DEFM200 WEEK 1 DQ

2/6/23,

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1:59 AM W1: Acquisition Cycle and Process – DEFM200 I001 Winter 2023

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DEFM200 I001 Winter 2023 LE

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After completing the readings for the week, offer your perspective on what is
contract management, the contract life cycle, and contracting competencies.
Consider the four supply chain alignment configurations discussed in the
Dynamic Supply text. The four supply chain configurations are lean supply
chains, agile supply chains, fully flexible supply chains, and continuous
replenishment supply chains.

Please review the PowerPoint regarding an overview of Program Management and
the overview regarding ethical behaviors in Government Contracting.

Ethics_1.ppsx

Program_Management PowerPoint DEFM200 (1).ppt

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W1: EVAN BONEBRAKE
EVAN BONEBRAKE posted Feb 6, 2023 1:17 PM Subscribe

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2/6/23, 11:59 AM W1: Acquisition Cycle and Process – DEFM200 I001 Winter 2023

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Good afternoon Professor and classmates,

My experience with contract management has been nothing but
more

1

Program Management
Courtesy Professor
Ryan Funkhouser

*
During this class we will be discussing the User Functional Description (UFD) for Battlefield Automated Systems (BAS).

Combat developers (CBTDEV) write the UFD to refine the operational requirements for automated capabilities that were approved in the Mission Need Statement (MNS) and Operational Requirements Document (ORD).

The UFD provides detailed operational information that the Materiel developer (MATDEV) and tester need to ensure computer resources meet the user’s needs, and is used to communicate operational issues among the CBTDEV, MATDEV, users, testers, evaluators, and software support activities.

A UFD is a document that supplements the ORD specifically addressing requirements related to Information Technology.
The BAD News: The Combat Developers write the UFD
The GOOD News: The Combat Developers decide whether the UFD is needed (don’t have to have for every BAS)
The UFD refines and clarifies (IT DOES NOT CHANGE OR ADD TO) the operational requirements for a BAS based on the MNS and the ORD

Distinguish among program, project and product management terms.

Describe the major tasks performed by a program manager.

Discuss the variables a PM must influence.

Compare the strengths and limitations of matrix and traditional organizations.

Describe 3 reports a PM must submit.

Differentiate between WIPT and OIPT.

*

A directed, funded effort that is designed to provide a new, improved, or continuing weapons system or automated information system (AIS) capability in response to a validated operational need.
DoD 5000.2-R

*

The process of planning, organizing, staffing, controlling, and leading a defense acquisition effort through development, production, deployment/fielding, and disposal.
Note: these are the managerial functions!

*

High dollar value.

Defense urgency – high priority effort.

Service [e.g., Army] or OSD recommendation based on:

Technical involvement.

Organizational complexity.

High level interest.

*

*

Serves as a materiel developer.
Plans and manages acquisition programs IAW policies and procedures.
Provides guidance, oversight and control to ensure project is developed IAW charter.
Develops and submits resource requirements.
Develops and gains support for the APB.

*

6. Ensures the APB and RFP are complete and implements the ORD.
7. Prepares and submits timely reports.
Implements the IPT concept.
Coordinate HTI considerations, if applicable.
Serves as configuration manager.
Reduce program risks whenever possible.

*

Name of the program manager

Supporting activities

Detail of support being provided

Authority of the program manager

Reporting channels

Program element(s)

Special instructions

Termination of the PMO

SPECTRE
PM

*

Acquire quality products that satisfy user needs.

Implement a robust science and technology program that will ensure a technologically superior force.

Ensure operational support for systems – use a total systems approach.

*

Create a long range investment strategy to support military into the future.

Use commercial products when feasible.

Foster competition when feasible.

*

Rely on Best Practices and reduce Government-unique specifications.

Use advance procurement when it makes good business sense.

Develop an acquisition strategy that includes open systems, risk management, M&S, warranties, and environmental considerations.

*

Continuous Acquisition and Life-Cycle Support (CALS) – on-line access to contractor-prepared technical data.

Streamline acquisition programs.

Consider potential for international participation in program.

Encourage joint programs.

*

PEO given program responsibility unless an exception is made.

Maximize use of DCMC personnel at contractor facilities.

Environmental, safety and health considerations included in the acquisition strategy.

*

Modeling and Simulation will be applied throughout the program when appropriate.

Ensure Best Value when planning depot-level support for the system.

Use warranties when cost-effective.

Maintain control over government property issued to contractors.

*

Integrate DT, OT, LFT&E, and M&S into an efficient continuum. Avoid duplicating tests.

*

USD (AT&L)
or
ASD(C3I)
AAE
PEO
PM
Chain
of
Command

*

New PEO Structure
PEO INFO SYS
ABOLISH, REMAINS CIO, NGB; PMs TO PEO, C3P

PEO, STANDARD ARMY MANAGEMENT INFORMATION SYSTEMS
ALIGN ORGANIZATION UNDER PEO, C3P

DCG, ACQ, SMDC
ALIGN PROGRAMS UNDER BMDO & PEO, AMD

JOINT PM, BIOLOGICAL DEFENSE

PEO, AVIATION
PEO, AVIATION
PEO, TACTICAL MISSILE
PEO, GROUND COMBAT & SUPPORT SYSTEMS
DSA, TANK-AUTOMOTIVE & ARMAMENTS CMD
DSA, AVIATION & MISSILE COMMAND
DSA, COMMUNICATIONS-ELECTRONICS COMMAND
PEO, AIR AND MISSILE DEFENSE
PEO, SMART MUNITIONS
PEO, GROUND COMBAT SYSTEMS
PEO, COMBAT SERVICE/ COMBAT SUPPORT SYSTEMS
PEO, COMMAND, CONTROL AND COMMUNICATIONS, TACTICAL
PEO, INFORMATION STRUCTURE
PEO, AIR AND MISSILE DEFENSE

PEO, AMMUNITION
PEO, INTELLIGENCE, ELECTRONIC WARFARE AND SENSORS
PEO, INTELLIGENCE, ELECTRONIC WARFARE AND SENSORS
PEO, COMMAND, CONTROL AND COMMUNICATIONS SYSTEMS
PEO, SOLDIER
ABOLISH
ABOLISH
ABOLISH
PEO, CHEMICAL/BIOLOGICAL DEFENSE

Previous PEO/DSA Structure

*

Program Manager
Logistics
Training
Production
Business
Management
Technical
Management
Research and
Development

*

Program Manager
Product
Manager
A
Product
Manager
B
Product
Manager
C

*

PM/PEO responsible for program success.

PM/PEO (as materiel developer) decides on source of program support – either materiel command or contractor.

Use OMB Cir A-76 (cost comparison) for determining best value.

*

Program
Manager
Commodity (Materiel)
Command
Maintenance
Materiel
Management
Procurement
Production
Functional
support to
the PM

*

PM has full line authority.

All members directly responsible to the PM.

Shortened lines of communication.

Maintains a permanent cadre of experts.

Strong and separate identity.

Quick decision-making.

Unity of command.

Structurally simple and flexible.

Supports a holistic approach.

*

The project is the point of emphasis.

Reasonable access to a large reservoir of experts.

Rapid and flexible response to clients.

Less anxiety when the project is completed.

Better usage of corporate resources.

Maintains consistency with corporate policies.

*

Program managers must work with others in order to accomplish the mission.

The most successful program managers have the ability to get others to work with them.

*

A management technique that
Integrates all acquisition activities through
multidisciplinary teams.
2. Optimizes the design, manufacturing and
supportability processes.
3. Facilitates meeting cost and performance
objectives from concept through production,
including field support.
4. Key tenet is multidisciplinary teamwork
through Integrated Product Teams (IPTs).

*

IPT – Integral part of the oversight and review process.

– Overarching IPT (OIPT) – top level OSD review.
– Working level IPT (WIPT) – focuses on one topic.
– Program Office IPT – assists the PM manage day-to-day activities.

*

The team should be given

Authority

Responsibility

Resources

to manage its product and its risk commensurate with the team’s capabilities.

*

Focus

Strategic guidance

Tailoring

Program assessment

Resolve issues elevated by Working Integrated Product Teams

Responsibilities

Program success

Functional area leadership

Independent assessment

Issue resolution

*

Focus

Planning for program success

Opportunities for acquisition reform

Identify & resolve program issues

Present program status

Responsibilities

Functional expertise

Empowered contribution

Recommendations for program success

Communicate status and unresolved issues

*

Focus

Program execution

Identify and implement acquisition reform

Responsibilities

Manages complete scope of program, resources and risk

Integrates Government and contractor efforts

Reports program status and issues

*

Milestone Decision Authority
DAB or MAISRC
Overarching
IPT
Test IPT
Cost/Performance
IPT
Contracting
IPT
Other IPT
(As needed)
Program
IPT
Execution
Oversight
& Review
WIPT

*

PM with AAE/PEO Charter authority and monetary resources. Has overall responsibility for systems development, acquisition, and fielding.

TSM with TRADOC Charter authority, interfaces with PM throughout development and acquisition processes to ensure user requirements are a major factor in all program decisions. Defends the program against challenges of system need.

*

Technical feasibility

Acquisition Plan and Strategy

Technical demonstration

Developmental testing

System fielding

Concept definition (MNS)

Operational Requirements Document (ORD)

MANPRINT

User’s operational testing

Force integration

*

Assigned to ODCSOPS.

Validates QQPRI.

Develops the Army position on proposed MNS.

Identifies and coordinates the system and organization.

Resolves fielding issues.

And…..

*

Coordinates doctrine and organization development.

Monitors development, testing, procurement and fielding activities.

Establishes distribution and redistribution priorities.

*

ACAT 1D:
DAB review
Designated by DAE
Decision by DAE
Component review
Designated by DAE
Decision by Svc Sec/CAE
ITOIPT review
Designated by ASD(C3I)
Decision by ASD(C3I)
Component review
Designated by ASD(C3I)
Decision made by Component
Chief Information Officer
Does not meet ACAT I Criteria
Designated by Svc Sec/CAE
Decision by Svc Sec/CAE
$378M Life Cycle Cost or
$126M Total Prog. Cost or
$32M Prog. Cost
in any single year
(FY2000 Constant $)
$365M RDT&E or
$2.19B Procurement
(FY2000 Constant $)
ACAT II:*
ACAT IAC:
ACAT IAM:
ACAT IC:
$140M RDT&E or
$660M Procurement
(FY2000 Constant $)
ACAT III:
Does not meet ACAT I, IA or II Criteria
Designated IAW Component policy
Decision at lowest appropriate Level

Major AIS
Acq Pgms
No Fiscal
Criteria

ACAT IV:
Not otherwise designated ACAT I, IA, II or III
Designated IAW Component policy
Navy/USMC ACAT IVT/IVM
Decision at lowest appropriate level
See AR 70-1 (Army)
& SECNAVINST 5000.2B
(Navy and Marine Corps)
Major Defense
Acq Pgms

Major
Systems
all other systems
(except for Army
Navy, USMC)
Army
Navy
USMC
*Army has an ACAT IIA category for AIS reviewed at Army CIO level
Acquisition Categories (ACAT)

*

Milestone Review Process

(Illustrative)

Make ACAT IAM Decisions
Signs ADM
Reviews CAE/OIPT Recommendations
Finalizes ADM
Validates Requirement
Assesses Joint Potential
Makes ACAT ID Decisions
Signs ADM
Makes ACAT IC, IAC & II Decisions
Signs ADM
Issue Resolution
Makes ACAT III Decisions
Signs ADM
Issue Resolution

ASD
(C3I)
MAISRC
DRB
DAB
USD
(A&T)
OIPT
JROC

CAE

PEO

PM

Component HQ Review
ACAT IAM
ACAT ID
ACA
ID & IAM
ACAT
IC/IAC/II
ACAT
III

Overarching IPT’s
(OIPT’s)
Working-Level IPT’s
(WIPT’s)
Program Level
IPT’s
IPT’s assist in
oversite & review

*

Experience required:

Four years of acquisition experience; of which at least 2 years must have been in a program office or similar organization (defined as dedicated matrix support to a PM or PEO; DCMC Program Integrator.

Experience desired:

Two additional years of acquisition experience

*

Education desired:

At least 24 semester credit hours from among the following disciplines: accounting, business finance, law, contracts, purchasing, economics, industrial management, marketing, quantitative methods, organization and management.

Master’s degree in engineering, systems acquisition management, business administration, or a related field.

*

Training required:

One Advanced (Level III) DAU Course in program management.

Critical acquisition positions may only be filled by members of an Acquisition Corps.

*

Common Criteria

Outstanding performance

2 years experience in a procurement command

Advanced PMC graduate

8 years acquisition experience

MS or business degree

Experience in materiel management at DA or higher staff level

Senior service college grad

GO/COL/LTC(P) or civilian equivalent

Special Criteria

PM Selection Board List

Branch qualified (military)

Special technical training

*

Four years or until completing a major program milestone. E.g., MDR B and C.

Three years for programs outside the purview of the AAE.

Failure to achieve program objectives.

*

Program managers must submit a number of reports.

Some reports are prepared upon achieving a milestone event while others are calendar-based.

*

Top level master plan

Guides entire program

Unique for every program

Tailored to meet specific program risks

Performance

Cost

Schedule

Expedites fielding and deployment

Updated at each milestone decision review.

*

Sets goals for a program

Cost

Schedule

Performance (including supportability)

Goals expressed in terms of:

Thresholds – minimum acceptable level

Objectives – best capability

Submitted at each milestone review.

*

SAR is prepared and submitted to Congress for all ACAT I programs.

Software called, Consolidated Acquisition Reporting System (CARS) is used.

Provides status of total program (cost, schedule and performance) as well as unit and life cycle cost information.

*

Defense Acquisition Executive Summary.

Highlights potential and actual project problems to the USD (ATL) before they become significant.

Deviations in APB, vulnerability assessments, etc.

*

Distinguish among program, project and product management terms.

Describe the major tasks performed by a program manager.

Discuss the variables a PM must influence.

Compare the strengths and limitations of matrix and traditional organizations.

Describe 3 reports a PM must submit.

Differentiate between WIPT and OIPT.

*

Boston – The new chief of the financially troubled
Big Dig construction project has fired six consulting
firms, declaring it excessive to spend $439,000 per
year on political lobbying and public relations.
The firings came under a sweeping employee
purge and spending review by Andrew Natsios.
His predecessor, James Kerasiotes, was fired after a
federal audit charged him with concealing a
$2 billion cost overrun.
The Central Artery/Third Harbor Tunnel Project
will bury three miles of Interstate 93 beneath Boston.
Original cost estimated at $2.6 billion, but current
estimate is $13.6 billion.
Source: Associated Press, 5/7/2000

*

Navy Anti-Missile Program’s Cost Balloons By
Almost $2 Billion

(Defense Week, August 13, 2001)

The Navy’s short-range missile-defense program will

cost $1.8 billion more than the service said a year ago,
an increase of just over 25 percent, according to Defense
Department and congressional documents. The Pentagon
would not confirm or explain the cost increase, but
observers said it probably was related to the fact that the
program is two years behind schedule.

*