1. NAVY ARO – DAU Partnership
NAVY ARO – DAU Partnership
Building a Risk Management Community
&
Other Topics
John Driessnack
DAU – NE/Capital
PML Department

2. OUTLINE The CHALLENGE DAU Performance Learning Model
DoD 5000 to CJCS changes
Understanding of Risks in this business
DAU Performance Learning Model
DAU Courses – PMT-250, others
DoD AT&L Knowledge Sharing System
PM Community of Practice (PMCOP)
Risk Community (go through the site)
Transition from pilot at Navy ARO to DAU

3. The Challenge Knowledge Management for the DOD and
From Deskbook
Kickoff article:
PM Mag Jul/Aug 95
Knowledge Management for the DOD and
Industry Acq, Tech and Logistics Force

4. Three Major Decision Support Systems
(Management Systems That Control The Program Manager)
Defense Acquisition
Requirements
Generation
PPBS-Resource
Management
Life Cycle
Management
Contract
Management
DOD 5000
SERIES
PEO/CAE/DAE
MILESTONE
NEXT PHASE
SYS LIFE CYCLE
R&D/PROC/O&S
FAR
DFARS
PCO/HCA/SPE
CAG/DCMA
BUSINESS
CONTRACTS
CONTRACTOR
PERFORMANCE
DPG/POM/BUDGET
DoD 7000 SERIES
PEO/SVC HQ/OSD
OMB/CONGRESS
DRB
FUNDING
ANNUAL
RULES
CJCSI
USER/SVC CHIEF
VJCS/JROC
JROC
MSN NEED
THREAT/
CAPABILITY
PLAYERS
REVIEWS
DECISION
FOCUS
CAG: Competition Advocate General
CJCS: Chairman, Joint Chiefs of Staff
CJCSI: Chairman, Joint Chiefs of Staff
Instruction
DAB: Defense Acquisition Board
DFARS: Defense FAR Supplement
DCMA: Defense Contract Mgmt Agency
DPG: Defense Planning Guidance
DRB: Defense Resources Board
FAR: Federal Acq Regulation
HCA: Head of Contracting Activity
JROC: Joint Requirements Oversight
Council
OMB: Office of Management & Budget
OSD: Office of the Secretary of Defense
PCO: Procuring Contracting Officer
PEO: Program Executive Officer
POM: Program Objectives Memorandum
SPE: Senior Procurement Executive
VCJS: Vice Chairman, Joint Chiefs of Staff

5. New Acquisition Policy
From This
(April 2002)
DoD Directive
DoD Instruction
DoD Regulation R
To This
(30 Oct 2002)
Interim Guidance Documents:
The Defense Acquisition System
Operation of the Defense Acquisition System
Interim Defense Acquisition Guidebook
DoDD & DoDI will be reissued in January 2003.
DoD R will not be reissued.
The former DoD R serves as the Interim Guidebook pending issuance of a streamlined guidebook. The former DoD R is NOT mandatory.

6. DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, The Defense Acquisition System
DoDD , chg1, 4 Jan 01
The Defense Acq System, 30 Oct 02
Five major categories containing 14 definitive policy statements:
Achieving Interoperability
Rapid & Effective Transition from S&T to Products
Rapid & Effective Transition from Acquisition to Production
Integrated & Effective Operational Support
Effective Management
8 pages and 3 enclosures
Thirty short, clear and concise policy statements, with following additions:
Decentralized Responsibility
Reduced Cycle Time
Collaboration
Information Superiority
Information Assurance
Intelligence Support
Knowledge-Based Acquisition
Systems Engineering
Products, Services & Technologies
Performance-Based Logistics
Program Goals
Legal Compliance
International Agreements
Cost Realism
Cost Sharing
Program Information
5.5 pages, No enclosures
Most policy statements
from DoDD have
been summarized and
included in the new interim
guidance. Many policy areas
were added from cancelled
DoDI and DoD R

7. DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, The Defense Acquisition System
Major Policy Statements
Cost Sharing
Cost Realism
Reduced Cycle Time
Collaboration
Legal Compliance
International Agreements
From DoDI
Tailoring
Innovation, Continuous Improvement, and Lessons Learned
Technology Development & Transition
Interoperability
Research & Technology Protection
Performance-Based Acquisition
Competition
Independent Operational Test Agency
Streamlined Organizations
Professional Workforce
From DoDD
Intelligence Support
Systems Engineering
Performance-Based Logistics
Program Goals
Program Information
From DoD R
Information Superiority
Information Assurance
Products, Services & Technologies
From DoDI & DoD R

8. Evolutionary Acquisition
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, Operation of the Defense Acquisition System
Evolutionary Acquisition
Two development processes to implement Evolutionary Acquisition Strategy
Incremental Development: End-state requirement is known, and requirement will be met over time in several increments
Spiral Development: Desired capability is identified, but end-state requirements are not known at Program Initiation. Requirements for future increments dependent upon technology maturation and user feedback from initial increments
Evolutionary acquisition strategies shall be preferred approach to satisfying operational needs.
Spiral development shall be the preferred process.

9. New Requirements Documents
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, Operation of the Defense Acquisition System
New Requirements Documents
Initial Capability Document (ICD) replaces MNS at Milestone A
Captures capability shortfall in terms of integrated architectures; identifies critical capabilities to satisfy the requirement, and best joint solution(s).
Capability Development Document (CDD) replaces ORD at Milestone B
Each CDD will have a set of validated KPPs that will apply only to that increment of the evolutionary acquisition strategy.
Capability Production Document (CPD) replaces ORD at Milestone C (updated CDD)
Common element is CAPABILITIES that may be required to:
Resolve a shortfall in warfighting capability, accommodate technology breakthrough or intelligence discoveries.
Details will be implemented by revisions to CJCSI B.

10. Technology Opportunities & User Needs
The 5000 Process old and new
1996 DoD R Process I II
III
Program
Definition & Risk
Reduction
Engineering &
Manufacturing
Development
Production, Fielding/
Deployment, &
Operational Support
Determination
of Mission
Need
Demilitarization
&
Disposal
Concept
Exploration
Technology Opportunities & User Needs
Current
DoD 5000 Process A A B B C
Concept &
Technology Development
System Development
& Demonstration
Production & Deployment
Operations & Support

11. The 5000 Model Technology Opportunities & User Needs A B C IOC FOC
Process entry at Milestones A, B, or C
Entrance criteria met before entering phases
Evolutionary Acquisition or Single Step to Full Capability A B C
IOC
FOC
Concept
Exploration
Technology
Development
System
Integration
System
Demonstration
LRIP
Full-Rate Prod & Deployment
Sustainment
Disposal
Critical
Design
Review
FRP
Decision
Review
Concept &
Tech Development
System Development
& Demonstration
Operations
& Support
Production & Deployment
Pre-Systems Acquisition
Systems Acquisition
(Demonstration, Engineering Development, LRIP & Production)
Sustainment
IOC: Initial Operational Capability
FOC: Full Operational Capability
Initial Capabilities
Document (ICD)
Capabilities Development
Document (CDD)
Capabilities Production
Document (CPD)
Validated & approved by
operational validation authority
Relationship to Requirements Process

12. Concept and Technology Integrated Decision Meetings
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, Operation of the Defense Acquisition System
Requirements/Acquisition Process
Enterprise Architecture
New
MS B
CDD
Approved
MS C
MS A D O T M L P F
MDA
Refinement of
Solution Sets RA
CPD
Analysis Of
Capability
Solution
Sets
Concept and Technology
Development
ICD
MDA RA
Ongoing Mission
Area Analysis
Demo
MDA
SDD
LRIP RA
FRP
Demo
Increment 1
Demo
MS B
MS C
LRIP
Doctrine, organizations, training, materiel, leadership, personnel & facilities
FRP
Demo
Increment 2
Demo
MS B
MS C
LRIP
FRP
Demo
Increment 3
Oversight
Acquisition
Integrated Decision Meetings
Requirements

13. Joint Capabilities Integration and Development System (JCIDS)
Overarching Policy
NSS/NMS/Joint Vision
ICD - Initial Capabilities Document
CDD - Capability Development Document
CPD - Capability Production Document
Joint Concept of Operations
Functional
Area Analysis
Functional Area
Functional Concept
Integrated Arch
Feedback D O T M L P F
Materiel
Process
Analysis
of Materiel
Approaches
MS B
MS A
MS C
DOTLPF
Process
FCB
CDD 2
CPD
AoA
JROC
DAB
Concept
Refinement
ICD
Technology
Development 1
JROC
DAB
Increment 1
JROC
Demo 3
IOC
DAB 2
MS B
MS C
1 - Concept Refinement Decision
2 - Critical Design Review
3 - Full Rate Production Decision
Demo
Increment 2 3

14. Service or Other Input to the FCB
Input Source
Overarching Policy
NSS/NMS/Joint Vision
ICD/CDD/CPD
CDD
CPD
Joint Concept of Operations
JCPAT
Review
FCB
Functional Area
Functional Concept
Integrated Arch
Gatekeeper
Functional Area Analysis
JROC Interest
Joint Impact
Functional
Needs
Analysis
JROC Interest
JROC/ DAB D O T M L P F
Joint
Integration
Analysis
of Materiel
Approaches
Materiel
Process
Alternative 1
ICD 1
AoA
Independent
Alternative 2
DOTLPF
Process
Joint Impact
FCB/ Component
Interoperability
Certification
MDA
ICD
Source
Requirements
Process
Additional FCBs
1 - Concept Refinement Decision

15. OUTLINE The CHALLENGE DAU Performance Learning Model
DoD 5000 to CJCS changes
Understanding of Risks in this business
DAU Performance Learning Model
DAU Courses – PMT-250, others
DoD AT&L Knowledge Sharing System
PM Community of Practice (PMCOP)
Risk Community (go through the site)
Transition from pilot at Navy ARO to DAU

16. DAU Performance Learning Model
A Structured Approach to Organizing AT&L Intellectual Capital
Executive
Job Experience
Level 3 DAWIA Certification
Communities
Of Practice
Performance
Support
Job Experience
Level 2 DAWIA Certification
Job Experience
Level 1 DAWIA Certification
DAU’s principle mission is to provide the formal certification training for some thirteen different career paths. This, in addition to our Executive training, does an exceptional job in developing our intellectual capital in the class room and on-line in our distance learning courses. We are presently in the process of restructuring our certification courses to improve the content, and intellectual capital of the courses, and present more challenging problem solving activities to the learner.
The additional elements of our new Performance Learning Model provide for lifelong support to our enterprise workforce. Between formal DAU training and while on-the-job, DAU now provides the workforce with on-line continuous learning courses, on-line knowledge communities and personalized or team performance support.
The major leveraging of DAU’s intellectual capital comes from taking formal curriculum learning objects, called sharable learning objects, and offering them up for job performance support through various on-line products. In the classroom these products are used to enrich and support the formal course activities. In this way we try to “train as we fight, and fight as we train”.
DAU is building a multi-faceted set of on-line products to both provide access to our intellectual capital and capture workforce expertise through on-line knowledge communities.. Next slide please!
Continuous Learning
DAU Performance Learning Model

17. DAU’s Learning Paradigm Shift
Instructor Centric
Student
Instructor
Student
Learner Centric
(Knowledge Seekers)
Student
Student
Other Universities
& Organizations
Instructor
Library Resource Center
Class
Experts
Learner
Communities of Practice
Internet products
XXX.dau.mil 13

18. DAU PM Tool Kit Feb 2002

23. DoD AT&L Knowledge Sharing System
New Policy
DoD AT&L Knowledge Sharing System
Expands upon and replaces DoD Desk Book
DAU 5000 Resource Center
Guidance and Contacts
All of these on-line products are being offered up to the workforce through a new Knowledge Sharing System gateway. This system is replacing the Defense Acquisition Deskbook which was DoD’s first attempt back in 1995 to capture its intellectual document capital in a single database.
This gateway will be a virtual clearing house of acquisition intellectual capital, providing access to “golden sources” of knowledge; and experts collaborating to expand upon and develop more intellectual capital.
New Gateway to
Policy, Processes, Tools and Experts
Career Field and Business Process
On-Line Knowledge Communities

26. OUTLINE The CHALLENGE DAU Performance Learning Model
DoD 5000 to CJCS changes
Understanding of Risks in this business
DAU Performance Learning Model
DAU Courses – PMT-250, others
DoD AT&L Knowledge Sharing System
PM Community of Practice (PMCOP)
Risk Community (go through the site)
Transition from pilot at Navy ARO to DAU

27. PM Community of Practice
Why
OSD-championed, DAU partnership
Business process oriented, PM-selected communities
Concentrated on ACAT program team performance
Who
Total acquisition workforce, Open to industry
Leadership, experts, practitioners, peers
What
Collaboration forums
Information, knowledge, expert, and peer search
Performance centered learning
FAQs, tools, templates, resources, references
How
Practitioner driven
Evolutionary development
Desktop compatible, web-based, server based
Maximize leverage of other efforts & investments
Measure progress towards organizational & cultural change
How can ARO help?
Navy Small Bus Impr Plan: KM portal for small business info
Link up with our PM community of practice
Risk management
Systems engineering
Contracts management - ABM link
Total ownership cost
Combat brain drain: acq workforce retirement eligibility
50% by 2005
75% by 2008
4 December 2002

28. Community Build Maturity Model
Functionality
&
Performance
Advanced Portal
Help Others
Get Our
Job Done
Collaboration
Find Members
Advanced Search
Mentoring
Building Trust
Content Audit
Contribute
Community Building
Publish
Facilitation
Feedback
Help Me
Get My
Job Done
Register
Community
Responsibility
Search
Surfer
Member
SME
Leader
Champion
4 December 2002

29. KM Lessons Learned
Need support from the top … LEADERS MUST USE IT/PARTICIPATE
Focus on community development … PEOPLE
Must earn support from the bottom up … MUST SHOW VALUE
Target business needs/objectives up front … HIGH PAYOFF TARGET
Need a facilitation team … MUST HAVE BELIEVERS
Audit knowledge sources … LEVERAGE EXISTING SOURCES
Use spiral development … EVOLVE
IT is only part of the solution
Start with a quick win … start small & build
Assess organizational culture and acceptance
Let the community … experts … determine requirements
Keep it simple … consistent navigation and feel
Place a name to every contribution … assign responsibility
Database driven … facilitates capture/reuse
KM is cost effective ... but, requires an investment
This is a 3-5 year cultural change process
BUILDING A KM PROGRAM IS NOT EASY OR CHEAP!
4 December 2002

30. Risk Management Community Objectives
Build a robust online community of risk management professionals
Leverage community expertise to improve the performance of RM tasks, questions and problems
Integrate fundamental learning content with practitioner developed knowledge assets to improve performance

31. Risk Management Community “Entice, Excite & Engage”
The essence of this community is its members
Develop and Evolve RM Community direction based on community needs and concerns
Expand Risk Management community by reaching out and interacting with potential members
Conferences, presentations, brochures, website, phone calls, s, interviews, assistance to community members, trinkets, word of mouth
Cultivate community interaction through PMCoP Site, Contributions, Discussions, Community Meetings

32. Risk Management Community Identified Tasks
 Planning Tasks
Develop and document a well organized risk strategy
Determine Methods to implement the risk management strategy
Create a Risk Management Plan
Assessment Tasks
Identify Risk Events
Conduct Risk Analysis
Perform a Performance/Technical Assessment

33. Lessons Learned Cultivating a Cop
Hard to track in database driven web sites
CRM Systems critical for effective metrics of KM Community based sites
65% of overall effort spent community building
Real relationships are the key
Objective is more important than the plan

34. Transition from Pilot to DoD AKSS
 Transition in progress...next 6 months
Use (AKSS)
(PMCOP)
Continue integration into Learning Model
Come join and use and/or contribute
My vision…
Functional + Process + Program COPs
Expanded Industry/DoD/other partnerships