Presentation on theme: "Acquisition Strategy Panel Mandatory Template"— Presentation transcript:
1Acquisition Strategy Panel Mandatory Template SYSTEM PROGRAM MANAGER:PROGRAM MANAGER:CONTRACTING OFFICER:Updated July 2008Please refer to the notes section for valuable guidance
2TemplateThis template is designed to provide the key topics necessary to address for a successful Acquisition Strategy Panel (ASP).The briefing should address every Template topic. For those topics that are not applicable indicate n/a with a brief explanation.The basic goal is to provide the decision maker an understanding of a well thought out strategy that considered all the important issuesThose programs that have OSD involvement need to ensure the PM addresses all of the potential areas that the OSD decision makers and staff might want covered when discussing a particular program strategySee the Defense Acquisition Guidebook, particularly Sect. 2.3See LCMP GuideInformation is contained in the notes section to help you in preparation of the briefing. The SAF/ACE and local ACEs are available to assist (see Notes section).Sample charts are provided at the end of the template and are optional.If you have questions in preparing your briefing please contact your local Acquisition Center of Excellence (ACE) for guidance.ASC/AE DSN: /COMM: (937)ESC/AE DSN: /COMM: AAC/ENQA DSN: /Comm:WR-ALC/AE DSN: /COMM: OO-ALC/AE DSN: /COMM: OC-ALC/AE DSN: /COMM: SSG/AQE DSN: /COMM: SMC/AXD DSN: /COMM: MSG/XPA DSN: /COMM: 311 HSW/AE DSN: /COMM: AFRL/AE Commercial: AFFTC/AE DSN: /COMM: AEDC/AE DSN: 340/COMM: SAF/ACE Commercial: (If you have recommendations to improve the ASP template pls call )
3ASP Discussion Items Addressed? If not, why?/comments Program overview/descriptionIdentify Program Goals/Objectives Linkage to other programs Capabilities/KPPs/Key acq. Obj. Expectations Management Agreement Funding/POE Confidence level POE/CAIG Estimate Risk Assessment Technology Readiness/Transition N/A Production contractIndustrial Base Considerations Acquisition StrategyProposed Alternative Strategies Considered N/A only one viable strategyProgram ScheduleRoad to ASP Schedule Major Program Schedule (Critical Path) 12 month schedule Systems Engineering Open Technology (MOSA-OTD) Test and Evaluation Please annotate in the next three charts what is addressed in the brief. For topics not covered, state justification.In several cases below the main topics area specific sub-topics that has been identified because it is of special concern to senior leaders.In some cases a specific item that is addressed, such as Unique Identifiers or Integrated Digital Environment Mgt (IDEM) while important may not be a critical element of your strategy. In those cases it is still mandatory that this item be addressed, but can be included in the back-up portion of the briefing.3
4ASP Discussion Items Addressed? If not, why?/comments Product Support (LCM) SORAP ATS Data & Data Rights Market Research International Cooperation Small Business Business/Contract Strategy Deviations, Waivers, Delegations N/A None requestedSource selection Evaluation Criteria (Sect L&M) Contract Type Special T&Cs Contract Incentives How will you control costs? Manpower/Personnel Org structure Resources Experience Manpower ramp up/down plan Please annotate what is addressed in the brief. For topics not covered, state justification.In some cases a specific item that is addressed, such as Unique Identifiers or Integrated Digital Environment Mgt (IDEM) while important may not be a critical element of your strategy. In those cases it is still mandatory that this item be addressed, but can be included in the back-up portion of the briefing.4
5ASP Discussion Items Other topics Addressed? If not, why?/comments Envir & Manuft/Quality Engineering Interoperability Information Assurance Information Technology Research/Technology Protection Protection-Critical Progr. Information Anti-Tamper Human Systems Integration Environment, Safety, Occupational Health Military Flight Operations QA n/a ground equipmentSpectrum Management/Supportability Integrated Digital Environment Mgt in back-upGov’t Furnished Equipment/Property n/a none providedModeling and Simulation Clinger Cohen Act Certification (CCA) Corrosion Control Insensitive Munitions Unique Identifiers in back-upTrusted Foundry Please annotate what is addressed in the brief. For topics not covered, state justification.In some cases a specific item that is addressed, such as Unique Identifiers or Integrated Digital Environment Mgt (IDEM) while important may not be a critical element of your strategy. In those cases it is still mandatory that this item be addressed, but can be included in the back-up portion of the briefing.
6Outline Bottom Line Up Front (BLUF) Program Structure (Overview) Factors shaping strategyCapability Needs/EMAProgram Cost Est./FundingRisk ManagementTechnology TransitionIndustrial Base ConsiderationsAcquisition StrategyProposedAlternative Strategies ConsideredProgram ScheduleSystems EngineeringProduct Support StrategyTest and EvaluationBusiness ConsiderationsMarket ResearchSole Source vs. CompetitionSource SelectionContract ParametersContract IncentivesSmall BusinessSchedule To Contract AwardProgram OfficeAdditional Acquisition TopicsStatus of MS DocumentationWhat worries me?RecommendationsChart SamplesFinal ThoughtsA couple of thoughts to keep in mind when developing your strategy:The Acquisition Strategy:guides program execution across the entire program life-cycleshould cover development, testing, production, and life-cycle supportmust be flexible enough to accommodate acquisition oversight decisions both on this program and on other programs that may affect this programshould address the availability of required capabilities to be provided by other programsestablishes the milestone decision points and acquisition phases planned for the programshould prescribe the accomplishments for each phase, and identify the critical events affecting program managementshould identify the critical path and what events are outside of the program manager’s controlshould include a summary of the Integrated Master Plan and Integrated Master Schedule.
7Bottom Line Up Front (Decisions Requested & Key program information) Decisions you are requestingApprove Acquisition StrategyApprove Applicable delegationsMajor IssuesList “show stoppers”What are your concernsLosing FundingThe idea behind this chart is to identify ASP panel chair decisions and to set the stage for the panel to understand key issues that may impact the strategy.Are you requesting or have been granted any delegations?J&A delegation and statusAP approval authorityASP chairmanSSA Source Selection AuthorityClearance Review and Approval AuthoritiesDon’t wait to the end to bring up the negatives!
8Program Structure Overview Top Level BackgroundIdentify (See following quad chart as a potential sample)Identify linkage to other programsExplain unique organizational structures or relationshipsInternal/External StakeholdersIdentify OSD involvementMS Decision Points and Acquisition PhasesIdentify Program Goals and ObjectivesThe next chart or series of charts sets the environment and provides a picture of the program.Program Overview: Linkages to other programs –Is the development and/or operational use of this system dependent on the development of another system or systems? If other programs and discuss status of those programs and the nature of the dependency. Same type of comments would go for relationships with other program offices including external agencies like FAA, GIA, DISA, NSA, etc.
9Program X (“Strategy on a page”) Requirements/Direction Using Organization(s) -Capabilities Document –PMDFMSModerate Technical RiskDecision AuthorityMDA –PEO Program – AFPEO/XXACAT Level –SSA –Delegations: In work- e.g.., SSA, ASP Chair, LCMPFinancial DataEst. Contract Value (Pre-SDD) -Est. Total Program (qty) - $Fund Type (Pre-SDD) – e.g.., 3600New Start (Congressional) –StrategyCompetitive or sole sourceIncrementalContract Type –Estimated Contract Award –Schedule MS A –MS B –IOC –A good initial chart is this quad chart. It provides the “strategy on a page” for the panel It can be a series of one-liners—some of the topics that could be included are:What is being acquired (hardware, SW, etc.)Is this satisfying a joint requirement?Whether effort is a mod, foreign procurement, cooperative development, new US development, or foreign military sale (FMS)ACAT levelWhether strategy is incremental or single stepEntry point (MS A, B,C)Whether competitive or sole sourceWhether there will be successive down selects or recompetitionsOverall technology assessmentOverall Risk levelNext major activityFunding statusNew development
11Capability Needs To Be Briefed by the Warfighter! Discuss the capability required.Macro level – ICD, CDD, CPD signed/datedCritical capability highlights -Mandatory Key Performance Parameters (KPPs) and Key System Attribute (KSAs)Acquisition Approach (Evolutionary?)Explain how you know that this is realistically achievable within the time and funding provided.Have the requirements been scrubbed and are they evaluatable in a source selection? (to be briefed by the PM)Discuss what collaboration has been accomplished in developing these capabilities.How has industry been involved?Identify requirements Industry has indicated they can’t meetWhat are your plans for future capabilities?ICD—CDD; CDD—CDD (next Increment); CDD-CPDIt is preferred for MS A/B that a senior “warfighter” brief this section.Capability/Requirement: Do you clearly understand the requirement/capability needed? Is it realistic? Do you and the operator have the same understanding of the requirement? Was the Program Office a part of the requirements development process? Was an HPT involved? How will the PO & operator continue to work closely as the PO “translates” the requirement into contractual documents? As you translate the Capability Documents to System Specifications do you have a cross correlation matrix (may be addressed under SE)? Samples charts are provided at the back of the Template. Who is the customer?AFMC/CC has been delegated authority from SECAF to support the SAE by monitoring and controlling weapon system requirements baselines from MS A to fielding, & attest to requirements feasibility prior to all MS decisions. The info requested from the PM is intended to come from existing program data.If you have an ICD, how/when will the CDD be completed, likewise a CDD to a CPD or CDD to the next CDD if evolutionary in nature. For a MAIS program, address the applicability of a CPD when there is no "production"; address any agreement with the users regarding applicability of a CPD.Other topics to address as appropriateJointnessIs AoA, CONOPS complete; other alternatives considered (DOTMLPF)Does the document identify incremental requirementsNeed dates per increment
12Expectations Management Status of Agreement Explain your signed Expectation Management Agreement (EMA)EMD dateDemonstrate (money=content=schedule)Include the “nice to haves”What change process is in place?Who authorizes changes?Update w/ PMD 45 days after President’s Budget submissionUpdate out of cycle with major perturbationsIf you do not have an EMA, explain your plan to get one including any potential obstaclesProgram Management AgreementIdentify PM Tenure Dates (or in manpower section)Expectation Management—a key element of our acquisition approach is to ensure that the “warfigher” and the acquirer are on the “same page.” The Expectation Management Agreement (EMA) approach is designed to ensure the acquisition community delivers on its promises--what can be delivered, when it can be delivered and the funding needed to accomplish it.Does your understanding of the requirement meet the operator's expectations? Do you have an EMA in place?Programs entering MS A should have a signed agreement, but programs entering MS B must have a signed agreement between the PEO and the MAJCOM/DR or XP or potentially the MAJCOM/CV. In rare cases the requirement for a signed agreement may be waived by the SAE; in these cases, a plan to attain the agreement must be presented. Demonstrate the fact that funds=content=schedule are in sync.
13Program Cost Estimate/Funding Identify your cost estimateIdentify the Confidence level of the estimate (50-90%)Identify if this is a Program Office or Service Cost EstimateAddress any AFCAA/OSD CAIG issues that may existSpecifically address funding shortfallsExplain your budget plansRDT&E plan for executing obligation and expenditureExplain what MAJCOM commitment exists to cover shortfall as applicable (EMA)Provide an overall funding chartRequired by FY/colorActual by FY/colorThe acquisition strategy shall address the estimated program cost and the planned program funding, including advanced procurement funding.Cost EstimateIdentify type of cost estimate: Parametric, catalog, etc.Identify if any data was contractor provided as in a response to an RFIAddress any funding issues/disconnects, to include phasing/types of funds.. Explain your work around plans to continue performance. How does this impact risk? What are MAJCOM commitments to supporting the program in the out-years( Linked to the affordability KPP and the EMA)?OSD requires ACAT I programs to be fully funded.If there is a funding mismatch, the PM should present a fully funded program at the “disconnect number.”If an evolutionary approach is being used fully fund 1st increment of capability. Funding of subsequent increments should be discussed.Is the program funding currently supported in the President’s Budget?As part of the MS review, the MDA should approve specific exit criteria for advance procurement.These specific exit criteria must be satisfied before the PM releases any advance procurement funding. The PCO should initiate a separate contract action for advance procurement of long lead materiel.If a new start highlight on the funding slide so chair knows all new start requirements have been met
14Mandatory Program Office Estimate (POE) Mandatory by Air Force and OSD Identify if this is a new start
15Risk Management Risk Assessment with Mitigation Identify the key Programmatic Risks—Cost, Funding, Schedule, Performance (Technology, Software, Manufacturing), Industrial Base, Manufacturing, Political?What are they? Why do you think they are the only ones?How are you going to address them?In the following charts, plan to use various mitigation strategies to address themWhat is the technical maturity level of your system? Is this the appropriate strategy given the technical maturity level?Describe your top technical challengesWho assessed the technology levels? Labs?What are they, why do you think they are the only ones?Provide Risk MatrixSee Section 4.2 of DoD GuidebookThe program manager should establish a risk management process to identify, track and mitigate and summarize the process in the Acquisition Strategy.Programmatic/Technology/Technical Challenges:Have you evaluated/identified:Congressional/OSD oversight issues/concerns?Relationship of technology to the capability needed? Is technology mature? Explain how you have assessed the TRL (who validated?). How has AFRL been involved? What is the back-up plan if the technology doesn’t come along at the required point in time.What is your mitigation/management plan for insuring that technology is available for insertion when required?Other technical challenges/risks. Have you determined the impacts/consequences of future changes? Does this capability impact other systems?Any Clinger Cohen Act, Title 10 Testing requirements ?Address all known certification requirements like Frequency Certification, DIACAP, Interoperability certifications, etc in terms of risk.
16Program Risks Mandatory risk workshop completed –Date/By Whom Low Med Risk Areas—Technical, Cost, Schedule, Logistics, Integration, etcMitigation PlanLowMedHighImpactNegligible Critical100%0%Risk Areas (Increment 1)Technology IssueMitigation PlanProbabilityRisk Areas (Increment II)Mitigation PlanMitigation Plans should be realistic and descriptive.The purpose of the mitigation plan is to describe how this particular risk will be handled – what, when, by who and how will it be done to avoid it or minimize consequences. A good risk management plan should contain a schedule for control implementation and responsible persons for those actions.Examples of risk mitigation efforts include reducing software development risk by developing and delivering software incrementally, prototyping, simulation, alternative designs, additional resources (earlier engineering involvement, additional engineers), workarounds, etc.risk workshop completed –Date/By Whom
17Risk/Cost (Schedule, technical, or software) MandatoryRequirement: Develop/Procure xyz systemRisk Statement: Eg., Cost proposal exceeds budgetImpact: Address impact of riskProbability: 4Consequence: SeriousRisk Rating: High (Red)Risk Management: Address mitigation approach(Describe risk handling plan, milestones and risk closure criteria)Post Risk Management Rating: Probability 1, Serious, Moderate (GREEN)Higher "moderate" and "high" risks should be highlighted here. Pre-Mitigation assessment should be kept as back-up.If previous chart doesn’t allow for full discussion of high risk issues you can use this chart to show more information and/or to supplement previous chart.Risk Statement: An adverse event that impacts the ability to obtain the requirement. Worded as an event that might occur in the future.Impact Statement: Worded in programmatic and/or operational terms.Probability: Range of probabilityConsequence: High, mod, low or red, yellow, greenInitial Risk Rating: High, mod, low or red, yellow, greenRisk Handling Plan: Describes what you’re going to do to try to avoid having the risk event occur (lower the probability) and/or reduce impact if the risk event occurs.Post Risk Management/Mitigation Rating: The risk rating assigned after planned mitigation efforts (the anticipated risk assessment if the Risk Management Plan and Mitigation plans are effective as thought).Any significant risk/issues and associated close-out plans should be addressed with the respective OPRs and home offices to ensure their respective SAT member concurs with the briefing.
18Technology Transition (As Applicable) Explain how you have assessed the technology available in development to ensure rapid insertionTechnology Readiness Level: entire technology aspectStatus of Technology Readiness AssessmentFold in to the program—dovetail with contractor effortsExplain what plans you have for keeping track of new developments within the laboratories/battle labs etc.Address areas of technology the program is going to support and any MOAs or informal agreements that you have with Laboratories (i.e., AFRL, NRL, LLNL, etc)Reminder that the MDA at MS (KDP) B must certify (Sec 2366a, Title 10), that the critical Technology has been “demonstrated in relevant environment”, which equates to at least a TRL 6.Given this edict, Technical Transition strategies can reduce the time and expense associated with inserting new and improved technology into systems. SAF/AQ and AFRL emphasize collaboration in developing, assessing and inserting technology advancement. Explain what technology is required for your system, what research and collaboration you have accomplished to assess the availability and applicability of new advances. Identify why you think your technology is mature enough to enter the particular milestone. Technical maturity includes the manufacturing aspects as well as the science. Identify any specific agreements you have established to support or monitor technology development from the laboratory environment.Address when discussing the status of technology who besides the program office has validated the state of the technology needed for the program—eg., laboratories, etc.
19Technology Readiness Levels (TRL) MandatoryTechnology TRLIncr 1Incr 29X6875Technology Readiness Levels (TRL)9. Actual system “flight proven” through successful mission operations8. Actual system completed and “flight qualified” through test and demo7. System prototype demonstration in a operational environment6. System/subsystem model or prototype demonstration in a relevant environment5. Component and/or breadboard validation in relevant environment4. Component and/or breadboard validation in laboratory environment3. Analytical and experimental critical function and/or characteristic proof-of-concept2. Technology concept and/or application formulated1. Basic principles observed and reportedThe category of Technology identifies the key technologies necessary for this program. Column 2 the technology level and the next two columns in this sample (showing two increments) provides the increment in which the technology will be delivered.This sample generally applies to hardware
20Industrial Base Capability Industrial CapabilityAddress industry’s capability to design, develop, produce, support (product technology obsolescence, replacement of limited-life items, regeneration options for unique manufacturing processes, and conversion to performance specifications at the subsystems, component, and spares levels) , and, if appropriate, restart an acquisition program. (see notes section)Address the effort performed as part of your analysis to determine the need for government action necessary to ensure a robust US Industrial and Technical baseAre new industrial base capabilities required?US or off-shore manufacturing?Diminishing Manufacturing Sources (DMS)Address the possibility for cooperative research and development opportunities10 U.S. C. Sec Technology and Industrial Base PlansThe SecDef shall…require consideration of the national technology and industrial base in the development and implementation of acquisition plans for each MDAPDoD 5000 Guidebook--excerptsIndustrial Capability In many cases, commercial demand now sustains the national and international technology and industrial base. The following should be considered:Need for new defense-unique industrial capabilities.Availability of Foreign sources/international cooperative developmentAddress security considerations of foreign sourcesIndustrial surge capability.Analysis of industrial base capability to design, develop, produce, support, and…restart a program. Considerations for the analysis include the following:Investments needed to create or enhance certain industrial capabilitiesRisk of industry ‘s ability to provide program design or mfg capabilitiesIf analysis indicates that industrial capabilities are in danger of being lost the strategy needs to consider what government action is requiredAnalysis should address obsolescence, replacement parts, unique mfg processes…spares levels.US Code SEC requires that at MS(KDP)A that cooperative opportunities be considered and a Cooperative Opportunities Document be prepared
21Acquisition StrategyThe Acquisition Strategy defines the approach the program will use to achieve full capability: either evolutionary or single step; it should include a brief rationale to justify the choice. (See notes for additional information)Prototyping and Competition (See 19 Sep 07 USD AT&L) and notes belowPresent the proposed strategy and viable alternative strategies considered; the pros and cons of each; justification of why the proposed strategy was selected, This allows the ASP Chair to have an understanding that the strategy he/she is approving is not only a good one but that it is the best one of several considered. Without this dialogue, the ASP Chair has no way of knowing (other than gut feel) that the proposed strategy is the best strategy.Will you develop the system using an evolutionary acquisition strategy? If so, discuss your incremental development approach. Why does this approach mitigate risk? How is technology going to be developed to meet your evolutionary approach?Demonstrate you understand the inherent challenges that spiral development provides: concurrency, retrofit, and configuration control issues.On 19 Sep 07 USD (AT&L) issued a policy letter mandating the consideration of prototyping and competition. “To implement this approach, the Military Services…will formulate all pending and future programs with acquisition strategies and funding that provide for two or more competing teams producing prototypes thorough Milestone (MS) B.”
22Proposed Acquisition Strategy As many charts/backups to explain/justify the proposed strategy (basically the initial part of the briefing builds to this point while the rest of the briefing supports this chart.)
23Alternative Strategies Considered Can be in the form of pro/cons, or +/- against a set of listed parameters that were considered as the PM decided on the proposed strategy. Parameters could include cost, schedule, technology, infrastructure, risks, GIG connectivity, etc. See sample charts at end of briefing.
24Program Schedule MS Decisions and Key Program Events Event driven milestone chartInclude major milestones (Decision Points/Acquisition Phases)See sample chartsMajor events required to make an awardOIPT or ITAB/DABKey documents needing approvalProvide the following schedule charts:How we got hereLong term program ScheduleCritical Path chart12 Month schedule chartProvide an event driven milestone charts. Indicate the impact of failure to meet key events. Clearly articulate how your program impacts others. While slipping one program milestone by a few months may not appear serious, if it causes perturbations to other capabilities more serious mitigation plans may be appropriate.Include a schedule that is comprehensive schedule that shows the critical path--identifies the events/documents and documents associated with an upcoming milestone. If an event such as a MS or SDR has slipped indicate original MS date and new date. Include the AOA as well as the ISP if these are applicable to your program. Include the Capabilities Document, the Cost Assessment Requirements Document and Independent Cost Estimate depending on whether your program is an MDAP or MAIS. If the TEMP is not signed, identify it. Overall, these documents play a major role in gaining Clinger Cohen Act certification necessary for successful completion of a major milestone. Therefore, lay out a critical path that demonstrates that you understand the crucial issues required to be addressed.Also include MDA decision points.
25Program X Schedule How we got to this point! MandatoryFY:2006200720082009201020112012Milestones:MS AMS BConceptDecisionCapabilitiesDocumentsICDCDDStrategyDevelopmentEffortLEGENDProgram MilestoneGov’t MilestoneMarket ResearchESISRiskWorkshopWingReviewPEOASPSAEASPMinimum events to include—market research (could include industry days), ESIS, Risk Management, Wing Reviews, PEO ASP. The program office should include other events as appropriate—e.g., requirements timeline, etc.Today
26Program X Schedule Single Increment Mandatory forsingle IncrementFY:2005200620072008200920102011201220132014201520162017Milestones:MS AMS BCDRMS CConceptDecisionFRPIOC(6/6)CapabilitiesDocumentsICDCDDCPDTechDemoLEGENDProgram MilestoneGov’t MilestoneAs a reminder this schedule is generic and as an example it depicts testing to show the goal of a integrated DT and OT testing. Normally IOT&E testing is accomplished normally using LRIP items. IOT&E cannot be done using a prototype unless the OT&E (DOT&E with MDAP) approves. An alternate schedule might show the integrated goal as using DT&E/OA (operational Assessment) than a short IOT&E.RFP RelSys Design/IntegrationS D DSystem DemonstrationCT&EDT&E IOT&ELogisticsSORAPLRIP# of itemsPRODUCTION# of ItemsFRP
27Program X Schedule Multiple Increments Mandatory forMultiple IncrementsFY:2005200620072008200920102011201220132014201520162017Milestones:MS AMS BMS CConceptDecisionFRPIOC(6/6)Inc 2 MS BInc 2 MS CCapabilitiesDocumentsInc 2CDDICDCDDCPDTechDemoLEGENDProgram MilestoneGov’t MilestoneSys Design/IntegrationIncrement 1As a reminder this schedule is generic and as an example it depicts testing to show the goal of a integrated DT and OT testing. Normally IOT&E testing is accomplished normally using LRIP items. IOT&E cannot be done using a prototype unless the OT&E (DOT&E with MDAP) approves. An alternate schedule might show the integrated goal as using DT&E/OA (operational Assessment) than a short IOT&E.System DemonstrationRFP RelDT&E IOT&ES D DCDRIncrement 2Sys Design/IntegrationSystem DemonstrationRFP RelCDRDT&E IOT&EIncrement 1LRIP Fab# of itemsPRODUCTIONIncrement 1FRP# of Items
29Milestone Schedule (12 Month) MandatoryMilestone Schedule (12 Month)JANFEBMARAPRMAYJUNJULAUGSEPOCTNOVDECJANFEBMilestonesAFRBDABSource SelectionContract AwardSS DebriefSAE ASPOSD ReviewAS ApprovalRFP ReleaseProposal ReceiptContractingFPRProgramManagementProgram Startup ConferenceShow short term schedule driving towards the milestone. 12 month version offered as starting points to tailor.TODAY
30Systems Engineering (SE) Describe how your overall SE approach drives and supports the acquisition strategy across the acquisition life cycleShow linkage to acquisition life cycle activities such as:Requirements planningTechnology development/maturation and transitionRisk managementIntegration into/with other systems in SoS or FoS environmentTechnical baseline managementTechnical reviews (including Gov’t Peer Reviews)Describe key components of the RFP and contractIdentify key RFP requirements and selection criteria to evaluate bidder’s approach to SE and a robust design (or address in the source selection part of brief)Identify key contractual provisions to ensure contractor implements proposed approachShow how SE approach will yield a robust system or capability and describe the technical management of the program across the acquisition life cycle.Pre-Milestone A: Show how requirements planning evolves into technology development. What are the critical system parameters? How are program risk and technology transition addressed? Explain SoS/FoS considerations/ implications. Identify key trades in characterization of concept/systems architecture. What are the supportability and maintenance concepts and technologies? Provide status on technical reviews (ITR/ASR) and the entry-exit criteria for technical reviews in the next phase (SRR, IBR, PDR, TRA)?Pre-Milestone B:How is technology maturation assessed? Discuss S&T involvement.How does the integrated T&E/V&V strategy support the acquisition strategy?What strategies support the supportability & affordability of the system including use of common interface standards, open systems architectures, and commercial components.Describe interfaces with prime contractor/vendors to manage technical aspects of the program. Provide status on key technical reviews conducted (SRR, PDR)-- identify reviews planned for the next phase (e.g., CDR, TRR, PRR) and entry/exit criteria. What metrics will track contractor progress? What data will you need to manage and access & what data rights have been secured? What contractual provisions have you included to ensure the bidder will implement his proposed technical management plan and ensure establishment and maintenance of a quality team?How will you interact with other systems and programs to ensure unintended consequences are identified early and mitigation plans are effected? What certifications are required & how are they factored into the technical management plan?See notes – use multiple slides as needed
31Systems Engineering (SE) Open Technology Development ConsiderationsModular Open Systems Approach / Open ArchitectureModular system and design disclosure: Have you identified key interfaces, data elements and sub-systems (incl. S/W) which should be open / common / standard?Is there a reference implementation architecture and set of default standards for your domain of operation? Applicable?Open Source Software Methods / Software ReuseContracting approach for S/W licensing and Intellectual Property (IP) rightsApplication Programming Interface (API) disclosure / deliveryOTD encompasses MOSA principles as well as strategies for software reuse; for OTD definitions and discussion, see:Your Center EN and/or XR organization can guide you through an OTD assessment to determine the extent to which you should apply OTD principles. As such this slide can also be a summary based on an independent (EN or XR) assessment of your approach to OTD.Key Interface / Component Designation, consider: Diminishing Manufacturing Sources (DMS), desire to reduce barriers to 3rd party innovation, interfaces driving program cost / performance / supportability, components that change frequently, requirements to be interoperable/net-centricReference architecture and default standards: consult your EN and/or XR organization to discuss whether there is a default implementation architecture and corresponding set of default open standards to guide your acquisition. If applicable, consider how this guidance could be used in your solicitation to drive openness in key components and interfaces.IP Rights Considerations, as applicable:1. Approach for key components: Gov’t Purpose Rights, Unrestricted Rights, Restricted Rights?2. Open Source Software licenses: e.g. GPL, L-GPL, BSD – consider applicability of OSS to fulfill technical requirements…OSS is by DFARS definition a Commercial Item / COTSFor more information about addressing this topic in your ASP / AFRB, contact Ms. Monique Pryce in SAF/AQII, DSN ,See notes – use multiple slides as needed
32Systems Engineering Cont… Describe your approach to translating Capability documents to systems specification. If available provide a capability cross correlation matrix that indicates the KPPs, KSAs, the translation of those requirements into the systems specification (sample in backup charts).Discuss status of initial manufacturing concepts and their implementation (pre-MS B/C)? What is the status of LRIP manufacturing capabilities and ability to ramp up to full rate production?Status of Production Readiness ReviewWhat are the critical manufacturing elements?Pre-Milestone C: What are key activities required to achieve IOC and FOC? Provide status on key technical reviews conducted: SRR, PDR/CDR, TRR, PCA/FCA, PRR, etc. How has technical management planning activities changed (organizational and processes)?Pre-FRP: What is the status of LRIP manufacturing capabilities and ability to ramp up to full rate production? What are key activities required to achieve IOC and FOC? Provide status on technical reviews conducted (PCA/FCA). How has technical management planning activities changed (organizational and processes)? Has a Manufacturing Readiness Assessment been performed?
33Product Support Strategy Source Of Repair Decision (See footnotes)Status of your Source of Repair Assignment ProcessOrganic and Contractor Capability/Capacity50/50 AssessmentSource of Repair Assignment Process (SORAP) Completion Date (see notes)Partnership Opportunities for RepairCore vs non-core impacts to strategySource of Supply DecisionDiminishing Manufacturing Sources (DMS) ConsiderationsReliability, Maintainability, Availability (if not addressed elsewhere)Evolutionary Acquisition effects on SupportabilityBerry Amendment implementation in sustainmentDO NOT ASSUME CONTRACTOR LOGISTICS SUPPORT FOR LIFE OF THE SYSTEM.Explain how you have planned to insure that the delivered system is going to be supported.Have you considered your Source of Repair Assignment Process?What impact does this have on the depot repair management allocation?Have you coordinated with AFMC and/or AF/IL?An initial Depot Source of Repair (DSOR) assignment will be made prior to MS B.Address the life cycle supportability approach and the challenges the program may face such as reliability, parts obsolesce, and bare-basing in remote areas.What are the considerations for transition to sustainment?Has support been incorporated into your EMA? Explain why the EMA does not include support commitments, as applicable to your program.Discuss whether the program is based on an open standard consistent with MOSA & OTD guidance and what impact compliance or non-compliance impacts robustness in design and ultimately the support strategy including sources of repair and DMS considerations, etc.What is the configuration management plan for future modifications?
34Product Support Strategy Automatic Test SystemsDiscuss approach and scheduleWill waiver be necessary?Performance Based LogisticsHow has performance based logistics been factored into your overall strategy?Have you accomplished a cost benefit analysis incorporating OSD policy?Address types of measure used for PBL (e.g, Flying hours, MC rates, availability, etc.)Address impact on user’s flexibility to fund PBLDiscuss approach to acquiring engineering data and data rights (See notes from the FY07 NDAA)Are you using the Acquisition Sustainment toolkit? See footnote for linkThe ATS discussion needs to include new/replacement, Organizational, Intermediate and Depot (See AQ/A4/IL & AFMC policy letter 26Nov07The Air Force ATS focal point:ATS Leadership Office, 742 CBSG, WR-ALC, Ga: Phone , DSNAddress either here or in the source selection section how the acquisition of engineering data and data rights will be addressed to ensure the government’s long term interests are protected.PMs for MDAPs and subsystems of major weapon systems need toAssess the long term tech data needsAddress Acquisition Strategy to sustain system over life cycleStrategies may include in-DoD maintenance capabilitiesCompetition for contracts for sustainmentAddress merits of priced options for future deliveryAddress the potential for changes in sustainment plan over life cycleURL for Acquisition Sustainment Toolkit: https://afkm.wpafb.af.mil/ASPs/docman/DOCMain.asp?Tab=0&FolderID=OO-LG-MC-37-38&Filter=OO-LG-MC-37
35Test and EvaluationDescribe the T&E Strategy and how it supports the acquisition and requirements strategies (See notes).Identify issues regarding availability of production representative test articles, test facilities, Systems Integration Labs, Collaborative Development EnvironmentsAlso describe capability shortfalls of the test ranges.Have you developed your TEMP?Do you have the time, budget, and assets required for testAre the Critical Operational Issues (COIs) linked to Critical Technical Parameters (CTP) and Measures of Effectiveness (MOE)?Is DOT&E involved? If so, what is their position regarding integrated testing economiesWhat specific challenges are addressed through your test strategy?How have you incorporated Modeling and Simulation into your strategy and what challenge does this addressT&E is more than just DT and OT (we have contractor testing, IA testing, interoperability, etc, all of which must be integrated). The T&E strategy, acquisition strategy, and requirements need to be in sync with each other. A T&E Strategy must be prepared for a MS A decisionDiscuss your approach (pros/cons) for reducing test time and redundancies. Specifically explain how this is going to reduce testing cost and schedule as applicable and emphasize what specific buy-in you have from key stakeholders: AFOTEC, DOT&E, the PM and/or AF/TE.Has an Integrated Test Team (ITT) been formed and a charter signed?Has the TEMP been fully coordinated? What are the open issues, if any? When will it be completed?Have you assessed the Critical Operational Issues, Critical Technical Parameters, and Measures of Effectiveness? Are they linked and achievable based on the schedule/funding estimates? Are there any high-risk areas that lower the probability of success, and if so, are they included in your EMA?.Identify the Responsible Test Organization (RTO) and the operational test organization (i.e., AFOTEC or MAJCOM) according to AFIIn describing capability shortfalls of the test ranges keep in mind that some new technologies require test resources that do not yet exist or do not exist in a form appropriate for final DT/OT (e.g. directed energy). Have you had input from the test community (or an experienced tester?)How will M&S be used in your tests? Does it replace or supplement. Also what challenge does it create? Are the M&S tools validated? How will the data to support the models be generated?
37Market Research Sources Sought Synopsis Results Industry Days Held Industry Feedback on requirements, contract type, incentives, etcProspective SourcesQualified SB Sources?Consideration of SB program set-asides or partial set asides; i.e., SB, 8a, SDVOSB, HUBZone. Consolidation/Bundling Issues?Potential for International Cooperation ProgramPotential for FMSITAR issuesExplain how your approach supports the socio-economic (Small Business/Small Disadvantaged Business) responsibilities of the Air Force.Potential ITAR issues (technology, technology sharing, source code issues, etc. Information Assurance issues associated with offshore development of SW code and/or use of COTS components developed offshore. IA is one of the certification hoops that programs need to jump through.Should also address unusual contract provisions that impacts the prime and all vendors. This can also be addressed in the contract parameters chart.
38Sole Source vs. Competitive Sole Source TopicsAuthorityFuture CompetitionCompetitive TopicsSource Selection ProceduresSource Selection OrganizationAddress the Source Selection experience of the teamEvaluation Criteria with WeightingTied to Risks and Significant DiscriminatorsSee Sample Matrix chart to be included with BriefingBe prepared to Discuss in detailSelection criteria to address Section 801 certification requirements for MDAP programs at MS B (See notes)Describe your contracting approach. Will it be sole source or competitive? How will you maintain competition in the future or does it make sense?If this will be a source selection it is Mandatory to describe the source selection approach-structure, SSA, Criteria—key section L&M criteriaUSC Title 10, Section 2366a, levied a new requirement for the Milestone Decision Authority (MDA) to certify, at MS (KDP) B, that the technology in a Major Defense Acquisition Program has been demonstrated in a relevant environment. Address Sections L&M approach to ensuring that offerors demonstrate in their proposal they are proposing technology that has achieved at least Technology Level 6 (See Technology Readiness Assessment Guidebook for definition)Describe the type and number of contracts you expect and why you chose that approach.Address any inter-organization relationships that might be applicable.Note: FOR OFFICIAL USE ONLY once Section L&M information provided
39This or the next chart is Mandatory Source SelectionThe purpose of this chart is to demonstrate the flow of Risk elements and discriminators in source selection. Specifically, how do you plan to measure the contractor’s performance? How will you incentivize the contractor (Can address on a later chart).Ties into earlier risk chartsThis chart could be expanded after receipt of contractor’s proposal to help in tracking your management of risk.This or the next chart is MandatoryHow do you plan to measure and incentivize contractor’s performance?
40Evaluation Criteria Selection Mandatory Source SelectionEvaluation Criteria SelectionMandatoryTop RisksACTS AvailabilityOps TerminalControl FunctionsSoftware DevelopmentAEHF LaunchSCA ComplianceDMSMSRobust Systems EngineeringMitigationOPS ArchitectureSection MSystem PerformanceSystem Engineering Integrated ProcessThe purpose of this chart is to demonstrate the flow of Risk elements and discriminators in source selection. Specifically, how do you plan to measure the contractor’s performance? How will you incentivize the contractor (Can address on a later chart).Ties into earlier risk chartsThis chart could be expanded after receipt of contractor’s proposal to help in tracking your management of risk.ArchitectureFielding studyManagementProgram MonitoringSection LSystem Data ManagementOperator Terminal ControlSpecialty EngineeringSoftware EngineeringAddress Incentives used to alleviate risk areasThis or the previous chart is Mandatory
41Contract Parameters Commercial vs. Noncommercial Rationale – Commercial Item Determination (CID)Industrial base and foreign competitors (if not addressed somewhere else)Contract Type (See footnote for development programs)Need to discuss the rationale for your contract typeWhat measures are in place to control contract costs?Contract StructurePerformance BasedSpecial Terms and ConditionsE.g.s, Organizational Conflict of Interest (OCI), Pricing MatrixBerry AmendmentSubcontractor ManagementMake or Buy considerationsRestriction on using only Cost type contract for development has been revised to favor use of Fixed price type contracts for Development.Now At MS (or KDP)-B the MDA mustSelect contract type consistent with program riskDocument basis for contract type & explain level of program riskIf MDA determines program risk is highDocument the steps that have been taken to reduce risk and reasons for proceeding with MS B approval despite the high level of program riskCongress has directed that the preferred type of contract for development is a Fixed Price contract. However, for Development the MDA may authorize cost-type contract upon written determination thatProgram is so complex & technically challenging that it would not be practicable to reduce risk to level of fixed-price contractComplexity & technical challenge is not result of failure to meet Milestone B Technology certification requirementsDescribe the geometry of the contract type, e.g. target cost, target fee, min/max fees, share ratios, ceiling prices as applicable for the contract type—may be discussed as part of the Incentive discussion
42Contract Incentives Discuss why an Incentive is needed What are the key program risks and how can incentives help to mitigate risks and improve probability of success? (See notes below)What Objective Incentives were considered and why (See FAR Subpart Incentive Contracts)Will an Incentive Fee be used?What type (Is there adequate funding to cover it?)How will incentive control costs?Award FeeHow is award fees linked to the acquisition outcomes—cost, schedule and performance?How is award fee tied to specific challenges & delivered capability versus just “effort”What are the specific areas you want to incentivize?Objective/Subjective criteriaHow do these track to risk areas?How do you know this incentive is adequate to drive behavior?The right incentives can reduce challenges by focusing the contractor toward those areas you identify as critical.Describe the incentives structureCost Incentives (e.g. CPFF, CPIF, FPIF, FFP—describe geometry of incentive, e.g. target cost, target fee, min/max fees, share ratios, ceiling prices as applicable for the contract type;Performance Incentives (Objective performance incentives for products or services);Schedule performanceYou must explain why you chose the incentives, how you determined they actually provide the right motivation, and what challenge(s) they address. How do incentives relate to your critical problem areas identified in earlier charts?Examples follow (tailor to your program):Maximize system performance (objective performance incentive)Reward cost control (Cost incentive)Reward schedule performance (objective performance incentive)Incentive for establishing and implementing processes (e.g. subjective incentive for system engineering, program management etc.)Reward services, customer support, quality etc. for servicesReminder –no award fee can be paid for performance not meeting contract requirements
43Contract Incentives Award Fee Cont… How will the contractor’s performance be judged?How will award fee periods be structured?Will there be a base fee?Will award fee be back loaded (to ensure enough money at end of contract in case schedule slips)?Do you plan to use rollover? Why? What specifically do you plan to use rollover for?Who is the Fee Determining Official (FDO)?Is that the appropriate level?Are there negative incentives for overrun or poor performance?Award fees need to be focused toward actual delivered capability and not just on effort. Clearly identify the expected percentages and dollars that you anticipate awarding for an acceptable ("OK") job as well as an exceptional one along with consequences for poor performance. Ensure you have enough incentive at the end of contract to motivate contractor. If milestones are included, successful completion of the critical entrance criteria and eventual exit are more important than having a meeting.Rollover should be used as the exception rather than the rule.Reminder—award fee must be earned--Scoring starts at zero
44Small BusinessFor companies who are not in the Comprehensive Subcontracting Plan Test ProgramDescribe your approach for incorporating SB/SDB business subcontracting goals into your overall acquisition strategyRemember the Air Force’s objective to maximize subcontract awards to small businessDiscuss how you determined the appropriate SB/SDB subcontracting goalsUse factual data from your market researchInclude a review of potential offerors’ subcontracting performance at the business unit sector – explain the resultsExplain how your analysis enabled you to set the optimum subcontracting rangeIdentify the SB/SDB subcontracting goalsExpress the goals as a % of total contract value, not % of subcontracted amt.Don’t rely on government specified % goals – use maximum practical % based on your market research and your acquisitionDescribe how SB/SDB subcontracting plans will be evaluatedDiscuss how you determined this evaluation approach to be appropriateSubcontracting performance at the business unit sectorExplain how this evaluation will be addressed (Section L and M)Comprehensive Subcontracting Plan Test Program approved by CongressSubmittals from contractors participating in this program will be evaluated against their corporate commitment (see Notes)Include performance on subcontracting plan as part of past performance evaluation IAW FAR (a)(2)(v) and DFARSComprehensive Subcontracting Plan Test Program—Source SelectionIf a contractor is not part of the test program then require the normal submittal of subcontracting plans.When contractor is part of the Test program only require submittal of information on the contractor’s goal as well as information on its success in meeting its goals.Evaluate the submittal in the source selection measured against how they are doing against their individual contract plans or how well they are doing against their corporate plan/goal.
45SB Cont…Identify planned contract incentives to encourage aggressive S/B subcontracting (except for those contractors involved in the Comprehensive Subcontracting Plan Test Program)FAR clause , “Incentive Contracting Program”Award feeAssess whether contractor achieves goals (e.g..)Satisfactory: meets goalsAbove satisfactory: exceeds goalsDiscuss your plan for post-award monitoring, such asContracting Officer review of SF 294 reports/DCMA Forms 640Actions that might be taken if contractor not meeting goals in PlanMeasuring performance and documenting same in Contract Performance Assessment ReportsConsider requiring CDRL for Small Business participationConsider Liquidated Damages
46Schedule to Contract Award MARKET RESEARCH / RFI SYNOPSISACQUISITION STRATEGY PANELJ&A/ACQUISITION PLAN or LCMP (or ASR) APPROVALDRAFT RFP RELEASEFEDBIZOPS SYNOPSIS OF FORMAL RFPPRESOLICITATION CONFERENCE (if Comp)RFP RELEASEPREPROPOSAL CONFERENCE (if Comp)PROPOSALS RECEIVEDFACT FINDING/DISCUSSIONSCOMPETITIVE RANGE BRIEF (if Comp)FINAL PROPOSAL REVISIONS/DISCUSSIONSCONGRESSIONAL NOTIFICATIONCONTRACT AWARD (see footnote)DEBRIEFINGS (if Comp/if requested)There are milestones related to the activities leading to contract award like RFP review, approval for release, source selection period, etc.Contract Award – Allow adequate time during source selection for a MS decision.
47Program Office Organization, Experience and Manpower Provide Organizational Structure (Org Chart)ResourcesAddress Critical manpower positions / program office manning & facilitiesProgram Office Staffing and Support Contractor Resources Available to PMIdentify technical authority/chief engineerIdentify any shortage of personnelIdentify current DAWIA (APDP) certification levels for all key government personnel (SPMs, PMs, etc)Integrated Product Teams (IPTs)PMA tenure agreement (on in EMA section)
48Mandatory Program Org Chart OSD/AT&L ACC/A5XX SAF/AQ Wing CC PEO UserACC/A5XXCol Ron SmithSAF/AQWing CCBGen K. BoockholdtPEOLt Gen JP JonesDepotOO-ALC/XYZCol Al GriggsGroup CCCol Ayn CuriousSPD/PMCol John SmithPM1Maj D. MacArthurContractsMs. Jane SmithSys EngMaj Kelly JohnsonTestMaj C. YeagerUse existing program org charts so long as they show from MDA through PM and major IPTs within the program office.In no case shall there be more than two levels of review between the Program Manager and the Milestone Decision Authority in accordance with DODD , DODI , NSS 03-01, and AFPD 63/ Wing CC and Group CC should not be in the “acquisition chain” but may be shown on the side in an organize/train/equip role.PM1 IPT2 Captains1 GS-125 ContractorsContracts IPT2 Captains1 GS-125 ContractorsSys Eng IPT2 Captains1 GS-125 ContractorsTest IPT2 Captains1 GS-125 Contractors
49Program Office Acquisition Certifications SPD/PM: Col John Smith (Total Acq Exp = XX mos / x mos as PM)Level III: Program ManagementLevel II: Test, SPRDEPM1: Maj D MacArthurLevel II: Program ManagementLevel I: SPRDEPCO: Ms. Jane SmithLevel III: ContractingLevel I: Program ManagementSPO PersonnelMilitary: 20Civilians: 10Contractors: 20Critical shortage of Systems Engineering and TestMandatoryIdentify DAWIA (APDP) Certification of the major personnel below PEO.Identify number of SPO personnel and any critical shortages.Break out by Mil/Civ/Contractor, Rank/Grade, and/or Functionality (PM, Sys Eng, Test).
50Mandatory Program Office Experience Level Progam Manager: Col John SmithTotal Acq Exp = 280 mos / 24 mos as PM # Assigned (Avg Months of Total Acq Experience/Avg Months of Experience on Program)Govt EngineersGovt Program ManagementOther Govt (Finance, Contracts, Admin, etc.)Support ContractorsTotals = 350 (92 (wt avg)/13 (wt avg)
51Manpower ramp up & downCurrent and Future Manpower level
52Additional Acquisition Topics (if not addressed elsewhere) Clinger Cohen Act Certification progress (CCA)Envir & Manuft/Quality EngineeringInteroperabilityInformation AssuranceInformation TechnologyResearch/Technology ProtectionProtection of Critical Program InformationAnti-TamperHuman Systems IntegrationEnvironment, Safety, Occupational HealthMilitary Flight Operations QASpectrum Management/SupportabilityIntegrated Digital Environment MgtGov’t Furnished Equipment/PropertyModeling and SimulationCorrosion ControlInsensitive MunitionsUnique IdentifiersTrusted FoundryWhat are the Clinger Cohen Act certification issues associated with your program? If the strategy is being developed to release an RFP prior to a milestone, you should still explain the plan for meeting your certification requirements. Teaming early with the AF-CIO precludes surprises and stumbling blocks as your program nears a significant milestone event.Explain how you have assessed intelligence supportabilityDescribe the process used and personnel involved in assessing intelligence supportabilitySummarize the types of intelligence products and services required to support the program across the life-cycleSummarize intelligence shortfallsSummarize cost, schedule and/or performance risk associated with intelligence shortfallsDescribe plan to mitigate intelligence shortfallsExplain how threat data is being used and managedDescribe threat data sources and applicationDescribe plan to manage the threat baseline throughout the acquisition life-cycleDescribe plan to ensure testing is accomplished against a realistic threat environment (test to threat baseline, developmental scenario=operational test scenario)If you expect to have ASIC (application specific integrated circuits) then go to :Trusted Foundry:
53Status of Documents for MS Review If you have to go to a MS ReviewShow specific steps documents that need to be completed and reviewed and approved at HQs AF and at OSD. (I.e, documents, test events, etc)—(See Sample section for Matrix examples)AoACapabilities DocumentISPCARD/ICE—EA w/ ROITEMPCCA compliance/certificationSystems Engineering documents (SEP, TRA, MRA)Section 801 Certification (ACAT ID &IC programs)Technology Development StrategySection 801 Certification: There are 10 different items the MDA (either the DAE or SAE) will have to certify to comply with Section. Address any issues/difficulties (providing satisfactory proof) for the DAE/SAE in signing the certifications. The 7 are:`(a) Certification- An MDAP may not receive MS B approval, or Key Decision Point B approval in the case of a space program, until MDA certifies that--`(1) technology has been demonstrated in a relevant environment;`(2) the program demonstrates a high likelihood of accomplishing its intended mission;`(3) the program is affordable when considering the per unit cost and the total acquisition cost in the context of the total resources available during the period covered by the FYDP submitted during the fiscal year in which the certification is made;`(4) the DoD has completed an AOA with respect to the program;`(5) the program is affordable when considering the ability of the DoD to accomplish the program's mission using alternative systems;`(6) the JROCl has accomplished its duties with respect to the program pursuant to section 181(b) of this title, including an analysis of the operational requirements for the program; and`(7) the program complies with all relevant policies, regulations, and directives of the Department of Defense.Add other appropriate to the list—should total 10
54“What Worries Me”This is an opportunity to communicate internal concerns to the SAEDiscuss any issues that are of a particular concern to the PEO and SPM (examples might be)OSD Oversight issuesFunding instabilityTechnical transition issuesExplain how you intend to track these areas specifically and report to the SAE any problems"What worries me"? The PM/SPD/PEO is encouraged to identify issues that provide the most concern. It is an open opportunity to identify: "what worries me most”. What "keeps me up at night"? These may include oversight issues, funding instability, congressional interest, or other issues such as slow transition of technology. This is an opportunity for the PM/PEO to notify the SAE of potential issues either not addressed previously, or reiterate some of those addressed earlier. Identifying these issues is the first step; but have a plan to address them. Also, identify how the SAE might help. An example might be asking the SAE to break a logjam disagreement with the OSD staff. Another might be a problem getting coordination through another Air Force Directorate (GC, TE, IL etc).
55Recommendation Approve Acquisition Strategy Approve applicable delegationsApprove Waivers and DeviationsWay ahead to AFRB/ARB and OSD DABStaff reviews/OIPT (PEO reviews)
57Some Items to Consider in Preparing Briefing – Feedback from Other Reviews ContractsIncentivesEvenly provide the fee versus being back-loadedInadequate to control costDid not Focus on highest risk areasScheduleInsufficient detail; no critical path identified or briefer does not knowBriefer unable to explain schedule flow and margins for potential slipsManpower ramp up & down does not match program scheduleSORAP does not align with program schedule…ensure AFMC involved early for sustainment fundingRiskFailure to adequately identify risk, or address mitigation plan once identifiedPMs overly optimisticRisk Mitigation inadequately addressed just indicating the SPO would work harder“Working harder” is not a risk mitigation strategyFunding does not align with requirements or scheduleNeed to present a fully funded programNeed to clearly identify costs by increment & map to budget documentsSmall slip in contract award from end of FY A to beginning of FY B can mean loss of FY A fundingBe mindful that management reserve not used in the year of execution likely to be taken
61Alternative Acquisition Strategies Considered SAMPLEThe Challenge—Program NeedsDevelop a program plan that…Meets need dateMigrates to ……architectureSatisfies the Net Ready KPPUtilizes existing equipmentMaximizes insulation from other program risksManages internal program constraints/dependenciesOther upgrades, computer processors, resources (labs & people)Best fits in a fiscally constrained environmentSeven Key Items Used to Develop Strategy
62Fits Fiscal Constraints Strategy 1SAMPLEStrategy 1Meets Need DateDoes not migrateDoes not fulfill Net Ready KPPUses existing equipmentNo dependency on other programsManages constraintsNo additional funding in near yearsMaintainsStrategicConnectivityGMigratesRSatisfies Net ReadyRUtilizesFAB-TRInsulation from otherGManage ConstraintsGFits Fiscal ConstraintsGRED = NoYELLOW = PartiallyGREEN = Yes
63Fits Fiscal Constraints Insulation from others Solution Trade SpaceSAMPLEFits Fiscal ConstraintsManage ConstraintsInsulation from othersUtilizesEquipmentSatisfies Net ReadyMigratesMaintainsStrategicConnectivityGRYStrategy 1Strategy 2Strategy 3Strategy 4Strategy 5RED = NoYELLOW = PartiallyGREEN = Yes
64Fits Fiscal Constraints Insulation from others Alternate EHF terminal Solution Trade SpaceSAMPLEFits Fiscal ConstraintsManage ConstraintsInsulation from othersUtilizesequipmentSatisfies Net ReadyMigratesMaintainsStrategicConnectivityGRYVLF terminalnon-integratedAlternate EHF terminalFAB-TIntegratedFAB-T Integrated
65Acquisition Strategy Selected SAMPLEBridge SolutionMeets Need DateMigratesFulfills Net Ready KPPUses existing equipmentMinimal dependency on other programsManages constraints by…No additional funding in near yearsMaintainsStrategicConnectivityGMigrates B-2 to EHFGSatisfies Net ReadyGUtilizesFAB-TGInsulation from AEHFYManage B-2 ConstraintsGFits Fiscal ConstraintsGRED = NoYELLOW = PartiallyGREEN = Yes
67E.g.., MS B Document and Actions Status Sample 1Est StartEst Comp DatePreparing OrgProgram DocumentationOPRApproved ByDate (AF)AF Status(AF)RemarksProgramAcquisition Decision Memo (ADM)MDAManagementAcquisition Program Baseline (APB)MDAAcquisition Strategy Panel (ASP)SAF/AQCompletedAcquisition Strategy Report (ASR)MDAExpectation Management AgreementIn coordination(EMA)Information Assurance StrategySAF/XCLife Cycle Management Plan (LCMP)Draft in workMarket Research ReportMDAMilestone B Exit CriteriaMDAMission-critical and Mission-essentialThis is a sample chart to lay the state of your documentation to provide the decision maker a status. It is important that if there are any major issues that impact your preparing MS documents should be presented early in presentation.Information Systems Registration(MCESR)Statement of Objectives (SOO)SystemsEngineeringSystems Engineering Plan (SEP)MDAIn workTech Development Strategy (TDS)Tech Readiness Assessment (TRA)SecurityProgram Protection Plan (PPP)MDAIn workSecurity Classification Guide (SCG)= Prior to Start= Being Drafted= In Coord.= Approved
68MS C Documents and Actions Statutory Sample 2StatusProgram DocumentationOPRApproval AuthorityStartCompleteActionsGConsideration of Technology IssuesProgrammatic Environment, Safety and Health Evaluation (PESHE)Industrial CapabilitiesIndependent Cost Estimate & Manpower EstimateCore Logistics Analysis & SORAPTechnology Development StrategyMDAAcquisition Program BaselineCooperative OpportunitiesTailorable: Tailor to fit each acquisition program consistent w/ technical risk, design maturity and sound business practices.Deliberate leadership oversightApproved On track--no issuesIssues but recoverable Significant issues, jeopardy
69MS C Documents and Actions Regulatory Sample 2StatusProgram DocumentationOPRApproval AuthorityStartCompleteActionsGSystems Engineering Plan (SEP)System Threat Assessment Report (STAR)Information Support Plan (ISP)MDAExit CriteriaCost Analysis Requirements Document (CARD)Capabilities Production Document (CPD)Affordability AssessmentTest and Evaluation Master Plan (TEMP)Program Protection Plan (PPP)Acquisition Strategy/LCMPOperational Test Agency ReportAcquisition Decision Memorandum (ADM)Technology Readiness Assessment (TRA)Earned Value Management System (EVMS)Unique Identification (UID)Tailorable: Tailor to fit each acquisition program consistent w/ technical risk, design maturity and sound business practices.Deliberate leadership oversight
70MS C Documents and Actions Beltway Buttons Sample 2StatusProgram DocumentationOPRApproval AuthorityStartCompleteActionsGExpectations Management Agreement (EMA)Modular Open Systems Architecture (MOSA)Tailorable: Tailor to fit each acquisition program consistent w/ technical risk, design maturity and sound business practices.Deliberate leadership oversightApproved On track--no issuesIssues but recoverable Significant issues, jeopardy
72SAMPLE Road to Milestone C FY08 FY09 Apr May Jun Jul Aug Sep Oct Nov DecTFN ResolutionTFN Qual Final ReportCritical PathQual TestCompleteQual Final ReportTechnicalVerification Compliance Review (MS 1)VCR 1 CompleteReadinessProduction Readiness ReviewPRR CompleteSafety PauseMS 1 Flight TestMS 2 Flight TestIOT&EMS 2 Flight TestOA ReportMS 1 CompletePEO CertBudget,POE UpdatePOE CompletePOE, andSCPSCP CompleteSCPFY10 POMFY10 POMInputUpdateABIDES LocksProposal andFact Finding / Alpha / NegotiationsClear / CertContractProposal DevelopmentAwardATPUpdateFinal SubmittalFFP DecisionFPI Update or FFP SubmitMilestone DocumentationDocs CompleteMilestone CPre-BriefsActivitiesMS C BriefingADM
73SAMPLE Program Schedule FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 Restructure ApprovedRe-plan ApprovedRe-plan/RestructureLDRIBRDelta PDRCDR1st LDR EDMDelivery date with marginBaseline delivery dateLDR DevelopmentDevelopmentΔSRRPDRCDRXDR1st XDR EDMXDR/Command Element DevIPRDAE ReviewKDP-CLDRFactory/Qual/RGTDTOAFlt TestTestXDRFactory/QualFlt TestDTOTLDREDMsLRIP DecisionXDREDMsFRP DecisionProductionEDMs / LRIP/Install / FRP/installEHF ops7373
74Human System Integration (HSI) & Environment, Safety, and Occupational Health (ESOH) Template * Sample ChartSystems Eng. Focus AreasCompliance/RiskRationale/CommentsManpower **Personnel **Training **Human Factors Engineering**Habitability**Survivability**Environment***Safety***Occupational Health***Use “HSI Issues / Questions Material” to complete matrix from AFRB/ASP website or ed from SAF/ACE AFRB/ASP Secretariat ( / 5662)Template & backup material provided by AF/SGR ( )Address red areas in main brief and have yellow areas in back-upLegend:* SAF/AQ Interest Item** Use AF/SGR HSI Assessment Material*** Use MIL-STD-882DAs Of: 30 Aug 06
75SAMPLE Probability of Program Success Summary PEO: PM: PM’s Name LEGENDSColors:G: On Track, No/Minor IssuesY: On Track, Significant IssuesR: Off Track, Major IssuesGray/Hashed: Not Related/Not ApplicableAsterisk carried on metric to indicate rebaselinedTrends:Up Arrow: Situation Improving(number): Risk Score(based on 100 possible)Down Arrow: Situation DeterioratingProbability of Program Success SummaryPEO:PM: PM’s NameProgram PlanningDate of Review: DateRebaselines: (X)Last Rebaseline: DATEProgram Life Cycle Phase: XXXXXXXWarfighter (1 or 1.5)Congress (0.5)OSD (0.5)Joint Staff (0.5)HQ Air Force (0.5)Industry (0.5)International (0.5 or 0)Air Force Vision (0.5)DoD Vision (0.5)Acquisition (10)Program RiskAssessment (13)Sustainability RiskAssessment (2)Testing Risk (2)Technical Maturity (13))Budget (20)Manning (5)IndustryResources (5)Program ParameterStatus (15)Program ScopeEvolution (10)Program “Fit”Capability Vision (xx/1)ProgramAdvocacy (xx/4)Planning (xx/40)Resources (xx/30)Requirements (xx/25)Program Name ACAT XXSoftware (Not used forPre-Ms B Evaluations)Contractor/DeveloperPerformance )Fixed PricePerformanceSAMPLE