was $585 million, but nearly all of it, or $531 million, was the result of an after-tax gain on the sale of its Telcordia Technologies unit based in New Jersey. That net profit was more than six times above the $89 million in net income reported in the first quarter of 2004. SAIC, which had more than $7 billion in revenues last year, has nearly 43,000 employees worldwide, including almost 5,000 in San Diego County. -- Mike Allen From saic at vision.moundalexis.com Wed Jun 8 03:46:27 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 23:46:27 -0400 (EDT) Subject: [saic] CONTRACTS from the United States Department of Defense Message-ID: <20050607234606.D7883-100000@vision.moundalexis.com> Tuesday Jun. 7, 2005 CONTRACTS from the United States Department of Defense http://www.defenselink.mil/contracts/2005/ct20050607.html --- CONTRACTS from the United States Department of Defense No. 564-05 FOR RELEASE AT Jun 07, 2005 (703)697-5131(media) (703)428-0711(public/industry) Tuesday, June 7, 2005 - 5:00 PM Contracts, Tuesday, June 7, 2005 -CONTRACTS- UNITED STATES SPECIAL OPERATIONS COMMAND SYColeman Inc. of Washington, DC is being awarded an indefinite delivery, indefinite quantity contract, with a potential maximum value of $100,000,000, for media approach planning, prototype product development, commercial quality product development, product distribution and dissemination, and media effects analysis for the Joint Psychological Operations Support element and other government agencies. The work will be performed CONUS and OCONUS and task orders may be issued from June 7, 2005 - June 6, 2010. This contract was awarded on a competitive basis pursuant to FAR 6.102. The contract number is H92222-05-D-1012. Lincoln Group of Washington, DC is being awarded an indefinite delivery, indefinite quantity contract, with a potential maximum value of $100,000,000, for media approach planning, prototype product development, commercial quality product development, product distribution and dissemination, and media effects analysis for the Joint Psychological Operations Support element and other government agencies. The work will be performed CONUS and OCONUS and task orders may be issued from June 7, 2005 - June 6, 2010. This contract was awarded on a competitive basis pursuant to FAR 6.102. The contract number is H92222-05-D-1010. SAIC of Washington, DC is being awarded an indefinite delivery, indefinite quantity contract, with a potential maximum value of $100,000,000, for media approach planning, prototype product development, commercial quality product development, product distribution and dissemination, and media effects analysis for the Joint Psychological Operations Support element and other government agencies. The work will be performed CONUS and OCONUS and task orders may be issued from June 7, 2005 - June 6, 2010. This contract was awarded on a competitive basis pursuant to FAR 6.102. The contract number is H92222-05-D-1011. -DEFENSE LOGISTICS AGENCY- The Wornick Company, McAllen, TX, * was awarded on June 6, 2005, a maximum $21,739,375 fixed price with economic price adjustment indefinite quantity contract for Army, Navy, Air Force, Marine Corps, and federal civilian agencies for Meal, Ready-to-Eat (MRE). Performance completion date is February 28, 2006. Contract funds will not expire at the end of the current fiscal year. There were three proposals solicited and three responded. The contracting activity is the Defense Supply Center Philadelphia (DSCP), Philadelphia, PA (SPM300-03-D-Z107). SOPAKCO Packagin, Mullins, SC, was awarded on June 6, 2005, a maximum $17,409,375. fixed price with economic price adjustment indefinite quantity contract for Army, Navy, Air Force, Marine Corps, and federal civilian agencies for Meal, Ready-to-Eat (MRE). Performance completion date is February 28, 2006. Contract funds will not expire at the end of the current fiscal year. There were three proposals solicited and three responded. The contracting activity is the Defense Supply Center Philadelphia (DSCP), Philadelphia, PA (SPM300-03-D-Z108). AmeriQual Group, LLC DBA AmeriQual Packaging, Evansville, IN, * was awarded on June 6, 2005, a maximum $11,960,000 fixed price with economic price adjustment indefinite quantity contract for Army, Navy, Air Force, Marine Corps, and federal civilian agencies for Meal, Ready-to-Eat (MRE). Performance completion date is February 28, 2006. Contract funds will not expire at the end of the current fiscal year. There were three proposals solicited and three responded. The contracting activity is the Defense Supply Center Philadelphia (DSCP), Philadelphia, PA (SPM300-03-D-Z106). NAVY Northrop Grumman Defense Mission Systems, Reston, Va. is being awarded a $25,416,408 hybrid cost-plus-incentive fee/cost-plus-award fee common link integration processing (CLIP) contract. CLIP is a cooperative Navy and Air Force program to develop common software to integrate Tactical Data Links (TDLs) and Internet Protocol (IP) connectivity onto Naval Surface, Air, and Air Force platforms. The CLIP contract effort will include, but not be limited to, system engineering design, engineering analysis, software development, software/hardware integration, system testing, certification testing support, training, operational exercise support, life cycle support concept, and system installation support on applicable ships, aircraft, shore sites/land platforms, and test facilities. This contract includes options, which if exercised, would bring the cumulative value of this contract to $122,210,936. Work will be performed in San Diego, Calif., and is expected to be completed by January 2007. Contract funds will not expire at the end of the current fiscal year. This contract was competitively procured via the Commerce Business Daily^s Federal Business Opportunities website, and the SPAWAR e-Commerce Central website, with an unlimited number of proposals solicited and four offers received. The Space and Naval Warfare Systems Command, San Diego, Calif., is the contracting activity (N00039-05-C-0006). Northrup Grumman Newport News Shipbuilding and Drydock Co., Newport News, Va., is being award a $9,208,229 cost-type modification to previously awarded contract (N00024-04-C-2118) for CVN 21 construction preparation, non-propulsion plant long lead-time material and advanced construction. Work will be performed at Newport News, Va., and is expected to be completed in December 2006. Contract funds will not expire at the end of the current fiscal year. The contract was not competitively procured. The Naval Sea Systems Command, Washington, D.C., is the contracting activity. Northrop Grumman Systems Corp., Bethpage, N.Y., is being awarded an $8,475,343 firm-fixed-price order against a previously awarded basic ordering agreement (N00019-00-G-0425) for spares associated with EA-6B improved capability aircraft low-rate-initial production. Work will be performed in Baltimore, Md. (82 percent), Bethpage, N.Y. (16 percent); St. Augustine, Fla. (1.7 percent); and Melbourne, Fla. (.3 percent), and is expected to be completed in October 2006. Contract funds will not expire at the end of the current fiscal year. The Naval Air Systems Command, Patuxent River, Md., is the contracting activity. BAE Systems Applied Technologies, Inc, Rockville, Md., is being awarded a $7,396,374 modification to a previously awarded cost-plus-fixed-fee contract (N00421-01-C-0077) to exercise an option for technical and engineering support services for the development, procurement, integration, testing, installation and certification of shipboard communication systems; the development and integration of like systems at shore sites associated with the deployment of, or fleet support to, surface combatants; and the development, testing and integration of mobile and airborne communication systems designed to interface with the command, control, communication, computers and intelligence architecture of surface combatants. The estimated level of effort for this option is 125,300 man-hours. Work will be performed in California, Md. (80 percent); St. Inigoes, Md. (10 percent), Bath, Maine (5 percent); and Pascagoula, Miss. (5 percent), and is expected to be completed in December 2009. Contract funds in the amount of $483,751 will expire at the end of the current fiscal year. The Naval Air Warfare Center Aircraft Division, St. Inigoes, Md., is the contracting activity. Harry Pepper and Associates, Inc.*, Jacksonville, Fla., was awarded on June 2, 2005, a $7,244,056 firm-fixed price Task Order 0004 under an indefinite-delivery/indefinite-quantity multiple award construction contract for design and construction of Buildings 603 and 40 including an obstacle course and Barancas Recreation Field at Naval Air Station Pensacola. The work to be performed provides for design, construction, and repair to interior and exterior of facilities that sustained damage due to Hurricane Ivan. Design is required for the roof replacement and structural upgrades. The recreation field and obstacle course consists of demolishing existing fields and course and providing a multipurpose field, including shoreline re-nourishment. Work will be performed in Pensacola, Fla., and is expected to be completed by September 2005. Contract funds will expire at the end of the current fiscal year. The basic contract was competitively procured as a two-phase design/build ase I, six proposers wereion years). The multiple contractors (four in number) may compete for task orders under the terms and conditions of the existing contract. Four proposals were received for this task order. The Naval Facilities Engineering Command, Southern Division, North Charleston, S.C., is the contracting activity (N62467-03-D-0188). AIR FORCE Northrop Grumman defense Mission Systems, Reston, Va., is being awarded a $6,900,000 indefinite delivery/indefinite quantity contract to provide for advancement, integration, and application of information systems sciences and technology to meet Air Force, intelligence community, and command and control (C2) community unique requirements for information dominance, and to facilitate the transition of this technology to aerospace and intelligence systems to meet Air Force, intelligence, and C2 community needs, computer software/database application support and technical documentation will be delivered. No funds have been obligated. This work will be complete by December 2007. The Air Force Research Laboratory, Rome, N.Y., is the contracting activity (F30602-01-D-0167). * Small Business [Web Version: http://www.defenselink.mil/contracts/2005/ct20050607.html] -- DODCONTRACTS-L distributes DoD contract announcements -- Contracts: http://www.defenselink.mil/contracts/ -- DoD News: http://www.defenselink.mil/news/dodnews.html -- Subscribe/Unsubscribe/FAQ: http://www.defenselink.mil/news/e-mail.html -- Today in DoD: http://www.defenselink.mil/today/ -- U.S. Department of Defense Official Website - http://www.defenselink.mil -- U.S. Department of Defense News About the War on Terrorism - http://www.defendamerica.mil From saic at vision.moundalexis.com Wed Jun 8 03:48:31 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 23:48:31 -0400 (EDT) Subject: [saic] SAIC's Piatt elected to IAC post Message-ID: <20050607234719.P7883-100000@vision.moundalexis.com> 7 June 2005, FCW.COM SAIC's Piatt elected to IAC post http://www.fcw.com/article89114-06-07-05-Web --- The Industry Advisory Council announced the results of its 2005 executive committee election for six positions with terms starting July 1. Bill Piatt, IAC's vice chairman who oversees the shared interest groups, has been elected to fill the executive vice chair position that Ellen Glover will vacate when she becomes chairwoman of the board. In addition to Piatt, of Science Applications International Corp., newly elected executive committee members, who will serve until June 30, 2007, include: * Vice chairwoman for communications .Karen Smith, of Smith Associates. * Vice chairwoman for professional development . Leslie Barry, of Computer Associates. * Vice chairwoman at large . Deirdre Murray, of Sprint. * Vice chairwoman at large . Sally Turner, of CGI-AMS. They will join the current executive committee members, who are in the midst of two-year terms that end June 30, 2006. They include: * Chairwoman . Glover of Dynamics Research Corporation. * Vice chairman for management and finance . Paul Cohen of Pragmatics. * Vice chairman for programs . Joe Draham of GTSI. * Vice chairman for outreach - Bruce McConnell of McConnell International. * Vice chairman at large . Daniel Chenok of SRA International. "I look forward to working with the talented group of individuals elected to the IAC Executive Committee," Glover said in a statement. "The energy and dedication of this committee will be invaluable in serving IAC's members, broadening member participation and furthering its mission of partnering with the American Council for Technology in leading the IT community to improve government." From saic at vision.moundalexis.com Wed Jun 8 03:49:43 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 23:49:43 -0400 (EDT) Subject: [saic] Worker-owned SAIC says it may go public Message-ID: <20050607234832.V7883-100000@vision.moundalexis.com> June 7, 2005 Worker-owned SAIC says it may go public http://www.signonsandiego.com/news/metro/20050607-9999-1n7saic.html --- By Mike Freeman and Bruce V. Bigelow UNION-TRIBUNE STAFF WRITERS June 7, 2005 San Diego's SAIC, which used employee ownership as the bedrock principle in building a $7.2 billion business, said yesterday it may need a new foundation. The research and engineering conglomerate said it has begun to study alternative ways to finance its growth . including selling shares to outside investors through a public stock offering. With 42,000 employees, Science Applications International Corp. ranks as one of the nation's largest employee-owned companies. Pentagon contracts account for roughly two-thirds of SAIC's annual revenue. But the defense industry is becoming concentrated in fewer companies, as reflected in the $2.65 billion buyout of San Diego's Titan Corp. announced Friday by L-3 Communications. Senior executives say SAIC must grow to maintain its competitiveness, but its strategy to grow by acquiring rival defense contractors has become financially constrained by employee ownership. The idea of operating SAIC as a public company, however, runs counter to the share-the-wealth corporate culture fostered by J. Robert Beyster, the nuclear physicist who founded the company in La Jolla in 1969. Beyster, 80, maintained that the company's phenomenal growth was largely because every employee has a stake in a company's success. He retired from SAIC last year. Beyster's devotion to employee ownership required SAIC to develop many unorthodox business arrangements, including an internal mechanism to set the price of SAIC shares. The company also created a system to enable employees to trade their shares four times a year. If there were more buyers than sellers, the company provided additional shares of stock to meet the demand. If there were more sellers, the company would step in to buy shares. But with many longtime employees retiring, there have been far more sellers than buyers in recent years, and the situation has become a significant drain on SAIC's available cash. For example, last year SAIC paid $552 million to repurchase employee shares, according to the company's fiscal year 2005 documents. It paid $406 million the previous year. SAIC has plenty of money to keep the insider-only market strong for its shareholders, executives said. The company generates about $500 million in cash each year and has $3 billion in reserves, said Chief Financial Officer Tom Darcy. Nevertheless, the company told employees in a letter, "We are examining our capital structure to ensure that it can provide the resources we need to execute our strategic growth objectives." The letter was signed by Ken Dahlberg, who replaced Beyster as chief executive nearly two years ago. He outlined several options under consideration, including taking on additional debt, an initial public offering or a more-limited stock placement to private investors. Driving the move is SAIC's desire for more flexibility in raising capital for possible acquisitions. Dahlberg has said he plans to nearly double the company's revenue by 2009 . in part by purchasing rivals. "Completing strategic acquisitions will be increasingly important to our company's future as our competition consolidates into fewer and more formidable companies, more aggressively targeting our market space," Dahlberg wrote. The need to keep enough cash available to meet trading imbalances could hobble that strategy. "If we use some of our cash to acquire companies, we don't want to find ourselves five or 10 years from now needing cash to support our stock system," Darcy said. If SAIC could sell its shares instead on public markets, outside investors would provide the cash needed to gobble up rivals. That would add an important weapon to its arsenal as SAIC targets bigger, better financed companies. "Over the long term, if you expect to be doing acquisitions, having a public security gives you an additional currency to help you execute your growth strategy," Darcy said. At this early stage, it's unclear whether SAIC employees would vote on any proposed changes in structure. "SAIC's management and board are evaluating capital structure alternatives, and no decision has been made regarding any specific path," spokesman Ron Zollars said. "Therefore, it is premature to speculate on whether stockholder approval would be required on any particular course of action." Even as a quasi-public company, SAIC ranks 276th on the Fortune 500 list of the biggest U.S. companies. The surge in federal spending on defense and homeland security has allowed SAIC to bulk up into a substantial force in the defense business. Corey Rosen, executive director of the National Center for Employee Ownership in Oakland, said employee-owned companies tend to communicate goals and information better. They make decisions at the lowest possible level, as opposed to a top-down hierarchy. And there's less pressure from investors to pursue short-term results that could hurt the company in the long run. Some SAIC employees have argued for years that the company's stock would be worth far more if shares traded in the public market. In April, the last time the trading window opened for employees, SAIC's shares traded at $42.27. The window is open again for trading later this week. SAIC announced its plans in conjunction with its first quarter financial results. The company saw revenue increase to $1.8 billion for the quarter, up 8 percent from last year. Net income was $585 million, thanks to a one-time gain from the sale of its Telcordia Technologies subsidiary. Excluding the Telcordia gain, income from continuing operations for the quarter was $105 million, up slightly from $104 million for the same period last year. From saic at vision.moundalexis.com Wed Jun 8 03:51:00 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 23:51:00 -0400 (EDT) Subject: [saic] DOD awards $300M in psyops contracts Message-ID: <20050607235015.U7883-100000@vision.moundalexis.com> 7 June 2005, United Press International DOD awards $300M in psyops contracts http://washingtontimes.com/upi-breaking/20050607-063904-7206r.htm --- Washington, DC, Jun. 7 (UPI) -- The Pentagon granted $300 million in contracts Tuesday to companies to help develop materials for psychological operations in Iraq and elsewhere. SYColeman Inc., Lincoln Group, and SAIC, all of Washington, D.C., won the contracts, each of which is worth up to $100 million. They will be doing media approach planning, prototype product development, commercial quality product development, product distribution and dissemination, and media effects analysis. The information is aimed at helping the Joint Psychological Operations Support element and other government agencies, a Pentagon announcement said. Psychological operations is the military term for propaganda -- targeted communications meant to influence foreign populations. Psychological operations are carried out to project a favorable image of U.S. and allied forces. They also inform audiences in new areas or places where there is enemy activity, amplify the effects of a show of force and assess attitudes and impressions of the people. From saic at vision.moundalexis.com Wed Jun 8 03:52:51 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 23:52:51 -0400 (EDT) Subject: [saic] Employee-owned SAIC exploring initial public offering Message-ID: <20050607235119.P7883-100000@vision.moundalexis.com> 7 June 2005, The Mercury News Employee-owned SAIC exploring initial public offering http://www.mercurynews.com/mld/mercurynews/news/local/states/california/northern_california/11837668.htm --- Associated Press SAN DIEGO - Science Applications International Corp., an employee-owned firm that ranks as one of the nation's biggest defense contractors, is exploring going public. In a memo sent to SAIC's 42,000 employees Monday, chief executive Ken Dahlberg said the board and senior management are considering several options to raise money for possible acquisitions. Dahlberg said the board is evaluating options, including taking on additional debt, an initial public offering or a more limited stock placement to private investors. "We are examining our capital structure to ensure that it can provide the resources we need to execute our strategic growth objectives," Dahlberg wrote. The board expects to choose an option in the next few months. Since its founding in 1969, SAIC has grown into the eighth largest defense contractor with $2.5 billion in prime contract awards in fiscal 2004, according to the Defense Department. The company reported $7.2 billion in annual revenue last year. Driving the need for capital is SAIC's plans to grow by acquiring rivals - a strategy that senior executives say has been hamstrung by employee ownership. "Completing strategic acquisitions will be increasingly important to our company's future as our competition consolidates into fewer and more formidable companies, more aggressively targeting our market space," Dahlberg wrote. SAIC announced its plans for the future as it posted first quarter results. Net income in the three months ending April 30 was $585 million, thanks to a one-time gain from the sale of its Telcordia Technologies subsidiary. Excluding the Telcordia gain, income from continuing operations for the quarter was $55 million, down from $67 million in the same period a year ago. Revenues rose to $1.85 billion from $1.71 billion in the year ago period. From saic at vision.moundalexis.com Wed Jun 8 03:54:16 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 7 Jun 2005 23:54:16 -0400 (EDT) Subject: [saic] Army picks SAIC to integrate training systems Message-ID: <20050607235330.V7883-100000@vision.moundalexis.com> 3 June 2005, Government Computer News Army picks SAIC to integrate training systems http://www.gcn.com/vol1_no1/daily-updates/35966-1.html --- By Roseanne Gerin Contributing Writer The Army has awarded a $25.7 million, 30-month contract to Science Applications International Corp. to help the service integrate virtual combat training systems. The Army.s Program Executive Office for Simulation, Training and Instrumentation awarded the contract for technical and management support. Under the Synthetic Environment Core Architecture and Integration Program, SAIC will provide services related to integrating the OneSAF Objective System into the Close Combat Tactical Trainer and the Aviation Combined Arms Trainer systems. The work will be performed in Orlando, Fla. SAIC.s team includes Lockheed Martin Corp..s simulation, training and support unit, L-3 Communications Corp., Colsa Corp., CAE USA Inc., Evans and Sutherland Computer Corp., Productivity Apex Inc., All Points Logistics Inc., Dignitas Technologies LLC and StackFrame LLC. The team will provide architecture analysis and follow-on development of the virtual simulation architecture and develop the common virtual components within the architecture framework for the live virtual training environment. From saic at vision.moundalexis.com Wed Jun 8 12:47:57 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Wed, 8 Jun 2005 08:47:57 -0400 (EDT) Subject: [saic] FBI tests software to replace canceled project Message-ID: <20050608084641.H7883-100000@vision.moundalexis.com> June 7, 2005, CNN Technology FBI tests software to replace canceled project http://www.cnn.com/2005/TECH/06/07/fbi.software/index.html?section=cnn_tech --- Agency presses ahead as lawmakers question earlier failure >From Terry Frieden CNN Washington Bureau WASHINGTON (CNN) -- FBI officials said they hope to award a contract by the year's end for a complex new software program to replace a failed project that was canceled this year at a cost of more than $100 million to taxpayers. A technical feasibility study is under way on the new information management system, dubbed Sentinel, with experts from the National Institutes of Health before plans to begin a bidding process this summer, officials said Monday. The FBI has suffered stinging criticism for its mishandling of investigative information and use of outmoded technology -- particularly in the wake of the September 11, 2001, attacks. The bureau's efforts to press ahead with plans for a case management system and other technological capabilities come as some lawmakers continue to examine troubles that led to the costly failed project. On Monday, the FBI acknowledged a report from the House Appropriations Committee indicating the bureau had been aware of problems with the project known as the Virtual Case File system as early as 2003. "This is old news. We did see problems in late 2003, and after those early indications, we began developing a two-track approach," said an official who asked not to be identified. In spring 2004, the official said, the agency privately documented problems while awaiting delivery of the software from contractor Science Applications International Corp. The FBI also apparently hired another contractor to conduct an independent review, which recommended canceling the project. A limited pilot project in the FBI's New Orleans, Louisiana, field office sought to see if any portion of software products for the case file system could be salvaged. The FBI said this $17 million project yielded some benefit for the new system to be built. In congressional hearings, FBI Director Robert Mueller has acknowledged the expected loss from the canceled project will be about $104 million. Mueller told lawmakers he is unable yet to place a price tag on the Sentinel project. The project is slated to be completed in four phases over an unspecified period of time, officials said Monday. The systems will include search capabilities, protocols for processing and handling FBI reports, security issues and a new system for records management. From saic at vision.moundalexis.com Wed Jun 8 12:53:06 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Wed, 8 Jun 2005 08:53:06 -0400 (EDT) Subject: [saic] IPO seems an obvious solution for SAIC Message-ID: <20050608085123.W7883-100000@vision.moundalexis.com> June 8, 2005, San Diego Union Tribune IPO seems an obvious solution for SAIC http://www.signonsandiego.com/news/business/20050608-9999-1b8saic.html --- CEO: It's one option under consideration By Bruce V. Bigelow UNION-TRIBUNE STAFF WRITER June 8, 2005 As San Diego-based SAIC considers alternative ways to finance its growth, selling shares to outside investors through a public stock offering may rank as the most obvious solution. But becoming a public company, which SAIC identified Monday as one of several options under study, wouldn't necessarily bring an end to the culture of employee ownership that founder J. Robert Beyster viewed as the cornerstone of SAIC's success. "If you're determined enough, you can certainly maintain an employee ownership culture," said Corey Rosen, executive director for the National Center for Employee Ownership in Oakland. Ken Dahlberg, SAIC's chairman and chief executive, emphasized in a letter to employees Monday that top executives and board members are considering a variety of options to raise money for future acquisitions. The company could take on additional debt, increase stock purchases by employees, an initial public stock offering or a more limited stock placement to private investors. Improving SAIC's capital-raising ability is critical to fulfilling the company's plan to grow by making strategic acquisitions, Dahlberg said. The CEO set a goal in 2004 of doubling the company's revenue, which was then $6.7 billion, by 2009. A public stock offering may be particularly appealing, though, because it solves two issues for the company. It enables SAIC to raise cash for corporate purposes and helps stanch a substantial drain on cash the company pays to buy back shares from its employee owners. Over the past five years, SAIC has used more than $2.5 billion to buy shares that employees wanted to sell, Dahlberg said. Under the circumstances, a public offering makes a lot of sense, said Joel Reed of Relational Advisors, a San Diego investment banking firm. "The first question that I had would be how much stock would they float in an IPO," Reed said, referring to an initial public offering. SAIC is now 100-percent owned by its employees, who use an internal trading system to buy and sell their shares. Reed said, "Typically you wouldn't see more than about 20 percent of your shares going out in an IPO. But that would still be pretty big." For SAIC, Reed estimated that selling about 20 percent of the company's stock could easily raise more than $1 billion. At the Center for Employee Ownership, the key issue for Rosen is just how committed the top leadership is to employee ownership in terms of the other demands that investors put on the top management. Investors don't often view employee ownership as consistent with their demands and needs." Many employee-owned companies go public gradually, offering only a portion of their shares to outside investors so employees still hold majority ownership, Rosen said. But management often faces pressure to return to public markets for additional cash, offering additional shares that diminish the employees' stake. "Eventually the amount of employee ownership slips from majority to non-majority over a period of time," Rosen said. As institutional investors gain a bigger stake, they often exert more control . often by pushing management to pursue shorter-term gains over long-term goals. Nevertheless, Rosen cited Google, Starbucks, Whole Foods, Southwest Airlines and Procter & Gamble as examples of public companies that have remained true to the ideals of employee ownership. "If you look at these companies, other than Procter & Gamble, each of them has an extraordinarily strong CEO figure who has a deep and considerably maverick view of the role played by employees," Rosen said. "And they're willing to put that ahead of other values." Beyster, the former nuclear physicist who founded SAIC in 1969, clearly fit into the maverick role, Rosen said. "I don't know where the company would be today without employee ownership," Beyster says in statement at the Web site for the Beyster Institute, a foundation he created to promote his corporate philosophy. "Maybe it would be a $50 million company or a $100 million company. But I am convinced that it would not be where it is today." Beyster did not respond to requests for comment yesterday. But there were indications when Beyster retired from SAIC last July that he disagreed with the strategy Dahlberg was then formulating for the company. In his last speech to SAIC shareholders, Beyster recalled that the company he founded had grown over the previous 35 years mostly by making small acquisitions and through internal growth. "What am I saying?" Beyster asked rhetorically. "I am saying that there are lots of ways to grow the company. This is the way we did it. We still have lots of resources. You can still do bootstrapping. I don't think Ken will, but I think you might." Beyster also made what in retrospect seems like a final appeal to SAIC's employee owners: "I urge you as employees to get involved in the governance of SAIC. Make your feelings heard. After all, you are the owners of this company." A spokesman for SAIC would not discuss how employees have reacted to Dahlberg's letter, and several executives willing to discuss the matter refused to be identified by name. But Hillel Katzeff, a San Diego financial planner, said several of his clients who work for SAIC expressed no worries about their ability to sell their shares. They said it appears there will be a steady transition. "In conversations with my clients, there's no talk about Beyster," Katzeff said. "It's history already. It's all just a matter of looking to the future." Staff writer Mike Freeman contributed to this report. From saic at vision.moundalexis.com Thu Jun 9 13:29:40 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Thu, 9 Jun 2005 09:29:40 -0400 (EDT) Subject: [saic] SAIC considers IPO Message-ID: <20050609092806.J401-100000@vision.moundalexis.com> 9th June 2005, Computer Business Review Online SAIC considers IPO http://www.cbronline.com/article_news.asp?guid=FB50FCB5-FB65-44AF-B32C-119241DF3FA8 --- By CBR Staff Writer Employee-owned IT services vendor Science Applications International is considering an initial public offering in order to raise funds for acquisitions. The company told its 42,000 staff in a memo that it was considering different ways of raising cash, and that a public listing was one of them. Others mentioned were increasing debt, increasing sale of shares to employees and a limited placement of shares to private investors. The memo from Ken Dahlberg, SAIC's chairman and CEO, said that it needed to raise money for acquisitions. "Completing strategic acquistions will be increasingly important to our company's future as our competition consolidates into fewer and more formidable companies, more aggressively targeting out market space," he said. The possibility of an IPO comes just after the San Diego, California-based company announced a fall in operating income for its first quarter to $112m from $120m in the year ago quarter, from sales up 8% to $1.8bn. The dip in profits was mainly down to an increased loss on its contract with the Greek government, and increased investment infrastructure. From saic at vision.moundalexis.com Thu Jun 9 13:46:40 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Thu, 9 Jun 2005 09:46:40 -0400 (EDT) Subject: [saic] SAIC Chief Raises Possibility of IPO Message-ID: <20050609094428.T401-100000@vision.moundalexis.com> 9 June 2005, The Washington Post SAIC Chief Raises Possibility of IPO http://www.washingtonpost.com/wp-dyn/content/article/2005/06/08/AR2005060802574.html --- Large, Employee-Owned Contractor Looking to Raise Cash in Time of Consolidation By Terence O'Hara Washington Post Staff Writer Thursday, June 9, 2005; Page D01 Science Applications International Corp., one of the larger federal contractors, is considering an initial public stock offering to raise the funds necessary to be a bigger player in the rapidly consolidating industry. Chief executive Kenneth C. Dahlberg sent SAIC's more than 42,000 employees a memo Monday saying the company was considering a number of options for raising cash, including some that could change its longtime status as one of the largest employee-owned companies. The company issued a statement yesterday saying its board will "identify the path forward in the next few months" but declined to comment further. Based in San Diego, SAIC has its biggest operating division in McLean. It employs nearly 16,000 people in the Washington area. In the 1980s, the company was built doing super-secret work for the Pentagon and the nation's intelligence agencies. Today it is one of only a handful of prime contractors big enough to handle the massive systems integration work the federal government undertook after Sept. 11, 2001, to make disparate agencies communicate better. More than 90 percent of its more than $7 billion in revenue last year came from government clients, and 65 percent of that was in the defense and intelligence arena, according to the company's annual report. Its contracts have included operating the world's only supercomputer for biomedical research, guarding sensitive data for the Department of Agriculture, helping the Army train foreign-based units over the Internet, and building television and radio stations in Iraq. Brian W. Ruttenbur, managing director in Morgan Keegan & Co.'s equity capital markets office who follows the homeland defense industry, said SAIC is unique for a private, employee-owned company because of its rapid growth and its widening girth. "They are absolutely massive," he said. "Given their position and the valuation of companies out there in the sector, I would think it would be very attractive" as a public company. A stock offering could make SAIC's employees, thousands of whom have already become wealthy from SAIC's rocketing value in the past decade, even richer. It could also free up billions of dollars the company has been spending to maintain an internal market for employee stock to buy other companies. "We are examining our capital structure to ensure that it can provide the resources we need to execute our strategic growth objectives," Dahlberg said in the memo. "The board is evaluating improvements to our capital structure, including taking on additional debt, increasing purchases of stock by employees, and raising capital and providing stockholder liquidity through an initial public offering or private placement of our stock." He added: "The cost of debt still remains at historically low levels; the public equity markets have been receptive to premier companies like ours; and there generally is a ready supply of private equity capital," he said. Only SAIC employees can buy or be given stock in the company. The stock is priced four times a year by the board of directors, and employees can trade it through the company's internal stock brokerage. SAIC's current stock price of $42.27 is more than 14 times what it was in 1993. At that price, the company's internally set value is more than $7.3 billion. That's about $155,000 per employee, though for longtime executives who have amassed tens of thousands of shares through bonus and option grant programs, the stake can run into the millions, according to filings at the Securities and Exchange Commission. This system of ownership -- and a commitment from the company to create a market for the stock -- has been a major cash drain on SAIC in recent years. Younger, newer employees have not been buying stock at the same levels their longer-serving colleagues once did, according to one 15-year SAIC veteran, who spoke on the condition of anonymity because he was not authorized to speak to the media. And as older employees -- who have the most stock -- retire and sell their SAIC holdings, this has created imbalances between sellers and buyers that the company has remedied by buying the stock itself. SAIC's board brought in Dahlberg from General Dynamics Corp. in 2003 to replace retiring founder J. Robert Beyster. Dahlberg has sought to change SAIC's famously decentralized culture -- different divisions often competed for the same contract -- and set an ambitious growth strategy. His goal is to reach $12 billion in revenue by 2008, a feat possible only with acquisitions. So far, Dahlberg has pursued mostly smaller contractors in niche areas. Whatever happens, Dahlberg told employees, SAIC will try to keep its employee-owned culture, if not its status. "Each of these options can be structured in a way that preserves the essential characteristics of our employee ownership culture," he said. From saic at vision.moundalexis.com Fri Jun 10 22:32:13 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Fri, 10 Jun 2005 18:32:13 -0400 (EDT) Subject: [saic] A Q&A with the FBI's data czar Message-ID: <20050610182100.A401-100000@vision.moundalexis.com> 06/09/05, US News & World Report A Q&A with the FBI's data czar http://www.usnews.com/usnews/news/articles/050609/9azmi.htm --- I told the director, I said, if they [SAIC] pull it off -- with a big "if" -- if they pull it off, he's going to have one of the best case-management systems that the organization has seen. And he goes -- he asked me, he says, "Why are you saying 'if'?" -- Zalmai "Zal" Azmi, chief information officer, FBI Feb. 14, 2005 Last February, the FBI's chief information officer sat down with Chitra Ragavan, chief legal affairs correspondent for U.S.News & World Report, to discuss the bureau's efforts to transform its antiquated computer systems. The bureau's technology woes have been blamed in part for its failure to detect or prevent the Sept. 11, 2001, terrorist attacks. Azmi described in detail how the FBI's ambitious $170 million case-management software development project, known as Virtual Case File (VCF), ended in a costly debacle. Mueller has told Congress that taxpayers will take a $104 million bite from the VCF collapse [FBI disputes U.S.News cost estimates (6/8/05)]. Among other things, Azmi said that the contractor--Science Applications International Corporation--failed to design a system that gave the FBI the security measures it needed to compartmentalize case information. Azmi blamed SAIC for planning what he thought was an overly ambitious, all-at-once transition -- called Flash Cut Over -- from the old "legacy" Automated Case Support system (ACS) to the new VCF system, rather than phasing in the transition of tens of millions of documents. He also blamed SAIC for "fast-tracking" the project to such an extent that it created "silos" of information that could not interconnect. SAIC has said it was the FBI's desire to fast-track the project that contributed to VCF's collapse. Azmi also described how the FBI found 400 bugs in the VCF software and discussed the problems with SAIC--a contention that runs contrary to a recently released Congressional report that said the FBI never shared the bugs with SAIC. Azmi said that FBI director Robert Mueller knew for sure in May 2004 that the VCF system was a failure. However, Mueller did not publicly acknowledge to Congress until this February--nine months later--that he was pulling the plug on VCF. By then the bureau had proffered hundreds of optimistic briefings to members of Congress and their staffs. Mueller also urged his 56 field-office bosses to train their agents in VCF despite knowing that the system was on life support. When they tried to take the tutorial, the program kept crashing. Here are excerpts from the U.S.News & World Report interview with Azmi. Q: When you came to the FBI, what was the status of Virtual Case File? A: I think it was end of November [2003] or beginning of December, I met with SAIC to actually get a demo of their VCF Application ... And they had said it was going to be ready for deployment, full deployment by Dec. 17, 2003. My impression was that if you really pull it off, I'll be very surprised. Q: You told them that? A: Yeah. We had that discussion. Cause ... the program was very large, I mean the data migration ... You had specific questions, on how do you migrate the data from one system to the new system. On how you handle security. And ... really nobody could answer that question. I said, you're building your software in eight silos, how are you going to integrate the eight silos, and there was not a clear answer for that, who was in charge of consolidation. And I think that that's one thing they're [SAIC] saying ... because they wanted to fast-track everything, they brought eight teams of software developers to develop VCF, as a result they had a code overlap , what we call it because everybody was developing their own solution. Q: Okay. So you come back from this meeting and you're surprised, right? They're saying you're going to pull it off and you have grave questions? A: Right. Q: So, you came back and what did you tell the director? A: I told the director, I said, if they pull it off with a big "IF" if they pull it off, he's going to have one of the best case management systems that the organization has seen. And he goes--he asked me, he says, "Why are you saying "IF"? I said, because I'm not sure that the demo I saw has the system capabilities and that was true, I did not see the actual data behind the system. And then he asked me the question, he goes, "What do you think of this Flash Cut Over, why can't we--this is a big risk, how can we get rid of it?" And the idea behind that was we got to bring a legacy system down [Automated Case Support] and we're going to bring VCF system on line. And the question that we had in the discussion was, well, so you're bringing down that old legacy system, you're bringing VCF up and they said, yes ... So, I said, well if it crashes what happens to the data. They said, "Well, we're going to have to wait them, bring it back on line." That was the major concern the director had and we both shared that concern that, you know, here we're moving from a legacy system. So, okay, it gets old but it's working, it's stable. So, he said, why don't you take a look at it and then from that point we met with the National Research Council and that was one of their recommendations that we should reconsider our decision. But by then we already knew that, what SAIC delivered and on December 17, was not the product we were looking for. Q: So, at that meeting with the director did you say to him, "I don't think this is going to work?" A: I told them, if they pull it off-- Q: But you never said to him -- A: That it's not going to work? No. Because this program is too huge to make that kind of judgment call at one setting. I mean, I don't know if the reasons why I recommended to the director that we would have to have an independent evaluation was because of the complexity of the program. I mean, I can sit down and look at, in terms of architecture, I can look at it in terms of requirements or I can sit down and look at it in terms of security, but to do that from end-to-end you really need an independent team to do it. Q: But instinctively, did you know it was a dud? Just from your years of having done this? A: Not really. My concern was in, like I said, first of all we didn't have the legacy data. I mean, the interface was there ... the work flow, everything worked. Q: What was missing? A: ... The backend data, the rules, the security implementation. I mean the facade was good, you know, you could see the program that was navigating from one screen to the other and people were being assigned tasks, but not with the actual data in the background. Q: The system worked as long as there was no data in it? A: The system worked as long as there was no checks for security or actual data. Q: If you don't have data, what point is the system? A: But they were going to the data conversation, so that's why I said, I couldn't make a judgment call at that point. Q: What happened if they put data in it? It crashed? A: ... We had a subset of data, very little data. I don't know how many records. But for that small amount of records it worked just fine. There was the other concern; what happens if we put 30,000 users on it? And all of the data out of ACS [Automated Case Support]--would the system be able to handle it? Q: Did it crash under its own weight because of the security requirements? A: I don't think security requirements was the one that crashed the system. They took a different model from what we specified. Q: What do you mean? A: We asked for a "role-based" security development... . That means we get work based on your roles, not on you as an individual. For example if all supervisors would be doing X, Y, Z. So for supervisors we will build a security model. So, as long as you're a supervisor, the system would know how to handle your access. What SAIC implemented was based on the individual, like "Who is Mike?" and that is how the security has been implemented. Q: And so what? A: Very difficult to maintain because I have to know all 30,000 people in the bureau what they are doing, what their roles are. Q: Why didn't they do what you wanted? A: Difficult to implement, very difficult to implement. Q: So, basically, what you wanted from them was very difficult for them to do. What they created for you was impossible for you to maintain, right? A: Yeah. It's cumbersome. Q: So, there's just no way to make your needs compatible with their abilities on the security problem? A: The other part of it is the program itself is a proprietary software that was developed by SAIC. I mean they didn't make use of the commercial-off-the-shelf products that were out there. They coded everything, [730,000 lines of code] and that means that I have to know everything--before I can maintain that software, we should know everything about the software that SAIC does, and that is almost impossible. Q: In a simple way, can you explain what VCF would have done for FBI agents? A: It would give them automated workflow. That means that I don't do paper work anymore. I do my 302 [investigative case reports], I send it to my boss, he looks at it, he ... would use one of this public key infrastructure keys, and electronic signature, once it was signed it would up load into the system which would be a record management system and a document management system so we motion control for our documents, we will have a record ... so that's the capability it will give you. Record management, at any given time you will know where the document is, who has it, who's working on it. Accountability for the agents, for the supervisors, for the record manager, all of those people would know who has the data, where it's going. Q: Now, tell me the contrasts. A: The contrasts--we don't have the capability in ACS right now. Our record management is paper-based, our signature authority is paper based, so it's time consuming. Q: When did the director know for sure that this stuff was not going to work? A: I would say, probably in May was when I had, I had to brief him and ... Q: May 2004? A: Yes. Q: You briefed him--what did you say? A: I told him, I said, surface software is not going to work. And he said, why? And I said, well there's a trend that is developing since my arrival, and [in] December they gave us the software, in January we went back to them and said, well, there are some deficiencies in the software. They said, well, there are 17 deficiencies, we decomposed the 17 deficiencies, they turned into 59 deficiencies. Then we had a two-week sit-down with SAIC and those 59 turned into 400 deficiencies. So there's a trend developing and unless we do an in-depth analysis of the software and invest another year and another $56 million in this program, it is ludicrous, and it just doesn't make any sense. You know, I have a base-line software that I was told that 90 percent was ready, yet they were asking for another $56 million to develop the other 10 percent. Now where's the logic in this one. So ... and up to that point, while I was meeting SAIC on ... almost on a weekly basis and doing a proper support with them and meeting with new chief technology officer and new president for the business side of the house, I was collecting information, you know, because this is a tough decision for a new CIO to make. You know, we have to spend, I don't know, about $67/$80 million at that point, 3 years of investment, we had a number of program managers in here working on this, the whole country was waiting for it, and here you are saying, "You know what, sir, I'm sorry, but we have to throw it away." And the question was like, based on what? You know, I had our evaluation, I had the trend, I had all that information, but it wasn't independent, and that was one of the biggest things that I knew would come back and haunt us. You know, it was FBI's evaluation. So, that's why I suggest in ... again, at the end of May and ... in June I told him, I said, "Sir, here's what I suggest. We will take the recommendations that the National Research Council has made, we will take a segment of the program that is really mature and develop it forward in a prototype in a pilot mode and then we'll hire an independent company to do an end-to-end evaluation of VCF, to come back and tell us, is it worth [it] for [the] FBI to invest another $56 million and another year plus to move forward or not?" Q: Why not tank it right then? You're the CIO; you knew it wasn't going to work. A: Like I said, I didn't have all of the information. I had probably 10 percent of the information and that 10 percent was alarming enough to launch a full investigation of the software. Q: By then, Director Mueller had a pretty good idea this wasn't going to work then? A: I'll be honest with you, I think he was so hopeful that the software's going to work. Q: Why? A: Because nobody could believe that after three years and all of this money, we didn't have it. Q: You knew it wasn't going to work, right? A: Pretty much, I was confident that it didn't work. Q: He didn't believe it? A: It was hard for everyone, for everyone, I mean, for all of management, for all of our users, I mean, we couldn't fathom it three years later. You know, $70/80 million later, we don't have anything to show. Q: The thing that was more interesting was that the director had taken a personal interest in this and had personally managed it, right? A: Well ... I will tell you that in 2004 I have met with the director twice a day, every morning and every evening on information technology. So, I know how engaged he was and how much he wanted to know, especially about VCF. When they [SAIC] came back and we had this meeting, and they ask for $56 million and another year, and at the end they said, they are not going guarantee the delivery of the document management system, the record management system ... it was like, well if you're not going to guarantee delivery of records management system, how are you going to get all of my data from legacy system into the new system. If you can't guarantee this, this piece is not going to happen. That was a short meeting. And we left and I looked at the director, I said, "We'll take a two-track approach. I'll take the most mature part of the VCF, we'll move forward with it, we'll deliver something by December of 2004." Because we wanted to do a live pilot, real data, in one of our field offices and the other track would be that we're going to do an evaluation of the software, all 730,000 lines of code, we will see how healthy that software is, we'll look at ... implementation, performance; we'll look at architecture, all of that stuff and I said, at the same time we'll ask for an independent evaluation of commercial-off-the-shelf-products. Are there products that can easily be integrated into VCF, shorten the pipeline. If we decide we're going to go with VCF, can we, you know, infuse some new technologies, commercial-off-the-shelf? So, when I presented that in January, sorry, in June, he approved it and we moved forward. Q: So, when did the director finally accept that this was not going well? When would you say? A: I would say the Aerospace Report [an independent evaluation] probably sealed it for everyone ... Q: Which came when? A: January 21st this year. Q: So, up to then, he was pretty much hoping that it was ... ? A: Everybody was, OMB was, DOJ was, everybody was hoping, except for people who were doing software engineering. Cause everyone was like, "Who's going to maintain 730,000 lines of code?" Q: So where do you go from here? A: Oh, we have a number of strategies... . It's very close held, mainly because it's procurement sensitive because we have outlined the timeline across the technology ... everyday, I get asked that question, "What are you doing?" And we're sort of tight-lipped about it. Make sure that the people have a fair advantage when the contract goes out. But the bottom line is ... I don't want people to wait for the mother lode, because by the time we get the mother lode there may be already a change in the technology anyways. I'd rather give them the capabilities that they need right now and it's more critical and important to them ... I mean, there are certain things that we have to do and we have to right, for example, this whole data transition. I mean, how we going to get our data out of the legacy system? Q: How much is it? A: It's about 30 million documents I think, sitting in ACS. Nobody has been successful to do that kind of transition. Q: The director's pretty savvy about these things ... one of the things about him is that he's really very ... pretty sophisticated about computers. So, did it raise red flags with him when SAIC offered this deal where they would make this complete transition from one system to the other? A: I would say, that piece of it requires a different skill set and that's purely software engineering. I mean, the director is very sharp, he knows his data bases, he knows some of the technology but when it comes to legacy systems, you know, he knew that we had a data base, which is pretty old, but the pieces that probably were not explained to him, is that our security mechanism are coded in natural language, in database, okay. Now, remember what I mentioned about the supervisors, how they have these rights. Think about if you have 100 supervisors, they have been coded for security a hundred times in the system. Then if we have 200 different types of cases, every one of them has been coded separately for security. Now to map this kind of world, into something that is more manageable, that's not an easy task. I don't think ... I'll be honest with you, I don't even think SAIC had thought about that. Q: The security needs of ... A: Of the data transition. When you are transitioning the data from legacy system into the new relational databases, the security must match. If the security doesn't match, then you have all of the data sitting in a database that provides no security. So, all of the sudden 30,000 users have access to all of the data. That is not how ACS works. Everybody has his own credential. Everybody has his own purpose. Q: The system that SAIC developed had none of that? A: I don't know. The way they have delivered it right now, with the source code that I have, no. The source code that we've evaluated, no. Q: Now, when was Congress first told that most likely this is going to fail? A: We did one briefing I think in May [2004]. The director did a briefing in May that told them that we would deliver certain capabilities by December ... and we did good on that one [the New Orleans pilot project]. And I think the next time we told them the VCF was not going to make it before the beginning of this year because by then I had the draft reports I was looking at. Q: Should they have been told earlier? A: Ah, no, because these are the things that you always want to have a final proof of ... in your hand. You just can't go out there and accuse organizations that they couldn't deliver if you haven't done your homework. So, you want to be very careful. Because it almost sounds like FBI is accusing SAIC. And that was not the case. FBI was evaluating SAIC's software. And once we had the proof at hand, that's when we told the director and the director actually made courtesy calls. Q: Now when was the SAIC contract given out? A: The initial contract, I think, was in 2001. Q: Shouldn't somebody have known earlier that it wasn't going to work? A: I think most of the people should have known. And most of the people should have told him [Mueller]. I mean, SAIC should have known, our supporting contractors should have known, I mean ... software just doesn't go bad overnight... . You have to, to keep in mind that when you look at a program of the complexity of VCF and you've seen the demos that it works, and you have spent all of this time on it, all of this money, and energy and it's very difficult to believe that after three years of software ... and a company of SAIC's magnitude ... So a company like this should be able to deliver. And without having that final document that says, okay, we looked at all of these things, we took every one of the sections of the source coding documentation, we mapped it against best practices, we mapped it against standards for software development and we found out that there's no assurance that the software's going to work. From saic at vision.moundalexis.com Sat Jun 11 13:39:38 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Sat, 11 Jun 2005 09:39:38 -0400 (EDT) Subject: [saic] SAIC Mulls Plan to Sell Public Stock Message-ID: <20050611093759.N401-100000@vision.moundalexis.com> 06/13/05, San Diego Business Journal SAIC Mulls Plan to Sell Public Stock http://www.sdbj.com/article.asp?aID=76472175.4443149.1154777.2016433.6712962.474&aID2=88820 --- By BRAD GRAVES San Diego Business Journal Staff Think of Coca-Cola without the fizz, or Disney without the mouse ears. Then think of Science Applications International Corp. without exclusive employee ownership. Since its founding in 1969, employee ownership has been a cornerstone of the Fortune 500 research and engineering company, which is now a $7.2 billion enterprise that does a large amount of its work for defense and intelligence agencies. Yet company executives are evaluating an initial public offering to raise capital in order to grow. That is according to an interoffice memorandum from company chief Ken Dahlberg, made public last week as part of a Securities and Exchange Commission filing. An IPO is just one option, the memo says. Other options are taking on additional debt, increasing the purchase of stock by employees, or conducting a private placement. SAIC has sufficient cash for the next few years, Dahlberg's memo says. In the long term, the memo says, "our capital structure may not be able to provide the cash required to simultaneously buy back stock and invest sufficiently in our business." Meanwhile, the marketplace is changing. "Completing strategic acquisitions will be increasingly important to our company's future as our competition consolidates into fewer and more formidable companies, more aggressively targeting our market space," the memo says. On his arrival in late 2003, Dahlberg said he wanted to double SAIC's revenue over three to five years. The employee-ownership arrangement has required significant contributions from the company. "Over the past several years, our stock system has consumed substantial amounts of our cash because there has been a significant imbalance between the number of shares sold and the number of shares purchased by buyers other than the company," Dahlberg's memo says. "Over the last five years, the company has used more than $2.5 billion of cash to balance the overall stock system." Employee ownership was a key concept with company founder J. Robert Beyster. Dahlberg replaced Beyster as chief executive in late 2003 and as board chairman in mid-2004. Whether the company proceeds with a public offering or takes another path, market conditions are good, Dahlberg's memo says: "The cost of debt still remains at historically low levels; the public equity markets have been receptive to premier companies like ours; and there generally is a ready supply of private equity capital." In other news, SAIC reported operating income for the first quarter of $112 million on revenues of $1.8 billion, compared with the first quarter of 2004, when it had operating income of $120 million on revenues of $1.7 billion. The company said the decline in profits was driven mainly by an increased loss on a contract for security services it had with the Greek government, and higher expenses on investments in information technology and other infrastructure. SAIC's net income for the quarter was $585 million, but nearly all of it, or $531 million, was the result of an after-tax gain on the sale of its Telcordia Technologies unit based in New Jersey. That net profit was more than six times above the $89 million in net income reported in the first quarter of 2004. SAIC has nearly 43,000 employees worldwide, including almost 5,000 in San Diego County. From saic at vision.moundalexis.com Sat Jun 11 13:41:15 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Sat, 11 Jun 2005 09:41:15 -0400 (EDT) Subject: [saic] SAIC board resets stock price Message-ID: <20050611094017.B401-100000@vision.moundalexis.com> June 11, 2005 SAIC board resets stock price http://www.signonsandiego.com/news/business/20050611-9999-1b11calbrfs.html --- San Diego-based SAIC's board of directors set the price of the company's common stock at $41.80 per share. It represents a decrease of 47 cents, or 1.1 percent, from the previous price of $42.27 and a 12 percent increase from the price set for the same quarter last July. The research and engineering conglomerate is one of the few U.S. companies to internally control the price of its own stock. The company's board adjusts the price after SAIC reports quarterly financial results. From saic at vision.moundalexis.com Sun Jun 12 14:06:27 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Sun, 12 Jun 2005 10:06:27 -0400 (EDT) Subject: [saic] Case Mismanagement Message-ID: <20050612100449.L401-100000@vision.moundalexis.com> 6/20/05, US News & World Report Case Mismanagement http://www.usnews.com/usnews/news/articles/050620/20fbi.htm --- Director Robert Mueller's efforts to transform the FBI are hobbled by a never-ending series of computer problems By Chitra Ragavan By any measure, it was a pretty rough week for the FBI, a week wrapped in waves of revelations that raised new questions about the bureau's ability to transform itself into a nimble agency capable of preventing terrorist attacks. The week began with tough talk from some former members of the 9/11 commission about what they characterize as the FBI's failure to follow through on promises of fundamental reforms in the wake of the Sept. 11, 2001, terrorist attacks. That criticism was exacerbated by a congressional report that criticized the FBI for refusing to bail out of a failing and costly computerized case-management system; U.S. News then reported that FBI estimates for a replacement system were soaring into the hundreds of millions of dollars. At week's end, still more bad news: The Justice Department's inspector general released a scathing analysis of the "widespread and longstanding deficiencies" in the bureau's handling of terrorism and intelligence cases before the 9/11 attacks. The inspector general's report also said the bureau had muffed five opportunities to detect two of the 9/11 hijackers in the months before the attacks. As the agency sought to deflect the barrage of criticism, fundamental questions lingered as to whether the bureau will ever be able to fix its seemingly unending technological woes. "What we don't have is an efficient way of working with our information," acknowledged Zalmai Azmi, the bureau's chief information-technology officer. "What I mean by that is that we're still paper based." That's an especially bitter pill for FBI Director Robert Mueller, who repeatedly promised his agents that they would soon abandon their antiquated data flow and tap into a sophisticated, searchable, electronic case-management system. But after months of negotiating with the contractor, Science Applications International Corp., Mueller pulled the plug on the $170 million Virtual Case File system in March, at an eventual cost to taxpayers, he said, of $104 million. The balance of the funds, he told disappointed congressional overseers, was either unspent or used to purchase hardware that could be adapted to future applications. Mueller said the software package as SAIC had designed it failed to meet the bureau's needs. SAIC has countered that the project had 10 different FBI case managers who rejiggered the contract 36 times. Numbers game. U.S. News reported on its website last week that the ultimate cost of a new case-management system may dwarf the budget of Virtual Case File. The report said that in a series of recent planning meetings for the fiscal-year 2007 budget, officials from Azmi's shop--the information-technology division--estimated the replacement costs at $792 million. These officials also concluded, U.S. News reported, that most of the Virtual Case File hardware, which Mueller said could be reused, would soon become obsolete. The magazine reported that the bureau's head of finance, Joseph Ford, had reacted with consternation, stating that neither the Justice Department nor the Office of Management and Budget would approve such a budget. FBI officials said the U.S. News report on the estimates was wrong. "That number is completely incorrect," Azmi told reporters at a briefing. U.S. News stands by its original reporting, and Azmi has declined to disclose just how much the replacement system, called Sentinel, will cost. The bureau's critics, meanwhile, responded sharply to the U.S. News reports. "If the costs are anywhere in that range," said Democratic Sen. Patrick Leahy, "it will be the latest in a litany of horrors in the handling of this project." Republican Sen. Charles Grassley said bureau officials "have a heavy burden to demonstrate the effectiveness of the new system, particularly considering the kind of money they are spending." The criticism was particularly biting in light of the new Justice Department report, which noted that the FBI's computer problems had contributed to the failure to detect two of the 9/11 hijackers. In response to the report, the bureau released a statement saying that the FBI "has undergone a transformation aimed at strengthening our ability to predict and prevent acts of terrorism." From saic at vision.moundalexis.com Tue Jun 14 02:12:25 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Mon, 13 Jun 2005 22:12:25 -0400 (EDT) Subject: [saic] SAIC Launches New Service Quality Reporting Solution Using Proxima Technology's Centauri Business Service Manager Message-ID: <20050613221156.Q401-100000@vision.moundalexis.com> June 13, 2005 SAIC Launches New Service Quality Reporting Solution Using Proxima Technology's Centauri Business Service Manager http://home.businesswire.com/portal/site/google/index.jsp?ndmViewId=news_view&newsId=20050613005169&newsLang=en --- SAIC Brings Centauri Business Service Manager(TM) into its Integrated Services Management Center Providing Customers Real-Time Service Level Performance Information Proxima Technology, a provider of software solutions that help organizations understand and improve the business value of IT services, today announced that SAIC has launched a new service quality reporting solution using Proxima Technology's Centauri Business Service Manager(TM) (Centauri). Centauri will provide real-time service level measurement and reporting for SAIC's existing and new customers. Through this relationship, Centauri will offer SAIC's Integrated Services Management Center (ISMC), a business service management solution -- providing business insight into IT service performance. ISMC is SAIC's service delivery capability for managing communications, computing and application infrastructures including mainframes, servers, desktops, databases, middleware, local and wide area networks, and enterprise applications. "Centauri is a good fit in our ISMC delivery model; Centauri is flexible and easily adaptable for our customers' changing business and technology requirements," said Terry Hicks, Manager of SAIC's Global Information Technology Solutions division. "This is already providing us immediate opportunities for new revenue streams, as customers increasingly demand this type of service dashboard." Centauri is showcased in SAIC's Center of Excellence Demo Center, providing SAIC a launching pad for its new service dashboard offering. Centauri presents Web-based views that show how SAIC supports its customers' business operations and how IT service performance impacts critical processes. This is done by correlating disparate data in any heterogeneous environment. "By sharing this information with our clients through the Centauri dashboard, it enables us to drive more business but, more importantly, improve communication processes with our customers and deliver higher service quality," stated Hicks. "We are pleased to have established a relationship with leading service provider, SAIC, and are confident the results of working together will be beneficial to both organizations. We look forward to working together in assisting SAIC meet their goal of delivering an ever increasing quality of service to their customers," said Steve Jones, Chief Executive Officer, Proxima Technology. About SAIC >From science to solutions, SAIC engineers and scientists solve complex technical problems in national security, homeland security, energy, the environment, space, telecommunications, health care and logistics. With annual revenues of $7.2 billion, SAIC is the largest United States employee-owned research and engineering company, with more than 42,000 employees at offices in more than 150 cities worldwide. More information about SAIC can be found at www.saic.com. About Proxima Technology Proxima Technology provides business service management (BSM) solutions that help organizations understand and improve the business value of IT services. The company's flagship product, Centauri Business Service Manager(TM) (Centauri) achieves alignment between IT and business, optimizes critical IT services to reduce costs, improves business efficiency, and prioritizes the management of resources based on business impact and relevance. Proxima Technology is headquartered in Denver, Colorado, with sales offices across North America, Europe and Asia-Pacific. Proxima Technology has more blue chip customer references than any other business service management vendor, including T-Mobile, Qualcomm, Capgemini, Carlson Companies, National City Corporation, EDS, Sun Microsystems, Mutual of Omaha, Abbey, iPSL (Unisys), amongst others. For more information about Proxima Technology, please visit http://www.proxima-tech.com. Trademarks: This press release refers to numerous products by their trade names. In most cases, their respective companies claim these designations as trademarks or registered trademarks. From saic at vision.moundalexis.com Tue Jun 14 02:15:54 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Mon, 13 Jun 2005 22:15:54 -0400 (EDT) Subject: [saic] Army Airborne Battle Command Selects EMS Satcom Broadband for Real-Time In-Flight Command and Control on EUH-60 Blackhawk Helicopters Message-ID: <20050613221237.F401-100000@vision.moundalexis.com> June 13, 2005 Army Airborne Battle Command Selects EMS Satcom Broadband for Real-Time In-Flight Command and Control on EUH-60 Blackhawk Helicopters http://www.prdirect.ca/en/view_release.aspx?TrafficID=3062 --- LE BOURGET, France, June 13 /PR Direct/ - LE BOURGET, France, June 13, 2005 (PRIMEZONE) -- PARIS AIR SHOW -- EMS SATCOM (a division of EMS Technologies (Nasdaq:ELMG)) reported today that Atlas Telecom Services has been awarded a contract worth approximately $2.5 million to supply the company's eNfusion line of Broadband Satcom systems to the U.S. Army in support of Airborne Battle Command operations. The U.S. Army Program Manager's Office for Tactical Operation Centers/Air and Missile Defense, Command and Control Systems (PMO-TOCs/AMDCCS) has tested and selected the division's eNfusion line of equipment to provide real-time satellite-based communications in its EUH-60 Blackhawk Helicopters in a contract worth approximately $2.5 million. The Army Airborne Command and Control System (A2C2S), hosted in these helicopters, requires broadband communications for command and control of operations both on the ground and in the air. "New command and control operational requirements dictate the need for bandwidth that the older Army infrastructures cannot support," said Sean Gannon, an Avionics Engineer at SAIC (Science Application International Corporation). "EMS SATCOM's Inmarsat-based terminal provides sufficient bandwidth to securely carry multiple voice, video or data channels simultaneously - a key capability for effective command and control." In addition to the demand for real-time data, an important consideration was mitigating risk to air crew and other personnel, while also achieving the required performance. The options for placement of such equipment on a helicopter are limited. Attaching the system to the frame of the aircraft can cause signal blockage and placement of the equipment in the cabin can expose crew and passengers to possible radiation hazards. The AMT-50 mechanically steered antenna addressed those concerns. Small and light enough to be mounted on the engine door, away from the cabin, it provides reliable signal strength virtually anywhere in the world, even during the most difficult flying maneuvers. "We are very pleased to be working with the U.S. Army's Aviation Applied Technology Directorate (AATD)," said Stephen Newell, director of Government sales for EMS SATCOM. "The system that's been put together is rugged, yet light and easy to install, and well-suited to the requirements of A2C2S." Based at Fort Eustis, Virginia, AATD's Rapid Prototyping Division was tasked to develop and integrate a system to meet PM-TOCs/AMDCCS requirements for high bandwidth satellite communication's capability. The EUH-60 Blackhawk helicopters were outfitted with EMS SATCOM's eNfusion HSD-128 high-speed data terminal, AMT-50 antenna, and an off-the-shelf, but custom-mounted radome. Working with AATD, SAIC provided subject matter expertise in the areas of radio frequency (RF) communications and electrical engineering. The majority of Inmarsat equipment was purchased through Atlas Telecom Services, who have also provided Inmarsat functionality expertise, electrical engineering and system testing support. "In our experience, our equipment is reliable and rugged, and performs under the uncompromising conditions of the battlefield," said Senior Vice President and General Manager Dr. Neil Mackay. "This is a transformational communication solution for the U.S. Army and its selection of our technology hallmarks the importance of combining commercial and military Satcom components to meet the operational needs of the military." "We are pleased to have been able to work with the GSA Federal Technology Services (FTS) office to make the eNfusion product line available to U.S. Government Agencies via a convenient Small Business contracting vehicle" said Craig Poyner, Vice President for Atlas's Airborne Division. About Atlas Telecom Services Atlas Telecom Services specializes in the supply and installation of secure high-speed satellite communications systems on U.S. and International Government aircraft. In addition to performing on-site installation, Atlas provides comprehensive training packages that are tailored to specific aircraft configurations. Atlas develops, integrates and distributes its solutions from its headquarters in Reston, VA. In addition to being home to the Atlas systems integration and test lab, the Reston facility has fully equipped classrooms to accommodate operational and maintenance training on a wide range of satellite systems. In addition to being a certified Small Business, Atlas makes all of its products and services available to the U.S. Government via a GSA Contract Number GS00T00NSD0005. About AATD (Aviation Applied Technology Directorate) AATD, located at Fort Eustis, Virginia, is a directorate of the Aviation and Missile Research, Development and Engineering Center (AMRDEC), under the newly formed Research, Development and Engineering Command (RDECOM). AATD's primary mission is to develop, demonstrate and transition critical technologies through application and integration efforts on fielded, developmental and future air mobile platforms. About SAIC (Science Application International Corporation) SAIC is the largest employee-owned research and engineering company in the United States, providing information technology, systems integration and eSolutions to commercial and government customers. From science to solutions, SAIC engineers and scientists work to solve complex technical problems in national and homeland security, energy, the environment, space, telecommunications, health care and logistics. More information about SAIC can be found at www.saic.com. About EMS Technologies, Inc. EMS Technologies, Inc. (NASDAQ:ELMG) is a leading innovator in the design and manufacture of wireless, satellite and defense solutions, and focuses its unique range of advanced technologies on the needs of broadband and mobile information users. The Company is headquartered in Atlanta, has almost 1,800 workers worldwide, and operates manufacturing facilities in Atlanta, Montreal, Ottawa and Brazil. The SATCOM Division of EMS Technologies, based in Ottawa, Canada, specializes in the design and development of satellite-based terminals and antennas for the aeronautical, land mobile, maritime and emergency management markets. The Division is a leader in developing and supplying high-speed data communications equipment for delivering e-mail and Internet capabilities to aircraft cabins. From saic at vision.moundalexis.com Tue Jun 14 11:45:09 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 14 Jun 2005 07:45:09 -0400 (EDT) Subject: [saic] Wells Landers hires former SAIC exec Message-ID: <20050614074357.S401-100000@vision.moundalexis.com> 13 June 2005, Baltimore Business Journal Wells Landers hires former SAIC exec http://baltimore.bizjournals.com/baltimore/stories/2005/06/13/daily5.html?jst=b_ln_hl --- Wells Landers Inc. of Columbia is hoping to elevate its profile with the Department of Defense with the recent appointment of Billy J. Bingham as president of its National Security Solutions division. Bingham was previously senior vice president at Science Applications International Corp. (SAIC). At SAIC, Bingham was responsible for the strategic and tactical intelligence business. Wells Landers, which provides software engineering and program management to the federal government, was founded in 2004 by CEO Jim Hoover and Walt Vieser, who is now executive vice president of business development. The business has 50 employees and had more then $10 million in revenues in its first year, the company said. In a press release, Wells Landers said Bingham increased intelligence-related revenues tenfold at SAIC to more than $100 million. "I expect that our rapid sales growth will be significantly accelerated due to Billy's arrival at our company," Hoover said, Bingham is a retired brigadier general from the U.S. Air Force and holds a master's degree in business administration and management from Pepperdine. From saic at vision.moundalexis.com Tue Jun 14 11:46:08 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 14 Jun 2005 07:46:08 -0400 (EDT) Subject: [saic] SAIC officials discussing possible public stock offering Message-ID: <20050614074511.I401-100000@vision.moundalexis.com> 13 June 2005, Oak Ridger SAIC officials discussing possible public stock offering http://www.oakridger.com/stories/061305/new_20050613020.shtml --- Science Applications International Corp., an international leader in providing outsourcing and IT services, is discussing an initial public stock offering to raise the funds needed to up its status in what the Washington Post calls "a rapidly consolidating industry." The U.S.'s largest employee-owned research and engineering company also has an office in Oak Ridge. Kenneth C. Dahlberg issued a memo last week to more than 42,000 employees stating the corporation was considering various ways to increase its funds. SAIC is based in San Diego, Calif., and has its biggest operating division in McLean, Va. Founded by J. Robert Beyster and a small group of scientists in 1969, the Fortune 500 company now has more than 42,000 employees with offices in over 150 cities worldwide. From saic at vision.moundalexis.com Tue Jun 14 11:47:29 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Tue, 14 Jun 2005 07:47:29 -0400 (EDT) Subject: [saic] MorganFranklin Corp. To Partner on Department of the Navy FIP Message-ID: <20050614074610.N401-100000@vision.moundalexis.com> June 13, 2005 MorganFranklin Corp. To Partner on Department of the Navy Financial Improvement Plan (FIP) http://home.businesswire.com/portal/site/google/index.jsp?ndmViewId=news_view&newsId=20050613005954&newsLang=en --- HERNDON, Va.--(BUSINESS WIRE)--June 13, 2005--MorganFranklin Corp. will support Team SAIC in the provision of accounting and financial services related to the Financial Improvement Plan (FIP) for the Department of the Navy (DON). Team SAIC, of which MorganFranklin Corp. is a subcontractor, was recently awarded a cost-plus-fixed-fee IDIQ contract valued at $37.7 million for the first year, with a total cumulative contract value estimated at $109.5 million. The DON FIP team's primary objectives are the identification and implementation of corrective actions to resolve established deficiencies related to the DON Annual Financial Statements as well as the preparation, documentation, and validation of processes, data, and systems that materially affect the DON Annual Financial Statements. "Coming on the heels of MorganFranklin's previously announced contracts as both a prime and a subcontractor in support of assessments of the DoD Financial Management Systems for the Office of the Inspector General, our work with Team SAIC is a complimentary vehicle for supporting these financial initiatives," stated Bob Morgan, CEO of MorganFranklin Corp. About The Company MorganFranklin Corp. (MFC) is a diversified professional services company committed to improving the competitiveness and efficiency of our commercial and government clients by providing them with a comprehensive array of business advisory, management consulting, engineering and integration services. For more information, visit our website at www.morgan-franklin.com. From saic at vision.moundalexis.com Fri Jun 17 02:39:21 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Thu, 16 Jun 2005 22:39:21 -0400 (EDT) Subject: [saic] Vical Receives $12 Million HIV Vaccine Production Order to Support NIH Phase 2 Trials Message-ID: <20050616223836.M401-100000@vision.moundalexis.com> Thursday June 16, 8:30 am ET Vical Receives $12 Million HIV Vaccine Production Order to Support NIH Phase 2 Trials http://biz.yahoo.com/prnews/050616/lath020.html?.v=16 --- SAN DIEGO, June 16 /PRNewswire-FirstCall/ -- Vical Incorporated (Nasdaq: VICL - News) announced today the receipt of approximately $12.1 million in production orders for multiple clinical lots of DNA vaccines against HIV for the Vaccine Research Center (VRC) at the National Institute of Allergy and Infectious Diseases of the National Institutes of Health, under a subcontract managed by SAIC-Frederick, Inc. Production is scheduled to begin in the second half of 2005, with shipments anticipated in 2005 and 2006 in support of planned Phase 2 studies. The company has produced multiple DNA vaccines for the VRC against infectious disease targets including Ebola, severe acute respiratory syndrome (SARS), and West Nile virus. "We are pleased to provide manufacturing support for the VRC's DNA vaccine development programs," said Vijay B. Samant, Vical's President and Chief Executive Officer, "and we are particularly encouraged with their plans to advance to Phase 2 studies of their six-plasmid, multi-antigen, multi-clade HIV DNA vaccine." The production orders are expected to impact revenues beginning in the second half of 2005 and the company continues to forecast a full-year net loss of $23 million to $26 million for 2005. About Vical Vical researches and develops biopharmaceutical products based on its patented DNA delivery technologies for the prevention and treatment of serious or life-threatening diseases. Potential applications of the company's DNA delivery technology include DNA vaccines for infectious diseases or cancer, in which the expressed protein is an immunogen; cancer immunotherapeutics, in which the expressed protein is an immune system stimulant; and cardiovascular therapies, in which the expressed protein is an angiogenic growth factor. The company has retained all rights to its internally developed product candidates. In addition, the company collaborates with major pharmaceutical companies and biotechnology companies that give it access to complementary technologies or greater resources. These strategic partnerships provide the company with mutually beneficial opportunities to expand its product pipeline and serve significant unmet medical needs. Additional information on Vical is available at www.vical.com. From saic at vision.moundalexis.com Fri Jun 17 02:40:31 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Thu, 16 Jun 2005 22:40:31 -0400 (EDT) Subject: [saic] SAIC Appoints Steve Colo as Chief Security Officer Message-ID: <20050616223928.I401-100000@vision.moundalexis.com> 16 June 2005 SAIC Appoints Steve Colo as Chief Security Officer http://www.mysan.de/article130040.html --- SAN DIEGO and MCLEAN, Va., June 16 /PRNewswire/ -- Science Applications International Corporation (SAIC) announced today it has appointed Stephen T. Colo to become its Chief Security Officer (CSO). Following a distinguished career with the United States Secret Service, Colo joined SAIC in December 2003 to manage the Homeland Security Support Operation. During his tenure with the Secret Service, Colo served as assistant director, in which capacity he was the chief financial officer. Before this appointment, he served as the agency's deputy assistant director for technology and chief information officer for the Office of Protective Research. Colo was appointed as a special agent with the U.S. Secret Service in 1976, when he was assigned to the Washington field office. His subsequent assignments included duty in the New York field office and the Los Angeles field office. Colo progressed steadily through the ranks of the Secret Service where he served in positions of greater responsibility. Colo was promoted to the position of assistant to the special agent in charge of the Presidential Protective Division in 1986, protecting President Ronald Reagan. He subsequently served as the special agent in charge of the Reagan Protective Division after President Reagan left office. Also, Colo was responsible for the Secret Service's role in running the 1996 presidential campaign and had overall security responsibility for the 1997 presidential inauguration. Colo is the recipient of numerous awards, including the Exceptional Service Award from the Department of Treasury in 2003, for his work in assisting in the formation of the Department of Homeland Security. A native of Staten Island, New York, in 1972, Colo attended Gettysburg College in Gettysburg, Pa., where he earned a bachelor's degree in sociology. In 1977, he earned a master of science degree in administration of justice from American University in Washington, D.C. He graduated from the National War College in 1990. From saic at vision.moundalexis.com Fri Jun 17 22:34:38 2005 From: saic at vision.moundalexis.com (saic at vision.moundalexis.com) Date: Fri, 17 Jun 2005 18:34:38 -0400 (EDT) Subject: [saic] SAIC Awards An Extension to Document Imaging Contract For National Guard to Storage Engine Message-ID: <20050617183332.R401-100000@vision.moundalexis.com> June 17, 2005 SAIC Awards An Extension to Document Imaging Contract For National Guard to Storage Engine http://www.tmcnet.com/usubmit/2005/jun/1155832.htm --- TINTON FALLS, N.J. --(Business Wire)-- June 17, 2005 -- Storage Engine, Inc., an innovative provider of fault tolerant enterprise storage and document imaging solutions, today announced that SAIC has awarded Storage Engine an additional State to provide document conversion services for the Army National Guard. Storage Engine has previously been awarded contracts for 5 other states and has scanned some 2.5 million documents. Storage Engine has provided imaging solutions for a number of Commercial and Government customers including the U.S. Army among many others. About Storage Engine: Storage Engine, Inc., is an innovative provider of data storage solutions and document imaging solutions for enterprises and departments that serve a wide range of business and government markets along with a wide range of other services to enable the capture, tracking, storing, sharing and utilization of information assets, with compliance, cost effectively. From saic at vision.moundalexis.com Sat Jun 18 14:20:55 2005 From: saic at vision.moundalexis.com (Daily news articles regarding SAIC) Date: Sat, 18 Jun 2005 10:20:55 -0400 (EDT) Subject: [saic] Williams named Tennessee State IAAP Distinguished Professional Message-ID: <20050618102000.Y401-100000@vision.moundalexis.com> June 17, 2005 Williams named Tennessee State IAAP Distinguished Professional http://www.oakridger.com/stories/061705/new_20050617046.shtml --- Patsy Williams, a Science Applications International Corporation (SAIC) employee, recently claimed the title of 2005 Tennessee State Distinguished Professional for the International Association of Administrative Professionals (IAAP) during the annual competition in Memphis. An Oak Ridge resident, Williams is office manager and administrative assistant reporting to Alison Rosen, SAIC vice president and deputy operations manager, and to Jerry Parsons, SAIC vice president and division manager. She obtained her Certified Professional Secretary rating in 1985 and her bachelor's degree in 1990. Williams has been the Tennessee Division and Oak Ridge Chapter president, president-elect, vice president, treasurer, and advisor and is currently the Chapter's Program Chairman and Chapter's Distinguished 2005 Professional of the Year. Williams and her husband, Ray, have three children and 11 grandchildren. IAAP is a not-for-profit professional association with 40,000 members and 700 chapters worldwide. For more information about the Oak Ridge Chapter IAAP please visit the web site at http://www.csm.ornl.gov/IAAP/ From saic at vision.moundalexis.com Wed Jun 22 23:20:24 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Wed, 22 Jun 2005 19:20:24 -0400 (EDT) Subject: [saic] SAIC Signs Follow-On IT Services Agreement With Calpine Message-ID: <20050622191954.M401-100000@vision.moundalexis.com> Wednesday June 22, 10:00 am ET SAIC Signs Follow-On IT Services Agreement With Calpine http://biz.yahoo.com/prnews/050622/dcw012.html?.v=15 --- SAN DIEGO, June 22 /PRNewswire/ -- Science Applications International Corporation (SAIC) today announced the signing of an estimated $30 million, three-year, information technology (IT) follow-on services agreement with Calpine Corporation, a major power company, based in San Jose, Calif. Under the original agreement, SAIC has been furnishing help desk, server, desktop support, network, voice and video services to Calpine users in 124 locations throughout the United States and Canada for the past two and a half years. With the signing of the new agreement, SAIC will continue these services and will add data center and database applications support. "We look forward to extending and expanding our relationship with Calpine," said Mark Pierson, SAIC senior vice president in the Commercial Services Business Unit. "By assigning these services to SAIC, Calpine is able to maintain flexibility in responding to business needs while realizing improved customer service and lower costs." SAIC will continue to support Calpine's IT service delivery function through March 2008. The company began the additional services in May 2005. The contract also allows for consulting, applications and project services. From saic at vision.moundalexis.com Wed Jun 22 23:21:55 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Wed, 22 Jun 2005 19:21:55 -0400 (EDT) Subject: [saic] Cisco's AON speaks language of applications Message-ID: <20050622192025.H401-100000@vision.moundalexis.com> 22 Jun 2005 | SearchWebServices.com Cisco's AON speaks language of applications http://searchwebservices.techtarget.com/originalContent/0,289142,sid26_gci1100528,00.html --- "Cisco will cover the earth; it's part of their positioning." Jon Oltsik Senior Analyst for Information Security, Enterprise Strategy Group Cisco Systems, with the launch of its application-oriented networking (AON) technology, intends to speak a new language -- the language of applications. AON embeds intelligence into the network to provide message-level awareness of business applications, greater visibility and security. "This is a fairly dramatic enhancement of the functions of the network," said Taf Anthias, vice president and general manager of the AON business unit of Cisco Systems Inc., in San Jose, Calif. "It's about speaking the language of applications, understanding the content flowing over it and providing more value services to customers, with bullet-proof security and visibility." With Cisco's concept of an Intelligent Information Network, the network becomes the platform for enabling IT and business processing. "I see the role of AON as helping customers deploy SOAs [service-oriented architectures] and transition toward SOAs and to XML-based technology," Anthias said. "The network knows how to translate between all different protocols; it leaves the complexity of making applications talk to each other to the network." AON in particular is speaking the language of software heavyweights IBM and Walldorf, Germany-based SAP AG, collaborative partners in AON. Other partners include software vendors Actional Corp., Tibco Software Inc., and VeriSign Inc.; and services firms Electronic Data Systems (EDS) Corp., and Science Applications International Corporation (SAIC). The first modules in the AON family are integrated as blades into Cisco routers and switches. Both the Cisco Catalyst 6500 Series Application-Oriented Networking Module and the Cisco 2600/2800/3700/3800 Series Application-Oriented Networking Module are expected to be generally available by year end, Anthias said. Cisco also plans to introduce a network appliance in the future. New software tools for AON are the Windows-based AON Development Studio (ADS), which allows developers to configure the runtime handling of application messages and the AON Management Console (AMC), a Linux-based Web application for configuring and managing AON nodes. The notion of using the network to reduce the complexity of middleware software and increase efficiency is not new, according to industry analysts. Some vendors have been taking this tack to speed the routing of messages based on "chatty" protocols like XML, as well as to simplify application integration. Jon Oltsik, senior analyst for information security at Enterprise Strategy Group, in Milford, Mass., said the market for application-aware networking is growing. "You're seeing more blades, more processing down in the network. You're starting to see the leading vendors step up to the plate and deliver the functionality you need to make this work." Oltsik cites vendors like DataPower Technology Inc., Reactivity Inc., Sarvega Inc., Layer 7 Technologies Inc., Forum Systems Inc., as competitors in this space, particularly "DataPower at the network layer and Reactivity if you're approaching this as an application middleware bridge," he said. DataPower, in Cambridge, Mass., "was founded on [the] idea of application-oriented networking or application-aware networking, to operate on messages rather than packets," said Eugene Kuznetsov, DataPower's chief technology officer. "It is about performing functions that today are performed by software. It's using the lessons of the networking world and applying them to application-to-application connectivity." With these smaller, niche players already in this market addressing areas such as XML acceleration and security, "Cisco will cover the earth; it's part of their positioning," Oltsik said. "But they're behind on the functionality curve. Their jumping in legitimizes the market, but I don't see any great advantage for them in the short term." According to Cisco, unlike some of the competitors, AON goes beyond addressing XML to be "application aware." This raises the issue of control, however, said Frank Dzubeck, president of Communications Network Architects, an industry analysis firm in Washington, D.C. "Every application implementation is unique. There are certain applications that may want to override what another application wants to do. For example, inside WebSphere and [BEA] WebLogic are messaging routers. Because this middleware engine says this is the route we're going to take, it overrides the network. If the network decides to do something different, the application is affected." The fundamental issue that still needs to be resolved is "where do you put this intelligence, and how much do you really need?" Dzubeck said. "The network has a certain function in life -- it can aid and abet IT applications, it can increase the user experience. But you have to have communication. The intelligence layer has to communicate with the network; there's no methodology to do that today." Another issue is where does the middleware infrastructure end and the network infrastructure begin? As the industry works this out, "the overused word 'convergence' may start to have some meaning," Dzubeck said. From saic at vision.moundalexis.com Wed Jun 22 23:23:57 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Wed, 22 Jun 2005 19:23:57 -0400 (EDT) Subject: [saic] Cisco To Tie Network Infrastructure To Applications Message-ID: <20050622192243.M401-100000@vision.moundalexis.com> 7:03 PM EDT Tue. Jun. 21, 2005 Cisco To Tie Network Infrastructure To Applications http://www.crn.com/sections/breakingnews/dailyarchives.jhtml?articleId=164901676 --- By Jennifer Hagendorf Follett, CRN Cisco Systems Tuesday took the next step in its strategy to build more intelligence into network infrastructure by unveiling plans for new products that integrate applications with the networks they ride on. Cisco's new technology, dubbed Application-Oriented Networking (AON), can read the messages that flow between applications and bases networking decisions on their contents. For example, the network could identify a message as a purchase order or investment transaction, understand its level of importance to the customer and usher it through the appropriate back-end systems. This creates an "intelligent message routing system" that enables disparate applications to communicate and collaborate with each other, said Charles Giancarlo, senior vice president and CTO of Cisco, during a press conference at the vendor's Networkers 2005 user conference in Las Vegas. "The network is what allows all of the information to pass between these applications, and if the network can be made to actually speak the language of the various applications and in fact be able to translate between the languages of these different applications, much the way a multi-protocol router did at Layer 3, then we can have better collaboration between the applications," Giancarlo said. Cisco within the next few months plans to roll out AON blades for its Catalyst 6500 data center switch and branch office Integrated Services Routers, to be followed later in the year by an AON appliance. Customers are currently beta testing the products. "It's an architecture that provides customers with visibility into what systems are interacting with what," said Steve Rizzi, vice president of operations at Science Applications International Corp. (SAIC), a systems integrator based in San Diego, Calif., on a video played during the press conference. SAIC plans to integrate AON with its own TeraText database system, Rizzi said. Cisco is also working with vendors including IBM, SAP and Tibco to create closer ties between AON and their applications. In a keynote address ahead of the press conference, Cisco President and CEO John Chambers called the architectural shift "probably one of the most fundamental changes in IT that has occurred during my lifetime." "Instead of speaking about packets it speaks about messages. The ability to think of a message as an order being placed or a stock trade being placed, and the ability to identify the application in the network has huge implications," he said. However Chambers stopped short of naming AON as Cisco's next "advanced technology," a designation the San Jose, Calif.-based company uses for technologies it expects to grow into billion-dollar businesses. Cisco is now working to select systems integrators to work with AON technology through its Advanced Technology Provider program, an invitation-only program it typically uses to introduce new products to channel partners. The company intends eventually to build a specialization around AON and push the technology out to its broader partner base, a company spokesman said. Cisco is also building up professional services offerings which will be available through its services organization and its channel partners. From saic at vision.moundalexis.com Wed Jun 22 23:26:09 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Wed, 22 Jun 2005 19:26:09 -0400 (EDT) Subject: [saic] Top defense contractors fail to fund 9/11 memorial Message-ID: <20050622192438.F401-100000@vision.moundalexis.com> Tuesday, June 21, 2005 11:57 PM EDT Top defense contractors fail to fund 9/11 memorial http://www.dcexaminer.com/articles/2005/06/21/top_news/01top22pentagon.txt --- Only one-fifth of firms have chipped in - an Examiner exclusive By MIKE RUPERT Examiner Staff Writer After more than a year of fundraising efforts by the Pentagon Memorial Fund, just six of the top 30 U.S. defense contractors - with contracts worth more than a combined $115 billion in fiscal year 2004 - have officially donated money to the project. And none of the three contractors that lost employees in the Pentagon on Sept. 11, 2001 - two of which ranked in the top 35 in fiscal 2004, according to a U.S. Department of Defense report - have donated to the fund, according to fund officials. The fund has received $7.2 million of the $28 million needed for construction and maintenance of the 1.92-acre memorial since fundraising began in April 2004. The fund received $1 million gifts from Anheuser-Busch and the government of Taiwan. The McCormick Tribune Foundation donated $500,000. Vice President Dick Cheney and wife, Lynne, gave $25,000. Defense Secretary Donald Rumsfeld and his wife, Joyce, donated $100,000. Several companies said they are finalizing details for their donations, while some have yet to be contacted by the mainly volunteer-led fundraising effort. Others said their firm does not have a philanthropic arm. Several companies told The Examiner they have not donated and would not comment further. Booz Allen Hamilton McLean-based Booz Allen Hamilton lost three employees in the attack - Gerald P. Fisher, 57, of Potomac, Ernest M. Wilcher, 62, of West Potomac, and Terrance M. Lynch, 49, of Alexandria - and has yet to donate to the fund. The technology consulting firm was ranked 31st among defense contractors with $909 million in fiscal 2004 and more than $3 billion in international sales in fiscal 2005. "We are definitely going to be making a donation," said company spokesman George Farrar. Farrar said the donation would be "significant" and will be given in the "relatively near future." BTG Inc. BTG Inc., a subsidiary of San Diego-based Titan Corp., lost two employees - Scott Powell, 35, of Silver Spring, and Edmond Young, 22, of Owings Mills - in the attack and has yet to make a major donation. Titan Corp. ranks 29th on the U.S. Department of Defense list of top contractors with government revenues of $933 million in fiscal 2004. Titan spokesman Wil Williams said the company made a donation "some time ago," but fund tax documents show the company made no donation over $5,000 - the amount at which the IRS asks for a donor's name. Williams did not return e-mails or phone calls asking to clarify the amount of the donation. BTG alone had $278 million in defense contracts in fiscal 2004. Verizon 'respectfully declined' Verizon Communications - which is not ranked among the top 100 contractors - lost communications representative Donna Bowen, 42, who was working in the Pentagon during the attack. Spokesman Harry Mitchell said the company was contacted and "respectfully declined" to donate. Mitchell said Verizon and its employees donated more than $16 million in cash, cell phones and other services to various Sept. 11 charities. Lockheed Martin, The Boeing Company, General Dynamics, Raytheon, United Technologies and BAE Systems have all made major donations, according to the fund. The companies ranked first, second, fourth, fifth, seventh and 12th, respectively, with combined defense contracts worth $57 billion in fiscal 2004. Boeing, Raytheon and Lockheed Martin each had employees aboard American Airlines Flight 77. A spokesman for the Northrop Grumman Corp. - ranked third among defense contractors with $11.89 billion in fiscal 2004 - said when contacted by The Examiner on June 9 that he was unaware of any donation to the fund. On June 10, fund officials received a $250,000 pledge from the company, according to fund president James Laychak. Northrop Grumman spokesman Tom Henson would not confirm or deny to The Examiner the existence of the pledge. Unaware Science Applications International Corp. - ranked eighth with defense contracts worth more than $2.45 billion in fiscal 2004 - told The Examiner on June 9 it was unaware of any pledge. On June 10, SAIC spokeswoman Connie Custer told The Examiner the San Diego-based company was working with Peter Nostrand, president and CEO of SunTrust Bank, Greater Washington, to finalize a contribution. Custer said she could not give an amount. Nostrand did not return calls from The Examiner seeking comment, but SunTrust itself has made a $25,000 donation, according to fund officials. Electronic Data Systems - ranked 18th with $1.54 billion in fiscal 2004 contracts - plans to make a donation, but is not "making the details public," according to spokeswoman Kimberly Walton. Halliburton Company The Halliburton Company - which ranked sixth among defense contractors in fiscal 2004 with contracts worth $7.996 billion - did not return phone calls or e-mails from The Examiner seeking comment over the past two weeks. Computer Sciences Corp. - ranked ninth in fiscal 2004 with $2.39 billion in defense contracts - also did not return phone calls or e-mails seeking comment over the past two weeks. 'Running up the flag pole' Military health insurance provider Health Net - ranked 13th with $1.89 billion in contracts in fiscal 2004 - had not been contacted by the fund. After a call from The Examiner on Thursday, spokeswoman Molly Tuttle said the information was "running up the flag pole" to executives and that the company would be making a "significant contribution" in the "immediate future." Laychak said he did not want to comment on the specifics of the fundraising efforts or the companies he has contacted. He said only that the fund is working hard to ensure more than 90 percent of donations go directly to the project. "As I stated at the launch of our fundraising campaign back in April of 2004, we, the [Pentagon Memorial Fund], want everyone to know that we are committed to running a fundraising effort where all supporters will know that their donations, no matter how big or small, will be accepted gratefully and handled responsibly," Laychak said. Many firms yet to donate Beyond the companies cited in the story, the following have yet to donate. Their rank and amount of fiscal 2004 defense contracts are: Humana Inc., 10th, $2.37 billion, L-3 Communications Holding, 11th, $2.26 billion; Health Net, 13th, $1.9 billion; General Electric Company, 14th, $1.82 billion; Bechtel Group, 15th, $1.74 billion; Bell Boeing Joint Program, 16th, $1.54 billion; ITT Industries, 17th, $1.54 billion; Honeywell International, 19th, $1.46 billion; United Defense/Lear Siegler Services (subsidiaries of investment firm The Carlyle Group), 20th, $1.44 billion; Triwest Healthcare Alliance, 21st, $1.28 billion; Renco Group, 22nd, $1.11 billion; N.V. Koninklijke Nederlandsche (which owns Shell Petroleum), 23rd, $1.01 billion; OshKosh Truck Corp., 24th, $1.02 billion; United States Government, 25th (unable to donate directly to fund); North American Airlines (now owned by World Airline Holdings), 26th, $961 million; FedEx Corp., 27th, $953 million; Textron Inc., 28th, $940 million; and Boeing Sikorsky Comanche Team, 30th, $929 million. From saic at vision.moundalexis.com Wed Jun 22 23:33:01 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Wed, 22 Jun 2005 19:33:01 -0400 (EDT) Subject: [saic] MTC awarded share of $20B military contract Message-ID: <20050622192610.N401-100000@vision.moundalexis.com> Dayton Business Journal MTC awarded share of $20B military contract http://dayton.bizjournals.com/dayton/stories/2005/06/20/daily16.html --- MTC Technologies Inc. announced Wednesday that it will share in a $20 billion U.S. Army contract. The Dayton-based company, which employs about 375 in the Dayton region, is a member on three different prime contractor teams that will be performing the work for the Army's Aviation and Missile Command's Expedited Professional and Engineering Support Services contract. Dan Bigelow, MTC spokesman, declined to predict how much the company could make from its portion of the contract. The work will be performed in Huntsville, Ala., where MTC has 22 employees. Bigelow said the company has recently hired one employee there and plans to grow operations there depending on the contract's performance. The one-year contract includes four one-year options. The contract covers four main areas of work: business and analytical, programmatic, technical and logistics. The work will include professional engineering and technical advice and expertise, including alternative analyses, evaluations and training. MTC is on a team with Analytical Services Inc. to provide business and analytical work and is a subcontractor to CAS Inc., providing programmatic work. Both companies are based in Huntsville, Ala. MTC also is on a team with San Diego-based Science Applications International Corp. to provide technical work. Four other large and 13 small businesses also won awards on the contract. MTC (NASDAQ:MTCT) was founded in Dayton in 1984 by Rajesh Soin and ranks as the Dayton region's largest defense contractor with 2,500 employees at 30 offices nationwide. The company specializes in systems engineering, information technology, intelligence and program management services. From saic at vision.moundalexis.com Wed Jun 22 23:36:44 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Wed, 22 Jun 2005 19:36:44 -0400 (EDT) Subject: [saic] Who's on first Message-ID: <20050622193340.V401-100000@vision.moundalexis.com> 06/20/05, Washington Technology Who's on first http://www.washingtontechnology.com/news/20_12/itcrowd/26418-1.html --- Mike Daniels was elected to the board of directors of Apogen Technologies Inc., McLean, Va. Daniels is former chairman of Network Solutions Inc. and was a senior vice president at Science Applications International Inc. Michael Barnett was named chief financial officer of Analytical Services Inc., Huntsville, Ala. Barnett has spent the past 12 years at government contractors, including, formerly, Computer Sciences Corp., Quality Research Inc. and Science Applications International Inc. From saic at vision.moundalexis.com Fri Jun 24 18:39:48 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Fri, 24 Jun 2005 14:39:48 -0400 (EDT) Subject: [saic] John Fratamico to Head SAIC's Advanced Concepts Business Unit Message-ID: <20050624143904.E401-100000@vision.moundalexis.com> Thursday June 23, 11:58 am ET John Fratamico to Head SAIC's Advanced Concepts Business Unit http://biz.yahoo.com/prnews/050623/dcth035.html?.v=15 --- SAN DIEGO and MCLEAN, Va., June 23 /PRNewswire/ -- Science Applications International Corporation (SAIC) announced today that Dr. John Fratamico has been named senior vice president and general manager of the Advanced Concepts Business Unit (ACBU). ACBU is one of the nation's premier research organizations with expertise in nanotechnology, optics, decision support systems, energy and space sciences, electromagnetics and intelligent robotics. Fratamico has more than 20 years of experience in systems technology, platform development and system delivery. He has broad experiences as a line manager, program manager, system chief engineer and senior technologist. He is also noted for his leadership of multi-disciplinary programs, including those with real-time control, advanced material systems and sensors and complex interfaces. Recently, he managed the Joint Network Management System program in SAIC's Systems and Network Solutions Group. Fratamico's technical pursuits have been in the development of low observable systems -- from conceptual design and system engineering through detailed design, integration and testing. He has developed techniques and algorithms for signature prediction and optimization, massively parallel computation, material characterization and signature reduction, as well as for antenna design and adaptive signal processing. From saic at vision.moundalexis.com Sat Jun 25 19:18:44 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Sat, 25 Jun 2005 15:18:44 -0400 (EDT) Subject: [saic] NASA Announces Aerospace Systems Modeling Selection Message-ID: <20050625151746.O401-100000@vision.moundalexis.com> Friday June 24, 3:36 pm NASA Announces Aerospace Systems Modeling Selection http://biz.yahoo.com/prnews/050624/dcf041.html?.v=9 --- WASHINGTON, June 24 /PRNewswire/ -- NASA will award Science Applications International Corp (SAIC), Albuquerque, N.M. a contract this month to support aerospace systems modeling and simulation facilities at Ames Research Center (ARC), Moffett Field, Calif. The facilities include, but are not limited to the Crew-Vehicle Systems Research Facility, Vertical Motion Simulator Complex and FutureFlight Central (called the SimLabs). The SimLabs' primary mission is to provide high- fidelity environments for simulated flight research and to advance state-of- the-art of simulation technology. The SimLabs also work on Air Traffic Control/Management to solve the capacity problems of the nation's airports. SAIC will be responsible for operation, development, maintenance and modification of the SimLabs; successful preparation and operation of the simulators; collection of research data, as specified in the task order; the continuing operation and upgrade of facilities. SAIC also will be responsible for development, testing and validation of advanced air traffic management automation tools being developed in the SimLabs. The total estimated cost plus fee for the base period is $28.9 million. The contract value, including all award terms and fees, is $62.1 million. The base period is five years and there are award term incentives for up to an additional five years. The phase-in begins July 1, 2005, with full contract responsibility starting Aug. 1, 2005. From saic at vision.moundalexis.com Mon Jun 27 16:13:11 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Mon, 27 Jun 2005 12:13:11 -0400 (EDT) Subject: [saic] 2004/2005 Global Challenge Message-ID: <20050627121102.E401-100000@vision.moundalexis.com> 27 June 2005, International Sailing Federation 2004/2005 Global Challenge http://www.sailing.org/default.asp?ID=j1/Fh5p%602 --- Since yesterday afternoon's poll, the chasing pack, headed by Team Stelmar, have made significant gains on lead yacht SAIC La Jolla. Team Stelmar are creaming along at an average speed of 10.3 knots -- currently the fastest in the fleet -- and have also had an impressive 24 hour run of 251 miles. As crew member Primrose KEENAN writes, "The last couple of watches have seen a steady 11-14 knots of boat speed and we finally feel like we are getting somewhere." The chasing group's position to the north and west of Eero LEHTINEN (FIN) and his team, have allowed them to make the most of a stronger south westerly breeze -- most yachts maintaining over ten knots of boat speed -- whilst SAIC La Jolla average nearly a knot less. The racing is still unbelievably close. With only eight miles separating the leading pack, there has been some movement in leaderboard standings overnight: VAIO has moved up from seventh to share fourth place with BP Explorer; Pindar now lies equal sixth with Spirit of Sark whilst Imagine It. Done. has dropped back from fourth to eighth. Meanwhile, Team Save the Children have made gains on tenth place Barclays Adventurer, but Samsung have dropped back marginally. Over the next 24 hours, the strong south westerlies look set to veer right round to the north east which will affect the majority of the fleet. There is a possibility that, with their easterly position, SAIC La Jolla could benefit from a continued south westerly air flow. However, BP Explorer skipper David MELVILLE (GBR) is confident that a northerly position could pay off, "I feel that over the longer period the northerly placed boats will get a slightly higher average wind speed that those [such as SAIC La Jolla] in the south." "It is extremely close, we must not make any mistakes, and we must await a period of variability which we may be able to exploit to our advantage." From saic at vision.moundalexis.com Wed Jun 29 12:29:26 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Wed, 29 Jun 2005 08:29:26 -0400 (EDT) Subject: [saic] SAIC Launches Strategic Initiative to Support Historically Black Colleges and Universities and Minority Institutions Message-ID: <20050629082837.Q401-100000@vision.moundalexis.com> Tuesday June 28, 11:40 am ET SAIC Launches Strategic Initiative to Support Historically Black Colleges and Universities and Minority Institutions http://biz.yahoo.com/prnews/050628/dctu042.html?.v=14 --- SAN DIEGO and MCLEAN, Va., June 28 /PRNewswire/ -- Science Applications International Corporation (SAIC) is building upon its long-standing commitment to Historically Black Colleges and Universities and Minority Institutions (HBCUs/MIs) with the introduction of an initiative designed to foster diversity and promote the participation of minority institutions in the company's procurement and acquisition processes. "SAIC has embarked on a multi-year effort to substantially increase our activities with HBCUs/MIs," said Arnold Punaro, SAIC executive vice president and general manager of Washington Operations. "Our aim is to support these institutions and their students and also give them greater opportunities to work with our corporation." The company's plan includes scholarship, training and funding components. SAIC will establish scholarships to be awarded to students at select HBCUs/MIs. The creation of these scholarships will advance the education of highly-qualified students and promote the success and achievement of minorities in technical fields. The company has granted scholarships in engineering, the physical sciences, and related disciplines to students at Alabama A&M University, Florida International University, among other minority institutions. "SAIC's contribution to the HBCU/MI community is aimed at helping these institutions to be better-equipped to pursue government contracting," said George Otchere, SAIC senior vice president. "We are essentially fostering strong, capable teammates, so we see it as a win-win situation." Also key to SAIC's new initiative is the development of a training program for HBCUs/MIs which instructs participants in proposal and business development practices in government contracting. More than 20 representatives from six minority institutions have taken part in classroom-based training designed by SAIC to strengthen their institutions' competitive position in the federal government marketplace. The company also will continue to provide funding to HBCUs/MIs to help government contracting efforts at those institutions. For example, Alabama A&M University, which teams with SAIC on several projects, has received a substantial investment from the company to support the institution's government contracting infrastructure. From saic at vision.moundalexis.com Thu Jun 30 11:28:43 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Thu, 30 Jun 2005 07:28:43 -0400 (EDT) Subject: [saic] AMSEC LLC to Support Center for Surface Combat Systems Message-ID: <20050630072758.C401-100000@vision.moundalexis.com> Wednesday June 29, 12:46 pm ET AMSEC LLC to Support Center for Surface Combat Systems http://biz.yahoo.com/prnews/050629/dcw029.html?.v=21 --- VIRGINIA BEACH, Va., June 29 /PRNewswire/ -- AMSEC LLC has been awarded a five-year contract in the amount of $93,500,000 to provide engineering support to the U.S. Navy's Center for Surface Combat Systems. Services to be provided under the contract include system engineering support for surface ship combat systems including AEGIS, as well as support of future systems planned for the DD(X), LCS, LPD 17 and CVN 21 ship classes now undergoing design, development and production. "This contract enables AMSEC's continued support of Navy sailors, ships and systems as they respond to world-wide challenges, including the global war on terror," said Hank Giffin, AMSEC LLC business area manager for Strikeforce Systems Integration. "We are also able to be a valuable team member in developing the new ships and technologies required to meet the demands of the 21st century." Under this contract, AMSEC LLC will participate in the ongoing evolution of existing combat systems and provide support to a wide variety of programs, including open architecture, Distributed Common Ground System (DCGS), ballistic missile defense, Navy continuous training environment and ForceNet. Additionally, AMSEC will assist the Center in their key role of implementing the Chief of Naval Operations' "Revolution in Training." AMSEC LLC has been supporting the Center for Surface Combat Systems since 1992, when it was known as the AEGIS Training and Readiness Center and was charged with providing the fleet with sailors trained in AEGIS combat systems maintenance and operation. Work will be conducted primarily at the Center for Surface Combat Systems headquarters in Dahlgren, Va., but also includes supporting CSCS's mission in Norfolk and Wallops Island, Va., in addition to San Diego, Calif. AMSEC is a limited liability company jointly owned by Science Applications International Corporation (SAIC) and Northrop Grumman Newport News. With annual revenue of approximately $470 million and 4,600 employees worldwide, AMSEC LLC is a full service supplier to the Navy and commercial maritime industry, providing naval architecture and marine engineering, combat and electronic systems engineering, naval ship systems assessments, maintenance engineering, acquisition program development, shipyard industrial engineering and complete logistics services from technical manual development to provisioning documents to spare parts management and training. Northrop Grumman Newport News, headquartered in Newport News, Va., is solely responsible for design, construction, and refueling nuclear-powered aircraft carriers and one of only two companies capable of designing and building nuclear-powered submarines. Northrop Grumman Newport News also provides after-market services for a wide array of naval and commercial vessels, and has the capability to design, build and maintain every class of ship in the U.S. Navy's fleet. From saic at vision.moundalexis.com Thu Jun 30 11:31:50 2005 From: saic at vision.moundalexis.com (Daily SAIC News) Date: Thu, 30 Jun 2005 07:31:50 -0400 (EDT) Subject: [saic] 2004/2005 Global Challenge Message-ID: <20050630072843.F401-100000@vision.moundalexis.com> 30 June 2005, International Sailing Federation 2004/2005 Global Challenge http://www.sailing.org/default.asp?ID=j6vFh5pB?&format=popup --- Dan Wedgewood (As Amended by ISAF), Boston, USA - La Rochelle, FRA "With strong westerlies predicted over the next couple of days, we are enjoying a fast and furious downwind ride in 30 knots of wind, surfing the waves at up to 18 knots." BP Explorer skipper David MELVILLE left no doubt about the conditions yesterday. The teams to the north of the pack recorded the highest speeds of 11 knots and above. "Very simply our tactics are all geared to one goal," said Spirit of Sark skipper Duggie GILLESPIE, "to get back up the position table, which is why we have headed north in order to pick up the stronger winds before the majority of the more southern boats." Along with BG SPIRIT and VAIO they may be the fastest, but the competition to the south is also making good ground to La Rochelle. Skipper of first place Team Stelmar, Clive COSBY, has reported that his team equaled their top speed of 20 knots and are hoping to crack their record as the fleet heads downwind at an average speed of more than 10 knots. "Up until Waypoint Charlie it was incredibly frustrating," said Clive this afternoon, "the wind was all over the place and didn't do what we expected it to do - we had a light patch last night that was fairly nail-biting but now we're barreling along. We knew that the breeze was going to fill in from the north so we made a move slightly further north yesterday. We took the kite down earlier and we've had about 30 knots of breeze and with poled out headsails it's quite a comfortable point of sail." Team Stelmar notched up another couple of miles on the chasing pack yesterday, to lead by 9nm at the 07:42 poll this morning, but Clive remained cautious when discussing the outcome of the leg, all too aware that their lead equates to less than 1% of the course left to run in physical terms while the whole fleet is still only separated by 50nm front to back. "It looks as though we.ll hold on to this fairly strong westerly breeze for a few days," added Clive, "but should be a bit lighter as we get close to Biscay and La Rochelle so there's still plenty of sailing to go." Testament to the fragility of positions, SAIC La Jolla has slipped another place to fourth, overtaken by Me to You. Imagine It. Done. has extened it's lead over Me to You of 1nm to 4nm and yesterday reported a distance of just 400 metres between them overnight. SAIC La Jolla is just 3nm behind Me to You with Barclays Adventurer a further three miles back in fifth. With the positions this close, anything is possible over the next 900 or so miles to La Rochelle.