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DARPA (Defense Advanced Research Projects Agency) Grant Writing Guidelines

Agency Overview

Mission: Make pivotal investments in breakthrough technologies for national security

Tagline: "Creating breakthrough technologies and capabilities for national security"

Annual Budget: ~$4 billion

Website: https://www.darpa.mil

Key Characteristics:

• High-risk, high-reward research
• Focused on revolutionary breakthroughs, not incremental advances
• Technology transition to military and commercial applications
• Program managers with broad autonomy
• ~3-5 year programs with defined end goals
• Strong emphasis on prototypes and demonstrations
• "DARPA-hard" problems that others won't or can't tackle

The DARPA Difference:

• NOT basic research (that's ONR, AFOSR, ARO)
• NOT development and procurement (that's service acquisition)
• Focused on proof-of-concept to prototype stage
• Tolerates and expects failure in pursuit of breakthroughs
• Rapid transition to operational use

DARPA Organization

Six Technical Offices

1. BTO (Biological Technologies Office)

Focus: Biology as technology, human-machine interfaces, synthetic biology

Example Programs:

• Neural interfaces and brain-computer interfaces
• Synthetic biology and living foundries
• Pandemic prevention and response
• Human performance enhancement
• Biotechnology for manufacturing

2. DSO (Defense Sciences Office)

Focus: High-risk, high-payoff research in physical and mathematical sciences

Example Programs:

• Novel materials and chemistry
• Quantum technologies
• Electromagnetics and photonics
• Mathematics and algorithms
• Fundamental limits of physics

3. I2O (Information Innovation Office)

Focus: Information advantage through computing, communications, and cyber

Example Programs:

• Artificial intelligence and machine learning
• Cybersecurity and cyber resilience
• Communications and networking
• Data analytics and processing
• Human-computer interaction

4. MTO (Microsystems Technology Office)

Focus: Microelectronics, photonics, and heterogeneous microsystems

Example Programs:

• Advanced electronics and integrated circuits
• Photonics and optical systems
• Novel computational architectures
• RF and millimeter-wave systems
• MEMS and sensors

5. STO (Strategic Technology Office)

Focus: Technologies for space, air, maritime, and ground systems

Example Programs:

• Autonomous systems (air, ground, sea, space)
• Advanced propulsion and power
• Space technologies
• Electronic warfare
• Long-range precision fires

6. TTO (Tactical Technology Office)

Focus: Near-term technologies for ground, maritime, and expeditionary forces

Example Programs:

• Tactical autonomy
• Advanced weapons
• Urban operations
• Maneuver and logistics
• Special operations support

How DARPA Works

Program Manager-Centric Model

Program Managers (PMs):

• ~100 PMs across DARPA
• Hired on 3-5 year rotations from academia, industry, government labs
• Have significant autonomy to create and run programs
• Identify "DARPA-hard" problems and solutions
• Manage portfolios of 10-20 projects

PM Lifecycle:

1. Develop vision: Identify transformative opportunity
2. Create program: Design research thrusts and metrics
3. Issue BAA: Broad Agency Announcement for proposals
4. Select teams: Choose performers and structure program
5. Manage program: Track milestones, adjust course, transition technology
6. Transition: Hand off successful technologies to services or industry

Implication for Proposers:

• PMs have the vision—your job is to execute it
• Contact PM before proposing (almost always required)
• Understand PM's technical vision and goals
• Build relationship with PM (within ethical bounds)

The "DARPA-Hard" Test

Three Questions Every DARPA Program Must Answer:

1. What are you trying to do?

   • Articulate objectives using absolutely no jargon
   • Clear, specific technical goal

2. How is it done today, and what are the limits of current practice?

   • What's the current state of the art?
   • Why are current approaches insufficient?
   • What fundamental barriers exist?

3. What is new in your approach, and why do you think it will be successful?

   • What's the breakthrough insight or capability?
   • Why hasn't this been done before?
   • What's changed to make it possible now?

Additional Considerations:

• Who cares? (What's the national security impact?)
• What if you're right? (What becomes possible?)
• What if you're wrong? (Is the risk acceptable?)
• What if you succeed? (Is there a transition path?)

DARPA Seeks:

• High Risk: 50% chance of failure is acceptable
• High Reward: 10x improvement, not 10% improvement
• Measurable: Clear metrics of success
• Transitional: Path to operational use or commercial adoption

Types of DARPA Solicitations

1. Broad Agency Announcements (BAAs)

Most Common Mechanism: Open solicitations for specific program areas

Characteristics:

• Issued by program managers for specific programs
• Describe technical objectives and research thrusts
• Multiple submission deadlines or rolling submission
• Full proposals typically 20-40 pages
• Often require abstract or white paper first

Types of BAAs:

Program BAAs: For specific named programs

• Clear technical objectives and metrics
• Defined research areas (thrusts)
• Specified deliverables and milestones
• Known PM with clear vision

Office-Wide BAAs: General solicitations by technical office

• Broader scope, less prescriptive
• Looking for transformative ideas
• More flexibility in approach
• May have multiple areas of interest

2. Small Business Innovation Research (SBIR)

For Small Businesses:

• Phase I: $150K-$250K, 6-9 months (feasibility)
• Phase II: $1M-$2M, 2 years (development)
• Phase III: Non-SBIR funds (commercialization)

3. Proposers Days and Special Notices

Proposers Day: Pre-solicitation event

• PM presents program vision and objectives
• Q&A with potential proposers
• Networking for team formation
• Often required or strongly encouraged to attend

Special Notices: Requests for Information (RFIs), teaming opportunities

DARPA Proposal Structure

Note: Format varies by BAA. Always follow the specific BAA instructions precisely.

Typical Structure

Volume 1: Technical and Management Proposal (20-40 pages)

Section 1: Executive Summary (1-2 pages)

• Overview of proposed research
• Technical approach and innovation
• Expected outcomes and deliverables
• Team qualifications
• Alignment with BAA objectives

Section 2: Goals and Impact (2-3 pages)

• Statement of the problem
• Importance and national security relevance
• Current state of the art and limitations
• How your work will advance the state of the art
• Impact if successful (What if true? Who cares?)
• Alignment with DARPA program goals

Section 3: Technical Approach and Innovation (10-20 pages)

• Detailed technical plan organized by phase or thrust
• Novel approaches and why they will work
• Technical risks and mitigation strategies
• Preliminary results or proof-of-concept data
• Technical barriers and how to overcome them
• Innovation and differentiation from existing work

Organized by Phase (typical):

Phase 1 (Feasibility): 12-18 months

• Technical objectives and milestones
• Approach and methodology
• Expected outcomes
• Metrics for success
• Go/no-go criteria for Phase 2

Phase 2 (Development): 18-24 months

• Building on Phase 1 results
• System integration and optimization
• Testing and validation
• Prototype development
• Metrics and evaluation

Phase 3 (Demonstration): 12-18 months (if applicable)

• Field testing or operational demonstration
• Transition activities
• Handoff to transition partner

Section 4: Capabilities and Resources (2-3 pages)

• Team qualifications and expertise
• Facilities and equipment
• Relevant prior work and publications
• Subcontractor and collaborator roles
• Organizational structure

Section 5: Statement of Work (SOW) (3-5 pages)

• Detailed task breakdown
• Deliverables for each task
• Milestones and metrics
• Timeline (Gantt chart)
• Dependencies and critical path
• Government furnished property or information (if applicable)

Section 6: Schedule and Milestones (1-2 pages)

• Integrated master schedule
• Key decision points
• Deliverable schedule
• Go/no-go criteria
• Reporting and meeting schedule

Section 7: Technology Transition Plan (2-3 pages)

• Potential transition partners (military services, industry)
• Pathway to operational use or commercialization
• Market or operational analysis
• Transition activities during the program
• IP and licensing strategy (if applicable)

Volume 2: Cost Proposal (separate)

Detailed Budget:

• Costs by phase, task, and year
• Labor (personnel, hours, rates)
• Materials and supplies
• Equipment
• Travel
• Subcontracts
• Other direct costs
• Indirect costs (overhead, G&A)
• Fee or profit (for industry)

Cost Narrative:

• Justification for each cost element
• Labor categories and rates
• Basis of estimate
• Cost realism analysis
• Supporting documentation

Supporting Documentation:

• Cost accounting standards
• Approved indirect rate agreements
• Subcontractor quotes or cost proposals

Additional Volumes (if required)

Attachments:

• Quad charts (1-slide summary)
• Relevant publications or technical papers
• Letters of commitment from collaborators
• Facilities descriptions
• Equipment lists

Review Criteria

DARPA Evaluation Factors (Typical)

Primary Criteria (usually equal weight):

1. Overall Scientific and Technical Merit

   • Technical soundness and feasibility
   • Innovation and novelty
   • Likelihood of achieving objectives
   • Technical approach and methodology
   • Understanding of problem and prior art
   • Risk and risk mitigation

2. Potential Contribution and Relevance to DARPA Mission

   • Alignment with program objectives
   • National security impact
   • Advancement over state of the art
   • Potential for revolutionary breakthrough
   • "What if true? Who cares?" test

3. Cost Realism and Reasonableness

   • Budget aligned with technical plan
   • Costs justified and realistic
   • Value for investment
   • Cost versus benefit analysis

4. Capabilities and Related Experience

   • Team qualifications and track record
   • Facilities and resources adequate
   • Relevant prior work
   • Ability to deliver on time and on budget
   • Management approach

5. Technology Transition

   • Pathway to operational use or market
   • Transition partnerships
   • Market analysis (if applicable)
   • Plans for follow-on development
   • IP strategy supporting transition

The "Heilmeier Catechism"

DARPA uses this set of questions (created by former DARPA director George Heilmeier):

1. What are you trying to do? Articulate your objectives using absolutely no jargon.
2. How is it done today, and what are the limits of current practice?
3. What is new in your approach and why do you think it will be successful?
4. Who cares? If you succeed, what difference will it make?
5. What are the risks?
6. How much will it cost?
7. How long will it take?
8. What are the mid-term and final "exams" to check for success?

Your proposal should clearly answer all eight questions.

DARPA Proposing Strategy

Before Writing

1. Contact the Program Manager

• Email PM to introduce yourself and idea
• Request call to discuss fit with program
• Attend Proposers Day if available
• Ask clarifying questions about BAA

2. Form a Strong Team

• DARPA values multidisciplinary teams
• Include complementary expertise
• Mix of academia, industry, government labs
• Clearly defined roles
• Prior collaboration history (if possible)

3. Understand the Vision

• What is the PM trying to achieve?
• What technical barriers need to be overcome?
• What does success look like?
• What are the program metrics?

4. Identify Transition Path

• Who will use the technology?
• What's the path from prototype to product?
• Who are potential transition partners?
• What's the market or operational need?

Writing the Proposal

Lead with Impact:

• Open with the "so what?"
• National security or economic impact
• What becomes possible if you succeed?

Be Concrete and Specific:

• Clear technical objectives with metrics
• Measurable milestones
• Quantitative targets (10x improvement, not "better")
• Specific deliverables

Demonstrate Innovation:

• What's the breakthrough?
• Why hasn't this been done before?
• What's changed to make it possible now?
• How is this different from evolutionary approaches?

Address Risk Head-On:

• Identify technical risks explicitly
• Explain mitigation strategies
• Show that you've thought through failure modes
• DARPA expects risk—don't hide it, manage it

Show You Can Execute:

• Detailed project plan with milestones
• Team with relevant track record
• Realistic schedule and budget
• Go/no-go decision points
• Management approach for complex programs

Emphasize Transition:

• Who will use the results?
• Path to operationalization or commercialization
• Engagement with potential users during program
• IP strategy that enables transition

Common Mistakes

1. Incremental Research: Proposing 10% improvement instead of 10x
2. Academic Focus: Pure research without application focus
3. No Transition Plan: No pathway to use or commercialization
4. Ignoring PM Vision: Not aligned with program objectives
5. Vague Metrics: "Improve" or "enhance" instead of quantitative targets
6. Underestimating Risk: Claiming low risk (DARPA wants high risk, high reward)
7. Weak Team: Insufficient expertise or poorly defined roles
8. No Differentiation: Similar to existing efforts without clear advantage
9. Ignoring BAA: Not following proposal format or requirements
10. Late Contact with PM: Waiting until proposal due date to engage

DARPA Contracting and Performance

Award Types

Procurement Contracts: Most common for industry

• Firm Fixed Price (FFP)
• Cost Plus Fixed Fee (CPFF)
• Cost Plus Incentive Fee (CPIF)

Grants and Cooperative Agreements: For universities and nonprofits

• Grants: Minimal government involvement
• Cooperative Agreements: Substantial government involvement

Other Transaction Agreements (OTAs): Flexible arrangements

• For research not requiring FAR compliance
• Faster, more flexible terms
• Common for consortia and partnerships

Program Execution

Kickoff Meeting: Program launch with all performers

• PM presents program vision and goals
• Performers present approaches
• Technical exchange and collaboration

Quarterly Reviews: Progress reviews (virtual or in-person)

• Technical progress against milestones
• Challenges and solutions
• Path forward
• PM feedback and course corrections

Annual or Phase Reviews: Major assessment points

• Comprehensive technical review
• Go/no-go decisions
• Budget and schedule adjustments

Site Visits: PM and team visit performer sites

• See technical work firsthand
• Deep dive on specific areas
• Team building and collaboration

Technical Interchange Meetings (TIMs): Deep dives on technical topics

• Cross-performer collaboration
• Sharing of results and approaches
• Problem-solving sessions

Deliverables and Reporting

Monthly Reports: Brief progress updates

• Technical progress
• Budget status
• Issues and concerns

Quarterly Reports: Detailed technical reporting

• Accomplishments against milestones
• Data and results
• Upcoming activities
• Publications and IP

Final Report: Comprehensive program summary

• Technical achievements
• Lessons learned
• Transition activities
• Future directions

Technical Data and Prototypes: Specified in contract

• Software and code
• Hardware prototypes
• Data sets
• Documentation

DARPA Culture and Expectations

High Risk is Expected

• DARPA programs should have ~50% probability of failure
• Failure is acceptable if lessons are learned
• "Fail fast" to redirect resources
• Transparency about challenges valued

Rapid Pivots

• PM may redirect program based on results
• Flexibility to pursue unexpected opportunities
• Willingness to stop unproductive efforts
• Adaptability is key

Transition Focus

• Technology must have a path to use
• Engagement with transition partners during program
• Demonstrate prototypes and capabilities
• Handoff to services or industry

Collaboration and Teaming

• Performers expected to collaborate
• Share results and insights (within IP bounds)
• Attend all program meetings
• Support overall program goals, not just own project

Recent DARPA Priorities and Programs

Key Technology Areas (2024-2025)

Artificial Intelligence and Autonomy:

• Trustworthy AI
• AI reasoning and understanding
• Human-AI teaming
• Autonomous systems across domains

Quantum Technologies:

• Quantum computing and algorithms
• Quantum sensing and metrology
• Quantum communications
• Post-quantum cryptography

Biotechnology:

• Pandemic prevention and response
• Synthetic biology
• Human performance
• Bio-manufacturing

Microelectronics and Computing:

• Advanced chip design and manufacturing
• Novel computing architectures
• 3D heterogeneous integration
• RF and millimeter-wave systems

Hypersonics and Advanced Materials:

• Hypersonic weapons and defense
• Advanced materials and manufacturing
• Thermal management
• Propulsion

Space Technologies:

• Space domain awareness
• On-orbit servicing and manufacturing
• Small satellite technologies
• Space-based intelligence

Network Technologies:

• Secure communications
• Resilient networks
• Spectrum dominance
• Cyber defense

Tips for Competitive DARPA Proposals

Do's

✅ Contact PM early - Before writing, discuss your idea ✅ Attend Proposers Day - Essential for understanding program ✅ Form strong team - Complementary expertise, clear roles ✅ Be bold and ambitious - 10x goals, not 10% improvements ✅ Quantify everything - Specific metrics and targets ✅ Address transition - Clear path to operational use ✅ Identify risks explicitly - And explain mitigation ✅ Show preliminary results - Proof of concept or feasibility ✅ Follow BAA exactly - Format, page limits, content requirements ✅ Emphasize innovation - What's revolutionary about your approach?

Don'ts

❌ Don't propose incremental research - DARPA wants breakthroughs ❌ Don't ignore national security relevance - "Who cares?" matters ❌ Don't be vague - Specific objectives, metrics, deliverables ❌ Don't hide risk - DARPA expects and values high-risk research ❌ Don't forget transition - Technology must have path to use ❌ Don't propose basic research - That's for ONR, AFOSR, ARO ❌ Don't exceed page limits - Automatic rejection ❌ Don't ignore PM feedback - They're setting the direction ❌ Don't propose alone if team needed - DARPA values strong teams ❌ Don't submit without PM contact - Critical to gauge fit

Resources

• DARPA Website: https://www.darpa.mil
• DARPA Opportunities: https://www.darpa.mil/work-with-us/opportunities
• BAA Listings: https://beta.sam.gov (search "DARPA")
• DARPA Social Media: Twitter @DARPA (PMs often announce programs)
• SBIR/STTR: https://www.darpa.mil/work-with-us/for-small-businesses
• Heilmeier Catechism: https://www.darpa.mil/about-us/timeline/heilmeier-catechism

Key Contacts

• DARPA Contracting: via BAA points of contact
• Program Managers: Contact info in BAAs and program pages
• SBIR/STTR Office: sbir@darpa.mil

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Key Takeaway: DARPA seeks revolutionary breakthroughs that advance national security, not incremental research. Successful proposals articulate clear, measurable objectives (answering "what if true?"), demonstrate innovative approaches to "DARPA-hard" problems, include strong multidisciplinary teams, proactively address technical risks, and provide realistic paths to transition. Early engagement with the Program Manager is essential—DARPA is a PM-driven agency where understanding the vision is critical to success.