Track Session & Concurrent Breakout Group Descriptions
TRACK SESSION DESCRIPTIONS
Track Session A
Track Session B
Track Session C
Track Session D
CONCURRENT BREAKOUT GROUP DESCRIPTIONS
Group 1: Human Capital Strategic Planning (Identifying the goals and strategies to conduct effective workforce planning)
Group 2: Improving Execution of Evolutionary Acquisition Through the Coordinated Use of Combined Testing
Group 3: Software Intensive Systems - Systemic Issues
Group 4: Manufacturability and Sustainment Aspects of the Tech Transition Process
Group 5: Technology Transition Mechanisms in DoD and Industry for EA
Group 6: A Practical Guide to Integrated Acquisition and Logistics
Group 7: Corrosion Prevention and Mitigation - Proposed Action Plan
TRACK SESSION 1A
Joint Capabilities Integration and Development System (JCIDS), CJCSI 3170.01C
Leader: Capt Jeff Gernand, J-8/RAD
The current Requirements Generation System frequently produces stovepiped system solutions that are not necessarily based on the future capabilities required by the joint warfighter. Acquisition decisions are typically made from a single system perspective, without the benefit of considering impact to interrelated systems. A future capabilities and acquisition process should support programmatic decisions based on how we will fight across the spectrum of war. Operational concepts and integrated architectures provide the construct for analysis and the tools to support an integrated and collaborative process... How will the revised CJCSI 3170.01 support the transition to this future capabilities and acquisition process? This Tutorial presentation will provide the answers!!
TRACK SESSION 2A
Discussion on Open Architecture and Navy’s Push in That Direction
Leader: CAPT Thomas Strei, PEO Integrated Warfare Systems
The Open Architecture (OA) initiative provides for a single Navy-wide functional architecture that is extensible and scalable in function, capacity, and workload to meet Joint warfighting requirements, enabling us to develop and evolve common warfare applications, services, and computing resources one time rather than independently in multiple program offices.
-- OA – What is it?
Business
Technical
-- Background of the Navy OA effort
Why we must shift to OA
-- The Navy OA Enterprise Effort
New Programs
Legacy Systems
-- Implications in the Joint Arena
-- Summary and Way Ahead
TRACK SESSION 3A
Operational Testing "From Pass/Fail Method to Capability Limitations"
Leader:
POC: Mr. Tom Carter, DOT&E and Mr. Skip Hawthorne, DPAP
TRACK SESSION 4A
Earned Value Management Issues and Challenges
Leader: Mr. Andrew Yoo, DCMA
DCMA was assigned Executive Agent for Earned Value Management (EVM) in December 1995. This transfer of responsibility, coupled with the responsibility for verifying contractor compliance with the DoD Cost/Schedule Control Systems Criteria in October 1996, signified more than a transfer of function. It symbolized a transformational change.
EVM is recognized as an important tool for program managers and senior acquisition decision makers. To emphasize its importance, DoD challenged industry to define the attributes of a meaningful Earned Value Management System. Recently, several programs have received increased attention from senior acquisition decision makers. While EVM information has been a source of insight, it has produced less than credible information in some cases.
This workshop will address some of the issues and successes associated with the transfer of ownership; dispel some myths; provide a look toward the future; address current EVM issues observed throughout the supplier base; and address the challenges facing acquisition professionals when suppliers’ systems do not provide credible information.
TRACK SESSION 1B
Improving Execution of Evolutionary Acquisition Through the Coordinated Use of Combined Testing
Leader: Mr. Jeff Bobrow, Project Director, Commander, Operational Test & Eval Force (COMOPTEVFOR)
This tutorial will examine the use of combined contractor test, government developmental test and operational test in evolutionary acquisition. Representatives from industry, NAVAIR and COTF will discuss the merits and risks of using combined test efforts to accelerate the delivery of capabilities to the warfighter. Some of the issues addressed will include:
- Contracting challenges for contractor total system performance testing, requirements office involvement in the test IPT process and cultural barriers in the test community
- Benefits of combined testing in EA - spirals, increments
- Issues facing testing in EA environment
- Principles of Combined Testing
TRACK SESSION 2B
Engineering Manufacturing Readiness Levels (EMRLs)
Leader: Dr. Thomas D. Fiorino, Andrulis Corporation
DoD acquisition policy does not require the capture of design and manufacturing knowledge or sufficiently specific criteria/metrics to enter system integration and demonstration (milestone B) and production (milestone C) phases. EMRLs provide the framework with specific criteria and metrics to capture design and manufacturing knowledge for product development, demonstration and production.
TRACK SESSION 3B
Testing the Ballistic Missile Defense System (BMDS)
Leader: COL John A. Como
This tutorial will focus on the Testing process for the Ballistic Missile Defense System (BMDS): BMDS is one of the first DoD systems to be acquired using the Capabilities Based Acquisition process. BMDS is comprised of eight programs/elements that, in a layered approach, address the threat posed on the United States and its friends and allies from Ballistic Missiles. The BMDS testing process uses component, element, and system test programs for verification of total system capabilities.
TRACK SESSION 4B
Section 804: Implementing a Software Acquisition Process Improvement Program
Leader: Ms. Kristen Baldwin, OUSD(AT&L) Software-Intensive Systems
TRACK SESSION 1C
Transitioning S&T Projects to Acquisition Programs -- Processes Used/Developed to Accommodate a Seamless Transition
Leader: Dr. Mike McGrath, DASN(RDTE)
Transitioning S&T project to acquisition programs and the processes used/developed to accom-modate a seamless / transparent transition from a science project to a major acquisition program. The panel will include the S&T and acquisition members of a Future Naval Capabilities (FNC) IPT, N7 (reqmts) and Fleet reps, outlining various transition mech-anisms, showing where FNCs fit in (as compared to ACTDs, CTTO, SBIR), lessons learned, and issues in transition.
TRACK SESSION 2C
Aging Aircraft Initiative
Leader: COL Michael Carpenter
TRACK SESSION 3C
Innovation at MDA -- Means of Implementation: Lesson Learned
Leader: Mr. Rob Brown, MDA
The SECDEF gave the Director, MDA, broad authority and responsibility across the entire DoD missile defense mission area to manage all goals and requirements setting, systems development, and initial production and fielding as a single Major Defense Acquisition Program (MDAP) – the Ballistic Missile Defense System (BMDS). Most mission areas have multiple users, disparate requirements development activities, and a multitude of separate acquisition programs designed and developed to address specific niches for that mission area. The Ballistic Missile Defense program is structured not only to enable the setting of goals, investment priorities, and monitoring progress at the mission-area level - across the entire BMDS - but also to reduce capability fielding and management decision cycle times. Consequently, the BMDS Program Director (the Director, MDA) enjoys the freedom to optimize BMD outcomes rather than just the products or outputs. This presentation examines approaches the MDA has taken and provides examples of the benefits as well as the difficulties encountered.
TRACK SESSION 4C
Human Capital Strategic Planning (Identifying the goals and strategies to conduct effective workforce planning)
Leaders: Ms. Peggy Mattei, Office of Defense Procurement and Acquisition Policy (Acquisition Education, Training and Career Development) OUSD (AT&L)
In today's environment of workforce reductions and retiring "baby-boomers", human capital strategic planning can be the key to achieving a workforce with the right person with the right skills in the right place at the right time with the right pay. In October 2002, the Under Secretary of Defense for Acquisition, Technology and Logistics directed strategic planning for the civilian workforce within the AT&L community. In this session, we will discuss the goals and the strategies that organizations can use to implement workforce planning. We will also discuss the barriers to conducting workforce planning and identify where OSD(AT&L) can help in the process.
TRACK SESSION 1D
The Role of Warfighters in Articulating Sustainment Requirements
Leader: Mr. Randy Fowler, DAU; CAPT Pete Eltringham, USN (Ret), Director, Operational Logistics Programs Anteon Corporation
TRACK SESSION 2D
How to Improve Your System and Save Money Too Through Value Engineering
Leaders: Ms. Nannette Ramsey, U.S. Army Materiel Systems Analysis Activity and Mr. Bill McAnnich, U.S. Navy
Worried about rising costs? Obsolescence issues haunting you? What do you do? This presentation will show you how you may be able to affect a net increase in your program funding to buy additional equipment or services, increase readiness and resolve obsolescence issues. Here is how the Enhanced Position Location Reporting System and Tomahawk Program managers did it! Over the last four years, the PM EPLRS has successfully implemented 3 Value Engineering Change Proposals with Raytheon. Each of those proposals resolved obsolescence problems, reduced the logistics chain and saved millions of dollars which the PM was able to reinvest where he needed it. This presentation will provide a tutorial on how the successful partnership and pursuit of these efforts was initiated. It will explain the process used to evaluate and implement the VECP and provide the current guidelines and opportunities with regard to using VECPs to reduce costs and pursue some system improvements. It will explain how do use VECPs in the Performance Spec environment.
Contractor pre-sells the VECP, identifies the change, establishes PM interest and continues to communicate with PM throughout effort. Contractor identifies interface issues. Work with PM through testing considerations. PM uses concurrent process with stakeholders to expedite processing for impact on greatest number of units. Chief of Naval Operations said Tomahawk cost too much at $1.4 M each. PM used share line in the contract and Raytheon used in house IPT to work with PM and bring down cost to less than $569K per missile... This will describe the process they went through and the vehicle they used to accomplish this.
TRACK SESSION 3D
UID Codes & Purchase Cards
Leader: Ms. LeAntha Sumpter, DPAP
TRACK SESSION 4D
Easing the Funding Gap in Transitioning ACTD's to Funded 5000 Level Programs
Leader: Mr. Tim Harp, Assistant Deputy Under Secretary of Defense Innovation and Technology Integration
TRACK SESSION 5D
Software Best Practices: Benchmarking to the Software Acquisition Capability Maturity Model (CMM)
Leader: Mr. Frank Doherty, PEO C4I, & Gary Wang, PM, Naval Combat Surveillance Systems, Space and Naval Warfare Command (SPAWAR)
This presentation will cover the experience of Naval Electronic Combat Surveillance Systems Program Office (PMW 189) in addressing fundamental software weaknesses in both the program office and its associated contractors. We will include recommendations of the most recent DSB study on improving software management on DOD programs. After a risk review of PMW 189 programs, the program office identified software as highest risk, driving cost and schedule. The program office embarked on a planned out effort to become pro-active in the management of software harnessing best practices to address software management deficiencies. The approach has worked. The program office become a model for programs learning how to effectively manage software. The PMW 189 programs and contractors have benefited significantly from these practices. The presentation will cover both the practices and implementation approach. Content of brief will include:
- Process improvement requirements
- Selected approach
- Objectives for each improvement effort
- Subjective and analytical results
- Recommendations
- Generating an Improvement Plan
- Implementation by Phase
- Lessons Learned
- Roadmap to the Future
GROUP 1
Human Capital Strategic Planning (Identifying the goals and strategies to conduct effective workforce planning)
Location: TBA
Government Co-Chair: Mr. Ric Sylvester, Deputy Director, Acquisition Workforce and Career Management
Expected outcome: New direction to ensure functional area managers are involved in HCSP decision process
In today's environment of workforce reductions and retiring "baby-boomers", human capital strategic planning can be the key to achieving a workforce with the right person with the right skills in the right place at the right time with the right pay. In October 2002, the Under Secretary of Defense for Acquisition, Technology and Logistics directed strategic planning for the civilian workforce within the AT&L community. In this session, we will discuss the goals and the strategies that organizations can use to implement workforce planning. We will also discuss the barriers to conducting workforce planning and identify where OSD(AT&L) can help in the process.
GROUP 2
Improving Execution of Evolutionary Acquisition Through the Coordinated Use of Combined Testing
Location: TBA
Industry Co-Chair: Mr. Barry Breindel, Aerojet
Government Co-Chair: Mr. Jeff Bobrow, Project Director, Commander, Operational Test & Eval Force (COMOPTEVFOR)
Expected outcome: Elicit ideas from the audience on methods of improving test efforts while managing the risks associated with this test philosophy
Representatives from industry, Naval Air Systems Command and Commander, Operational Test and Evaluation Force will provide a panel to discuss the merits and risks of using combined test efforts to accelerate the delivery of capabilities to the warfighter. Some of the issues addressed will include: Contracting challenges for contractor total system performance testing, requirements office involvement in the test IPT process and cultural barriers in the test community. The goal of the panel discussion is to elicit ideas from the audience on methods of improving test efforts while managing the risks associated with this test philosophy.
GROUP 3
Software Intensive Systems - Systemic Issues
Location: TBA
Industry Co-Chair: Dr. Robert Charette, ITABHI Corporation
Government Co-Chairs: Mr. John J. McGarry, TACOM-ARDEC
Ms. Kristen Baldwin, OUSD(AT&L) Software-Intensive Systems
Topic Importance
The Department of Defense faces complex acquisition and technical issues across its program base, issues that significantly impact overall program performance. Many of these issues are directly related to software development, a critical component in the success of interoperable Software Intensive Systems (SIS). As DoD systems grow larger and more complex, the number and inter-relationships of issues that can negatively impact overall technical and management performance increase significantly. Under the sponsorship of OUSD (AT&L) and the services, DoD through the Tri-Service Assessment Initiative (TAI) has implemented an integrated Enterprise SIS issue identification and analysis process based on the independent and objective assessment of multi-service software-intensive acquisition programs.
This session will provide the results of OSD's TAI "Cross Program" systemic issue analysis - i.e., what enterprise and program technical and managerial issues are recurring across the DoD program base and are negatively impacting program success. These results quantify the key concerns facing DoD enterprise and program managers. This session will also provide a forum for PEO and Program decision makers to review the overall issue analysis results, address new and emerging issues, to relate globally identified issues to their particular programs, and to provide input on possible corrective action strategies.
Focus Areas
- Program Acquisition and Technical Issue Identification and Awareness. Many DoD programs must contend with recurring technical and management issues across the system life cycle. Enterprise expectations, assumptions and constraints, and the overall development capability of the program team, interact to impact the cost, schedule, and technical performance of all software intensive programs. The audience will be provided with the results of OSD(AT&L)'s quantification and analysis of recurring program issues. The audience will be then asked to discuss their acquisition experiences with the OSD's "cross-program" analysis team. Through this dialog, the audience will gain a better understanding of those performance issues most likely to impact their programs, and an understanding of key lessons-learned from previous programs.
- Emerging Acquisition Issues. The DoD is currently implementing significant changes in acquisition policy and direction. These changes place an increased responsibility on Service and Program decision makers for the incremental and final performance of their programs. The audience will be provided with a summary of new and emerging acquisition issues related to the changing technical, policy, and legislative environments, and will be asked to participate in discussions to help identify impacts and possible mitigation strategies as well as other emerging areas of concern.
- Prospective Solution Strategies. With a better understanding of the existing and emerging issues that may impact the performance of their own programs, the audience will be asked to offer and discuss, based on their experience and successes, prospective approaches for mitigating or correcting the issues identified above. They will be asked to help prioritize those issues that have the most impact on their programs, and to consider integrated management/technical solutions to the inherent risks and problems that they face.
Audience should come prepared to discuss one or more of the following:
1. Experience with those acquisition and technical issues that have materially impacted the performance of their programs.
2. Past issue mitigation approaches employed to solve issue related risks and problems and an evaluation of the success of those approaches.
3. Information needs that, as a decision maker, would be useful in helping to identify, avoid, or mitigate program acquisition and technical issues.
Expected Outcome
The overall outcome for the PEO and Program management participants of this session will be a better understanding of the issues facing them as acquisition decision makers, an understanding of how these issues inter-relate in the context of a program's execution, and steps that may be taken to mitigate their impact.
The workshop is expected to provide the Acquisition leadership with:
- An understanding of what critical recurring systemic management and technical issues are currently affecting DoD programs
- Potential corrective actions that can be undertaken to eliminate or mitigate the negative consequences of these recurring issues;
- Impacts of existing and emerging program acquisition, management and technical trends on DoD acquisition performance, and suggested alternatives to avoid these impacts from creating program/enterprise problems.
GROUP 4
Manufacturability and Sustainment Aspects of the Tech Transition Process
Location: TBA
Industry Co-Chair: Mr. Herm Reininga, Executive Vice President, Rockwell Collins Inc.
Government Co-Chair: Mr. B. J. Penn, Director, Industrial Base Capabilities and Readiness
GROUP 5
Technology Transition Mechanisms in DoD and Industry for EA
Location: TBA
Industry Co-Chair: Mr. Mark Lister, Senior Vice President for Government Operations,
Sarnoff Corp.
Government Co-Chair: Mr. Tim Harp, Office of the DUSD (Advanced Systems and Concepts)
This breakout group will explore the various technology transition paths available to DoD Program Managers, and methods to maximize opportunities for rapid transition into EA programs. Evolutionary Acquisition Strategies require advanced, but proven technologies, in order to compress development times and accelerate deployment of useful system capability. The Advanced Systems and Concepts (AS&C) office provides oversight and guidance for programs designed to rapidly deliver specific emerging technologies and operational concepts to the Combatant Commanders for use in near-term operations. Additional programs (TIP) have the mission to discover truly transformational technologies and concepts that will change the fundamental nature of our approach to Defense in the future. A panel of DoD and Industry experts will present various transition paths available to PMs, and discuss the capabilities and limitations for each. An area of increasing interest is the funding gaps between system concept demonstrations (such as ACTDs) and a subsequent acquisition program.
The objective of this Panel / BOG is to highlight the most successful technology transition paths for EA Program Managers and to recommend changes to existing Technology Transition programs to better align with Evolutionary Acquisition Strategy Timelines. Barriers to successful transitions will be explored, with potential solutions discussed in the context of non-statutory regulations and practices.
GROUP 6
A Practical Guide to Integrated Acquisition and Logistics
Location: TBA
Industry Co-Chair: Mr. Michael Robinson, The Boeing Company
Government Co-Chair: Ms. Betsy McChesney, DPAP
Objective:
The workshop seeks input from government and industry acquisition professionals on the completeness and usefulness of the guidebook. Workshop participants will be asked to prioritize recommended improvements.
Summary:
Workshop participants will be asked to critique the content of a draft Program Manager's guidebook containing acquisition and support strategies for achieving total systems management. The draft guidebook creates a bridge between new, integrated acquisition and logistics support policies and related tools, resources, and implementation aids for use in weapons systems management. The draft guidebook discusses the key acquisition and support transformation thrusts (capabilities-based requirements, capability-centric acquisition, enhanced performance engineering, dynamic management, best value contracting, end-to-end customer service, and agile sustainment) and cites multiple program implementation examples. Users are guided to "sources of resources" that provide practical "how-to" information on each of the key transformation thrusts. Barriers to full implementation are discussed along with mitigation approaches.
Expected Outcome:
The guidebook will help us achieve Mr. Aldridge's Goal # 1, "Achieve credibility and effectiveness in the acquisition and logistics support process." The examples of successful outcomes provided in the guide will allow Program Managers to link the principles and the policies with real life practical applications.
GROUP 7
Corrosion Prevention and Mitigation - Proposed Action Plan
Location: TBA
Industry Co-Chair: Mr. Cliff Johnson, Director of Public Affairs, NACE International
Government Co-Chairs: Mr. Dan Dunmire, OUSD(AT&L), Director for Corrosion Prevention and Oversight and Mr. Allen Westheimer, GAO
Topic Importance
Under Public Law 107-314 dated December 2, 2002 (Bob Stump National Defense Authorization Act for Fiscal Year 2003), Congress has requested the Department of Defense to address: (SEC 1067) Prevention and Mitigation of Corrosion of Military Equipment and Infrastructure. PDUSD(AT&L) designated a Director for Corrosion Prevention and Oversight to oversee and coordinate efforts throughout DoD to prevent and mitigate corrosion of its military equipment and facilities.
This session will provide the following information:
- Public Law 107-317 requirements
- Summary of GAO findings
- Corrosion Forum's Action Plan results (Conducted 20-22 May 03)
Focus Area
- Solicit Prospective Approaches/Solutions to Implement the Corrosion Forum's Action Plan Results
DoD is required by Congress to submit a Long-Term Strategy report, to reduce corrosion, by 03 Dec 03. During 20-22 May 03, key representatives from the Services, National Association of Corrosion Engineers (NACE) and General Accounting Office (GAO) will conduct a corrosion forum to develop DoD's Long Term Strategy. As planned, the Long Term Strategy will contain several action areas (e.g. Policy, Communications and Outreach, Training and Doctrine, Programs and Projects, etc,.) that are further broken down to objectives and action plan information (e.g. stakeholders, barriers, required resources, metrics, etc,.) that leads to implementation.
The action areas that include the objectives and corresponding action plan information will be briefed to the audience for better understanding of the corrosion issues. The audience will be asked to offer ideas and discuss prospective approaches/solutions on how to best implement the action plans.
Audience should come prepared to discuss one or more of the following:
- Experience in addressing corrosion prevention and mitigation during an acquisition process. (i.e. Policy/Regulations/Instructions/Barriers)
- Familiarity of PMs and Engineers on the subject of corrosion prevention and mitigation (i.e. Qualification and use of new products/source(s) of corrosion information)
- Ideas to support corrosion prevention and mitigation
Expected Outcome
The participants of this session will have a better understanding of the following:
- Corrosion issues as described by DoD corrosion experts, NACE and GAO; and
- The development of DoD's Long Term Strategy report required by Congress.