Competency - DAU



PM RolesPM ActionsPM’s Necessary Product or OutcomeActivitiesAmplifying Steps and GuidanceAM 1 Capability Integration Planning: Ability to develop both a short and long range, innovative acquisition plan/ strategy that provides industry with the frame work for creating functional activities essential to the development of a technology or weapon, and manufacturing and fielding.1.1 Requirements Management1.1.1 Derive feasible program and portfolio requirements from the user capability needs statement and CONOPs per Joint Capabilities Integration and Development System (JCIDS) outputs or functional problem statements (for business systems) to establish the Acquisition Program Baseline (APB).Analysis of Alternatives Report;Economic Analysis (can be part of AoA report)1.1.1.1 Critically assess alternatives that meet user needs1.1.1.2 Participate in and contribute to the customer-led alternatives analysis process1.1.1.3 Evaluate a materiel solution decision based on review of DOTMLPFP documentation. Steps:Review ICD, CDD, CPD, Problem Statement, and /or CONOPSAssess the potential material solutions to ensure operational needs are evaluated for cost, schedule, performance, and risk/opportunity.Develop a working relationship with user counterpartsReferences:DODI 5000.02, Enclosure 9Acquisition Program Baseline1.1.1.3 Develop a program baseline which contain cost, schedule, and performance objectives and threshold values for the approved acquisition programSteps:During MSA phase, work with user to identify cost drivers associated with key AoA decision elements.Manage the trade space between program goals within the bounds of cost, schedule and performance.Ensure user CONOPs are considered during the business case analysis/AoA (Materiel Solution Analysis phase) to understand its impact on system architecture and design factorsUnderstand overall portfolio considerations relative to affordability of program within larger contextWith user, set affordability goals at entry to TMRR phase.During TMRR phase, work with contractor on fine tuning cost and schedule drivers With user, update affordability assessment to establish affordability caps for development and life cycle.1.1.2 Implement a process, in coordination with the user, to create and manage program requirements baseline (including interfaces) across the program life cycle System Performance Requirements (e.g., SRD, TRD, PRD)Interface agreement documents and interface specifications (various titles used)1.1.2.1 Translate user requirements in Initial Capabilities Document (ICD), Capabilities Development Document (CDD), Capability Production Document (CPD), and CONOPS into performance-based requirements for use in development, production, and sustainment solutions.1.1.2.2 Establish and maintain interface management agreements and technical interface specifications with all program offices/support offices for interfacing systems (both incoming and outgoing interfaces). 1.1.2.3 Implement performance requirements changes or interface specification changes using established configuration management process in response to changes to user needs, design trade-off analyses, interface changes, funding changes, and supportability concerns.Steps:1. Identify all potential interfaces for the selected program architecture 2. Identify the products and services provided and received from the various interfaces3. Chair a working group to ensure all interfaces are defined and able to provide / receive the data / products provided References:DoDI 5000.021.1.3 Establish a time-sensitive process for implementing requirements changes resulting from emerging intelligence information or other sources.Configuration Steering Board Decision1.1.3.1 Establish and conduct recurring interface with Intelligence Community for timely mission threat and cyber threat updates relevant to program/portfolio.1.1.3.2 Monitor the requirements management process, in consultation with user, to synchronize the latest threat information to maintain operational relevance of the materiel solution or services.Steps:1. With the user, establish Critical Intelligence Parameters that enables the program to focus intelligence assessments on driving factors in between STAR updates IAW. 2. When beneficial, conduct periodic reviews with intel sources at Service and DoD level to maintain currency of threat assessments for program3. As changes in threat emerge, establish end-to-end process, in coordination with user, to adapt program performance-based requirements and test planning, as well as associated changes to contract and cost/schedule.References:DoDI 8500.21.1.4 Identify and articulate rapid response situations, and understand the unique documents and procedures needed to support urgent warfighter needsRapid Acquisition Strategy1.1.4.1 Evaluate the urgent warfighter need in the context of rapid acquisition response.1.1.4.2 Prepare (or assess) the strategic plan needed to deliver the needed capability to the warfighter as defined in an urgent user requirement.Steps:Establish assessment criteria for rapid response situations.Establish single pass review of requirements documents for urgent/rapid fielding efforts.References:DoDI 5000.02, enclosure 131.1.5 Guide the requirements process together with the user to meet “customer needs” and support decisions in the context of system of systems architecture System ArchitectureConfiguration Control Board (CCB) Directives1.1.5.1 Identify system of systems implications and interoperability impacts when making program level requirements decisions or changes. 1.1.5.2 Through interface control agreements, ensure interface partners to include your program(s) in their configuration control process.Steps:Ensure current system-of-systems architectural views (System Views) are co-developed with the user and are available to support requirements analysis.As changes in architecture emerge, establish end-to-end process, in coordination with the user, to adapt program performance-based requirements and test planning as well as associated changes to contract and cost/schedule.Note:Architectural views are based on most recent Department of Defense Architecture Framework (DODAF).1.1.6 Incorporate best practices in trade-off analysis and system engineering to make requirements related program decisions Functional Trade Study (or needs analysis)AoA, Design Trade StudyConfiguration Steering Board (CSB)1.1.6.1 , Manage (and/or evaluate) a Departmental/Agency effort aimed at identifying, assessing and prioritizing needed mission-oriented Agency capabilitiesSteps:Execute this task as part of an interdisciplinary team of functional SME's 3.Ensure that functions are balanced with the designated interface requirements, required equipment, functional partitioning, requirements flow down, and configurations items.Define a preferred set of performance requirements that satisfies identified functional interfaces. References: DoD 5000.02 Enclosure 31.1.7 Implement the DOD Information Enterprise ArchitectureDocumented Program Architecture1.1.7.1 Develop solutions architectures that comply with the DoD Information Enterprise Architecture, applicable Mission Area and Component architectures, and DoD Component architecture guidance.1.1.7.2 Leverage Cloud Computing in coordination with DISA1.1.7.3 Leverage Enterprise Software Licenses1.1.7.4 Obtain prior approval from the DoD CIO to fund Data Center IT effortsSteps:Ensure the DoD Information Enterprise Architecture underpins all information architecture development to realize the Joint Information Environment.Ensure the program's solution architecture defines capability and interoperability requirements, establishes and enforces standards, and guides security and cybersecurity requirements.Consider utilizing resources from the DOD Enterprise Software Initiative (ESI)Ensure DoD CIO approval is received before obligating funds for any Data Center IT (a DOD Data Center Consolidation requirement).Secure the approval request to obligate funds is signed by the Component CIO and includes a completed request for the Authorization of Funds for Data Centers and Data Server Farms, as applicable.References:DoDI 5000.02, Enclosure 11 Office of Management of Budget Exhibit 53The Defense Federal Acquisition Supplement (DFARS) subpart 208.74 OMB Policy Memorandums M-03-14, M-04-08, M-04-I6 and M-05-25Section 2867 of P.L. 112-81i1.2 Acquisition Program Strategic Planning1.2.1. Develop and document the organization's mission, vision of success, and fundamental values as they relate to achieving successful acquisition outcomesStrategic Plan1.2.1.1 Develop and document the organizational strategy required for a program (and/or portfolio of programs) to develop a desired capability Steps:1. Explore program(s) and associated environment for emerging threats, risks and opportunities.2. Determine the current and future priorities of targeted customer/user segments.3. Analyze the organization’s strengths and weaknesses.4. Identify and evaluate alternative strategies for success.5. Develop an advantageous approach that will lead to success.6. Establish clear and compelling goals and objectives for the organization/program.7. Prepare prioritized plans to implement the strategy.8. Establish supportive organizational structures, decision processes, information and control systems, and hiring and training systems.9. Allocate resources to develop critical capabilities.1.2.2 Derive an acquisition program baseline Acquisition Program Baseline1.2.2.1 Develop and defend an achievable Acquisition Program Baseline (APB) consistent with user needs, cost, schedule and technical risks/constraints, and the long-term interests of the organizationSteps:Research the program requirements for objective and threshold values for schedule, cost, and performance.Align resources and determine achievable measures for cost, schedule and performance.Monitor programs against the established dates / objectives.4. Report a program ABP at a milestone review or SAE review.5. Identify when an APB modification or update is required.References: DoDI 5000.02, Enclosures 1 and 21.2.3 Frame an Acquisition Strategy that addresses the JCIDS requirements given the PPBES resourcing constraints and relevant risks & opportunitiesAcquisition Strategy1.2.3.1 Plan and document the distribution of resources required for an acquisition program to effectively manage the trade space between program objectives and thresholds within the bounds of cost, schedule, and performanceSteps:In coordination with the PCO, document management strategies to meet program objectives while balancing cost, schedule and performance.Document the context for opportunities & risks to include drivers, impacts, assumptions, and key questions.References:DoDI 5000.02OSD Acquisition Strategy writing guideAcquisition Strategy1.2.3.2 Communicate the Acquisition Strategy goals and objectives to the program Key Leadership Personnel for incorporation into supporting technical, financial, and contract planning documents.1.2.3.3 Assess and document the impact of international elements and/or the incorporation of international participation in the acquisition strategySteps:1. Develop, or contribute to the preparation of, an Acquisition Strategy2. Identify risk mitigation strategies to reduce program risk to an acceptable level3. Identify exploitation techniques for identified opportunitiesReferences:DoDI 5000.02, Enclosures 1 and 21.2.4 Crosswalk and validate supporting technical, financial, and contract planning documents against the Acquisition Strategy goals and objectives.System Engineering (SE) Plan1.2.4.1 Develop a technical management strategy for program execution that is linked to the acquisition strategy.Steps:As the program’s blueprint for the conduct, management, and control of all technical activities, the SEP captures decisions made during the technical planning process and communicates objectives and guidance to program personnel and other stakeholders. Ensure the SEP defines the “who, what, when, why, and how” of the SE approach.Explain the impact of DoD Science and Technology (S&T) activities on systems engineering, particularly requirements identification and fulfillment, to successfully transition from S&T efforts to an acquisition.References:DoDI 5000.02, Enclosure 3Test and Evaluation Master Plan (TEMP)1.2.4.2 Develop a test and evaluation strategy for program validation that is linked to the acquisition strategy.Steps:1. Oversee the development of a comprehensive Test & Evaluation Master Plan. Among other things, ensure test objectives are sound and the schedule is executable.2. Validate the contents of a comprehensive Test & Evaluation Master Plan.References:DoDI 5000.02, Enclosures 4 and 5Life Cycle Support Plan(LCSP)1.2.4.3 Develop a fielding/sustainment strategy for Life-cycle Product Support in a supply chain context linked to the acquisition strategy.Steps:1. Analyze the data required to design, manufacture, and sustain the system as well as to support re-competition for production, sustainment, or upgrade.2. Demonstrate the ability to work with the user to document performance and sustainment requirements in performance agreements specifying objective outcomes, measures, resource commitments, and stakeholder responsibilities.References:DoDI 5000.02, Enclosure 6Program Protection Plan (PPP)1.2.4.4 Develop a program protection strategy that is consistent with the goals and objective of the program acquisition strategy.Steps:Validate that the key elements of the PPP are consistent with technical considerations of the acquisition strategy. This includes technical maturity and technical risk considerations.Ensure that financial considerations within the acquisition strategy reflect program protection plan requirements.Ensure that the contract strategy reflects any unique PPP considerations as appropriate.References:DoDI 5000.02, Enclosure 3Intellectual Property Strategy 1.2.4.5 Forecast the long-term needs for technical data rights and specify how the program will provide for rights, access, or delivery of technical data the government requires for the system’s total life cycle sustainment.1.2.4.6 Develop a business case analysis calculation, conducted in concert with the engineering tradeoff analysis that outlines the approach for using open systems architectures and acquiring technical data rights. 1.2.4.7 Develop a contract strategy for the future delivery of technical data and intellectual property rights not acquired upon initial contract award.Steps:1. Ensure the strategy considers baseline documentation data, analysis data, cost data, test data, results of reviews, engineering data, drawings, models, and Bills of Materials (BOM), and other information as appropriate. 2. Include analysis of data needs to implement the product support life cycle strategy including such areas as materiel management, training, Information Assurance protection, cataloging, open architecture, configuration management, engineering, technology refreshment, maintenance/repair within the technical order (TO) limits and specifically engineered outside of TO limits, and reliability management.Reference: DoDI 5000.02, Enclosures 1, 2, 3, and 61.3 Business Case Development1.3.1 Evaluate the merits and associated trade space of two or more potential solutionsBusiness Strategy1.3.1.1 Develop and evaluate acquisition management actions when reviewing two or more solutions to a user need.1.3.1.2 Provide recommendations for Agency selection of materiel/non-materiel courses of action relative to satisfying the capability gap.1.3.1.3 Develop and assess input for consideration at the Services Configuration Steering Board.Steps:1. Review the APB requirements and KPPs.2. Determine the trade-offs for performance levels in terms of cost and schedule savings.3. Demonstrate ability to critique and choose requirements trade-offs.4. Evaluate acquisition management alternatives when provided by two or more Department/Agencies within federal government. Reference: DoDI 5000.02, Enclosure 8AM 2 Acquisition Law and Policy: Ability to apply and integrate policies, DoD agency functions, DoD initiatives, appropriate laws, Executive Branch/DoD regulations and commercial practices, and contractor/ subcontractor relationships such that program goals are efficiently achieved.2.1 Acquisition Policy and Best Practices2.1.1 Apply current acquisition policy and best practices to products and processes in each phase of the Defense Acquisition Management System to enable sound acquisition management decisionsPlan of Action and Milestones2.1.1.1 Apply (or evaluate application of) current acquisition guidance and best practices to products and processes in order to meet program requirements.2.1.1.2 Incorporate peer reviews as part of routine review process for acquisition plans and implementation products (e.g., business case analysis, acquisition strategy AS, SEP, RFPs).Establish internal review processes to assess and tailor acquisition policy to the needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.Ensure team members are trained in acquisition policy.Instill a culture of peer review, starting with review outline of all program plans/acquisition documents, before narrative is written, to infuse best practices and tailoring into body of work. Establish process to set up and provide follow through on peer recommendations during peer reviews (from meetings, or written comments)Participate on peer reviews for sister programs, to establish culture of reciprocity and collaboration.Reference: DoDI 5000.022.2 Contractual Laws, Regulations, and Obligations2.2.1 Describe conditions that shape whether or not business is conducted in accordance with all applicable laws, regulations and contractual obligations to ensure boundaries are understood for effective program managementSummary of contract compliance review 2.2.1.1 Validate that the selected contracting strategy and implementation complies with the applicable laws and guidelines.Steps:Establish internal review processes to assess and tailor contracting policy to needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.Ensure team members are trained in contracting policy.Instill a culture of peer review, starting with review outline of all program plans/acquisition documents, before narrative is written, to infuse best practices and tailoring into body of work. Participate on peer reviews for sister programs, to establish culture of reciprocity and collaboration.Reference: DoDI 5000.02 DFAR2.3 Financial Management Laws, Directives, and Policies2.3.1 Translate Congressional language / direction into program specific directionSummary of finance compliance review2.3.1.1 Validate the selected financial strategy and implementation complies with the applicable laws and guidelinesSteps:Interpret Congressional guidance applicable to Department/Agency financial policies and directives regarding the program.Establish internal review processes to assess and tailor financial/budget policy to needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.Ensure team members are trained in financial management policy.Instill a culture of peer review, starting with review outline of all program plans/acquisition documents, before narrative is written, to infuse best practices and tailoring into body of work. Participate in reviews for sister programs, to establish culture of reciprocity and collaboration.Reference: PL 101-576 Chief Financial Officers ActCapital Planning and Investment Control (CPIC), Business Case Analysis (OMB A-94), including requirements of common component architecture (CCA), OMB A-11 (budget submits) (with Exhibits A-53 and A-300 (Section 7 of A-11)) OMB A-130 (IT resources)DoDI 5000.022.4 Program Support Laws, Directives, and Policies2.4.1 Implement, as appropriate, statutory guidance/law and Title 10 direction regarding organic depot support (e.g., 50/50 law, core workload, etc.).Summary of program support compliance review2.4.1.1 Validate that the selected program support strategy and implementation complies with the applicable laws and guidelinesSteps:Establish internal review processes to assess and tailor financial/budget policy to needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.Ensure team members are trained in product support policy.Instill a peer review culture, starting with review outline of all program plans/acquisition documents, before narrative is written, infuse best practices and tailoring into body of work. Participate in reviews for sister programs, to establish culture of reciprocity and collaboration.Reference: 10 U.S.C. 2366, 10 USC 2464 “Core Logistics Capabilities”, DoDI 5000.02, Enclosure 62.5 Technical and Engineering Laws, Directives and Policies2.5.1 Implement, as appropriate, statutory guidance/law and Title 10 direction regarding the technical management of a program acquisition effort.Summary of technical management compliance review2.5.1.1 Validate the selected technical management strategy and implementation complies with the applicable laws and guidelines.Steps:Establish internal review processes to assess and tailor financial/budget policy to needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.Ensure team members are trained in technical policy.Instill a peer review culture, starting with review outline of all program plans/acquisition documents, before narrative is written, infuse best practices and tailoring into body of work. Participate in reviews for sister programs, to establish culture of reciprocity and collaboration.Reference: DoDI 5000.02 Enclosures 3, 4, and 52.6 Information Technology Laws, Policy, and Best Practices2.6.1 Analyze and implement laws, policies, and regulations concerning IT acquisitions with appropriate tailoring CCA Report andCyber security Strategy Annex to PPPIntegrated 2.6.1.1 Establish internal controls to verify and document specific Risk Management Framework (RMF) implementation and documentation. Steps:Ensure compliance with FISMA and DODI 5000.02.Incorporate selected cyber security controls as part of performance-based requirements document.Implement process for continuous monitoring of cyber security risks tied to Sub-Element 1.1.3 above and document in Cyber security Strategy as annex to the PPP.Ensure NR-KPP requirements are properly flowed into system requirements for contract, and into planning for interoperability.Reference: DoD 5000.02 Enclose 11 ?CCA Checklist?2.6.1.2 Evaluate degree of CCA compliance in coordination with applicable CIO direction.Steps:Review and summarize CCA compliance standards as mandated in applicable references. Tailor requirements to the unique characteristics of the program while ensuring compliance.Establish a stakeholder workgroup to ensure appropriateness of CCA tailoring and evaluation.References:“Information Technology” (IT) Title 40 of U.S. Code National Security Systems (NSS) in the Federal Information Security Management Act (FISMA) of 2002, 44 U.S.C. 3541, et seq."Information systems" (IS) Title 44 of U.S. CodeDoDI 5000.02, Enclosure 1, 11 and Table 9.Data Protection Plan2.6.1.3 Protect Data by complying with statutory and regulatory guidance and the Federal Records ActSteps:Review and summarize data protection compliance standards as mandated in applicable references. Tailor requirements to the unique characteristics of the program while ensuring compliance.Establish a stakeholder workgroup to ensure appropriateness of data protection tailoring and evaluation.Consider security and operational data, personal and health data, scientific and technical data and other categories with statutory and regulatory guidance.References:Federal Records ActDoD I 5000.02, Enclosure 11DoDI 5200.39, "Critical Program Information (CPI) Protection Within the Department of Defense"Section 508 Plan2.6.1.4 Ensure Accessibility of Electronic and Information Technology (E&IT) For Individuals With Disabilities (Section 508)1.Review and summarize E&IT For Individuals With Disabilities compliance standards as mandated in applicable references. 2.Tailor requirements to the unique characteristics of the program while ensuring compliance.3.Establish a stakeholder workgroup to ensure appropriateness of E&IT For Individuals With Disabilities tailoring and evaluation.References:DoDI 5000.02, Enclosure 11DoD Manual 8400.01-M, "Procedures for Ensuring the Accessibility of Electronic and Information Technology (E&IT) Procured by DoD Organizations"AM 3 Program Execution: Ability to integrate cost, schedule, and performance within a program effort; coordinate and negotiate mutually acceptable solutions across program functional areas; and evaluate and integrate all analysis activities to balance risk mitigation plans/efforts.3.1 Risk/Opportunity Management3.1.1 Establish, specify, and manage an integrated risk and opportunity management process Risk / Opportunity Management Plan3.1.1.1 Define the risk and opportunity information that is required to support proactive decision making within your program or organization3.1.1.2 Establish and manage an integrated risk and opportunity management process that produces actionable outputs.3.1.1.3 Evaluate the quality/effectiveness of the risk/opportunity information produced by the process and recommend corrective actions as appropriate.Steps:Verify that the process integrates other program functions/disciplines such as financial/budget, cost estimating, EVM,, scheduling, technical performance and assessmentVerify program risk and opportunity management information reflects specialty areas or activities (e.g. will cost, should cost, cybersecurity, environmental, etc.)Evaluate the degree of consistency in risk management information with respect to both internal and external reporting.Verify continual assessment and updating of risk management information occurs within the context of a monthly PMO ‘battle rhythm’, internal and external reporting.References:Risk, Issue, & Opportunity Management for DoD Acquisition Programs (2015)3.1.2 Exercise various techniques to identify or forecast program related risks and opportunities.Risk register or section of an RMP3.1.2.1 Identify and document Risks/Opportunities on a continual basis throughout the life of the program. Steps:Clarify (and publish in risk/opportunity management plan) to the program management office expectations for risk identification.Provide clear examples (to include forms with fields explained) on how to translate risk/opportunity identification into actionable information.Ensure that every risk/opportunity input is considered and processed to the fullest practical extent.References:Risk, Issue, & Opportunity Management for DoD Acquisition Programs (2015) GAO Guide for Cost Estimating (2009)GAO Guide for Scheduling (2013) Best commercial practice (such as PMI standard for risk management)3.1.3 Exercise various techniques to analyze program related risks and opportunities in order to support decision makingRisk register or section of an RMP 3.1.3.1 Analyze and document the qualitative characteristics of risks/opportunities.3.1.3.2 Analyze and document the quantitative aspects (time, dollarization, performance) of appropriate risks and opportunities.3.1.3.3 Determine and document the root cause for a risk or opportunity.Steps:Establish a methodology for determining root cause and basis for valuating risk / opportunity outcomes.References:Risk, Issue, & Opportunity Management for DoD Acquisition Programs (2015) GAO Guide for Cost Estimating (2009)GAO Guide for Scheduling (2013)Best commercial practice (such as PMI standard for risk management)3.1.4 Based on program conditions and analysis results, select the optimal risk and opportunity handling technique.Program planning artifacts, i.e., AS, SEP, TEMP, PPP, LCSP, etc3.1.4.1 Document and implement the appropriate handling approach (assume, avoid, transfer, or control) for identified risks and opportunities throughout the program life.3.1.4.2 Integrate risk and opportunity analysis into key milestone artifacts for leadership decision support and evolving strategies/decisions.Steps:Clarify (and publish in risk management plan) to the greatest degree possible, program expectations for risk/opportunity.Provide clear examples (to include forms with fields explained) on how to translate risk/opportunity choices into actionable information within the program.References:Risk, Issue, & Opportunity Management for DoD Acquisition Programs (2015)GAO Guide for Cost Estimating (2009),GAO Guide for Scheduling (2013)3.1.5 Create an organizational culture/ structure/method that tracks and manages risk/opportunities associated with any acquisition environment Risk/Opportunity Management Plan3.1.5.1 Monitor risk management indicators against established metrics. Re-engage mitigation planning to ensure attainment of desired program outcomes.3.1.5.2 Develop an organizational structure/method to track and manage risks and opportunities.3.1.5.3 Develop execution plans to handle appropriate risks and opportunities (waterfall techniques) to articulate how tracking will occur.3.1.5.4 Embed risk and opportunity actions into the integrate master plan and scheduleSteps:Evaluate the flexibility of a risk and opportunity management process that produces actionable outputs (i.e. status, analysis forecasts, handling options, etc.) into a risk management information system (RMIS – MS Office compatible or commercial Risk Management tool) regardless of the type (or environment) of program.Evaluate process and expectations for risk/opportunity identification, analysis, handling and monitoring.Evaluate relationship between risk/opportunity management information and organizational frameworks such as the WBS, OBSNotes:Do not rely upon one document alone. Information from the combination of the reference documents will meet the intent.References:Risk, Issue, & Opportunity Management for DoD Acquisition Programs (2015) GAO Guide for Cost Estimating (2009)GAO Guide for Scheduling (2013) Best commercial practice (such as PMI standard for risk management)3.2 Program Planning3.2.1 Analyze an integrated master plan (IMP) confirming measures of effectiveness, measures of performance, technical performance measures and accomplishment criteria accurately define the program architecture consistent with the acquisition strategy, SEP and TEMPIMP 3.2.1.1 Develop an integrated master plan (IMP) that combines measures of effectiveness, measures of performance, technical performance measures and accomplishment criteria to define a program architecture and governs planning consistent with the acquisition strategy, SEP and TEMP. Steps:Review program documentation (APB, RFP, CDD, etc.) that reflects any relevant entry/exit criteria or other significant technical performance pare artifact-to-artifact performance/completion related content for consistency with program pare artifact information with DoD guidance/expectations for that artifact.References:2005 DoD Guide to Planning and Scheduling3.2.2 Develop a WBS and evaluate the degree to which the program WBS captures program requirementsWBS3.2.2.1 Create (or evaluate) a Program Work Breakdown Structure (WBS) that reflects program requirements and accepted DoD practice.Steps:Ensure the WBS reflects a product/work based view of the program.Ensure traceability between the Program WBS and Contract WBSReferences: MIL-STD-881C3.2.3 Develop and evaluate and IMS that reflects best practices in schedule development and analysis IMS 3.2.3.1 Develop an integrated master schedule (IMS) in a manner consistent with DI-MGMT-81861 Format 6 to ensure that IMS is capable of being used as a critical support asset for PM decision-making.3.2.3.2 Develop a Schedule Risk Analysis (SRA) in a manner consistent with DI-MGMT-81861 Format 6 that incorporates the program’s risk and opportunity management information. Tailor SRA outputs to support program leadership decision making needs3.2.3.3 Verify that the IMS and SRA are consistent with best practice expectations (as reflected in the references below).3.2.3.4 Evaluate and update a program schedule including intermediate milestone dates while ensuring appropriate consideration is given for technological uncertainties, historically based likelihood of contingencies, and allowances for processing contract changes. Steps:Prior to building the IMS, it is important first to verify that program requirements are defined as completely as possible for the current phase in the program lifecycle.Translate requirements into terms of work scope (WBS), responsible parties (OBS) and event-driven decision points (IMP)Ensure the level of detail depicted in any portion of the IMS should reflect program risk and opportunityEnsure that greater level of detail in the IMS is associated with near-term decision points (i.e. less detail the farther out in time).Evaluate the integrated master schedule (IMS) using DI-MGMT-81861 Format 6 as a primary reference, to ensure that IMS is capable of being used as a critical support asset for PM decision-making.Verify that the Schedule Risk Analysis (SRA) is consistent with DI-MGMT-81861 Format 6, that it also incorporates the program’s risk and opportunity management information. And produces best case, most likely and worst case completion dates for all major decision points.Verify that the IMS includes handling activities (decision points, mitigation steps, contingencies) as reflected in the program’s risk and opportunity register.References:DoD Guide to Planning and Scheduling2013 GAO Guide to SchedulingNDIA Planning and Scheduling Excellence Guide (PASEG)MIL STD 881C for WBS developmentDI-MGMT-818613.3 Teaming3.3.1 Organize, manage, coach, lead and evaluate program teams (working groups, IPTs, project-oriented teams, support contractor teams, system integrator/supplier teams) to maximize efficiency within the program.PMO Staffing document (service dependent)3.3.1.1 Plan, acquire, and manage human resources to organize team and define interactions to support achievement of program outcomesSteps:Define skills and document Program Team Roles and Responsibilities.Identify and define Team Member Reporting relationships.Create a Program Team Staffing Management Plan.Obtain Commitment from Resource Managers for Required Team Members.Assess Team Member Competency for assigned Roles and Responsibilities.Create plan to improve individual Team Members Competency for Assigned Roles and Responsibilities.Define Required Team Member Interactions.3.3.2 Comprehend relationship between government, non-profits (FFRDC, UARC), support contractors and industry on working groups and teams.PMO Staffing document (service dependent)3.3.2.1 Plan, acquire, and manage an integrated government–contractor team workforce for the program officeSteps:1. Implement program roles and responsibilities Planning.2. Define required skills for program roles and responsibilities.3. Implement defined reporting relationships.4. Utilize the Program Staffing Management Plan.3.3.3 Interpret how contractors develop and implement strategies for priming, subcontracting and teaming and how those strategies reflect a variety of desired outcomesContractor proposal3.3.3.1 Align the program office and contractor management structure to achieve program objectivesSteps:1. Identify the Contracting Strategy in place for the Buyer/Seller relationship and how it is aligned with the government program office. 2. Analyse the Contracting Strategy and Integrate the Factors that affect the Buyer/Seller Relationship and Desired Outcomes.3.3.4 Anticipate and meet the needs of both internal and external customers.Stakeholder Management Plan or communication plan3.3.4.1 Identify and effectively manage program team stakeholder engagement in support of establishing and managing interfaces and relationshipsSteps:1. Identify People, Groups or Organizations That Could be Impacted by a Decision, Activity or Outcome of the Program2. For the given set of Identified Stakeholders, document their Interests, expectations and requirements (IERs)3. Analyse Stakeholder IERs and assess potential impact to Programmatic IERs4. Develop Appropriate Management Strategies to effectively engage stakeholders5. Create a stakeholder management plan and apply to enhance stakeholder engagement6. Monitor overall stakeholder relationships, adjust strategies and plans as necessary to enhance stakeholder engagement3.4 Program Oversight3.4.1 Develop strategies for effectively conducting program reviews and assessments regarding cost, schedule, and performance of the program.Assessment report and/or final IBR report (post-IBR)3.4.1.1 Assess and document (as part of an IBR process or equivalent) the degree to which a contractor performance baseline (in terms of an integrated picture of cost, schedule and technical performance) can be used as a reliable frame of reference for oversight and decision-making 3.4.1.2 Evaluate and/or manage application of DoD’s Integrated Baseline Review (IBR) process to ensure mutual (contractor and government) understanding of the performance baseline and risks/ resources associated with itSteps:Verify that the program management team can adequately execute a joint IBR with the contractorAnalyze how the WBS, OBS, IMP, IMS, and other key artifacts/frameworks combine to shape a performance measurement baseline (i.e., the PM's frame of reference for performance measurement).Verify alignment between program management plans (such as IMP), technical plans (SEP, TEMP, LCSP) and the IMS Evaluate the degree to which the program’s risk and opportunity management process integrates inputs from all program functions Note: It is also important to “benchmark” process development by comparing to other existing programs to the maximum extent practicable.References: DoD Guide to the IBR (via NDIA 2003, 2010) ANSI/EIA 748 DoD EVM Implementation Guide Risk, Issue, & Opportunity Management for DoD Acquisition Programs (2015) GAO Guide for Cost Estimating (2009)GAO Guide for Scheduling (2013) DoD Planning and Scheduling Guide MIL-STD 881 Program Management Review (PMR)Integrated Program Management ReportContract Funds Status Report3.4.1.3 Prepare for, and execute program management reviews in order to gain insight into prime and subcontractor contractor status and forecasting relative to cost, schedule, performance and risk.Steps:1. Identify the objectives and key metrics for achieving accurate status.2. Align status management process with the requested CDRLs.3. Research your Agency and Service policies/processes to become knowledgeable on how to conduct a technical review in terms of risk and opportunities.4. Establish a program “dashboard” that emphasizes actionable information by integrating multi-functional status and forecasts.3.4.2 Prepare for and conduct technical assessments of prime and subcontractors.Contractor / Program Performance Assessments3.4.2.1 Plan, conduct, and report findings from a technical review to measure program against baseline or established exit criteria.Steps:Consider the following technical reviews for programs: Systems Requirement Review, System Function Review; Program Design Review; Critical Design Review; System Verification Review; Physical Verification Audit; Operational Test Readiness Review; Production Readiness Review; etc.Prepare for the technical review by composing a detailed Plan of Action and Milestone (POA&M) to include all stakeholders, subject matter experts, Integrated Product team members, Program Management Office staff, and industry representatives in preparation for the TRR.Determine the entrance and exit criteria for each technical review in alignment with the integrated master plan and the identified program risks and opportunitiesComplete a post technical review report / assessment including pertinent action items and completion/closure criteria Track all action items to closure by incorporating results into recurring or periodic reviews. Document assessment activities.3.4.3 Analyze strategies for conducting Financial and Budget Reviews and assessments.Review of the contractor or government funding report (s)Cost Analysis Requirements Description (CARD)Business Case Analysis (BCA)Life Cycle Cost Estimate (LCCE)Independent Cost Estimate (ICE)3.4.3.1 Prepare for, and execute formal reviews of program cost estimates.Steps:1. Research your Agency and Service policies/processes to become knowledgeable on how to conduct a financial planning and execution review. 2. Know when the CARD needs to be prepared, to whom will it be submitted, who will use it and for what purpose. Review the CARD to ensure it adequately reflects the total requirements of the program.3. Know the components of a LCCE Review. For an ACAT I program, know who are the people and organizations who will need to review the LCCE. 4. Know who will conduct the ICE for this program. Know if a service cost position is required and who will approve that position. References: DoDD 5000.01DoDI 5000.02DoD Financial Management Regulation 7000.14Budget Document (POM, BES, reclammas)Inputs3.4.3.2 Prepare for, and execute, key program planning and execution reviews including, but not limited to, the following: - Budget Estimate Submission (BES), - Spend Plans, - Obligations and Expenditures, - President’s Budget and Unfunded Requirements (UFR).Steps:Research your Agency and Service policies/processes to become knowledgeable on how to conduct a financial planning and execution review. Identify the key players at the Program Executive Office, System Commands (SYSCOM)/Major Commands (MAJCOM), service headquarters, and Office of Secretary of Defense (OSD)/Office of Management Budget (OMB).Determine how and when to develop and coordinate the POM input including reconciling the LCCE with the POM. Understand the key time lines associated with the POM and BES development. Know when and how to develop and coordinate the BES input based upon POM feedback. Explain the budget justification materials, what they contain, and who reviews them. Determine when and how to prepare the PMO input to the President's Budget and reconcile with Agency/Service.Respond to congressional inquiries during the Congressional mark process. Know the Congressional enactment process. Know the documents and what is contained in each.Prepare Unfunded Requirements (UFRs) for the program and work with higher headquarters to secure required funding. Know who approves UFRs, who receives them, and what time lines are important. References:DoDD 5000.01DoDI 5000.02DoD Financial Management Regulation 7000.143.4.4 Analyze strategies for conducting Contractor Performance Reviews and assessments.CPAR, Award Fee presentation3.4.4.1 Evaluate contractor performance against established standardsSteps:1. Define objective evaluation standards for contractor performance.2. Communicate expectations and preliminary evaluations with your contactor partners.3. Provide an out brief the evaluation and justify your ratings.References:CPAR User manual, Feb 2010 ()Contract Award Fee desk guide; () 3.4.5 Analyze the effectiveness of metrics and measures used on a recurring basis to drive appropriate government and contractor behavior Integrated Program Management Report3.4.5.1 Monitor baseline performance metrics to drive appropriate behaviors relating to the program baselineSteps:Draft a set of technical performance values to track progress over time to measure work productivity (i.e., amount of cable installed) and work quality (i.e., number of deficiency reports).Evaluate the program’s response (to include supporting analytical and evaluative techniques, etc.) when forecasting and/or performance indicators (e.g.: EVM) are near to, or have crossed important performance thresholds (typically “yellow” and/or “red”). Establish a benchmarked program process that ensures the development of Performance Attributes that reflect a successful translation of user requirements into a fielded system.Ensure the process reflects the intent of JCIDS, DoD 5000.02, ICD and CDD and CPD development guidance, SEP development guidance, TEMP development guidance and the DAGReferences:DoD EVM Implementation GuideGAO Guide for Scheduling (2013) DoD Planning and Scheduling GuideMIL-STD 881Best commercial practice (such as PMI standard for risk management, WBS, EVM and schedulingTechnical Performance Measures (TPM) within the Program Management Office (PMO) 3.4.5.2 Monitor technical metrics to drive appropriate behaviors relating to the program baselineSteps:1. Draft a set of technical performance values (i.e., speed, weight, mean time to repair) to track progress over time for a weapon system to identify risks and ensure a system will be operationally effective and suitable. 2. Identify, collect and analyze process measures to assess work productivity and product quality.3. Benchmark process development by comparing to other existing programs to the maximum extent practicable.References:DoD Systems Engineering HandbookPeriodic financial assessment report3.4.5.3 Assess financial metrics and recommend appropriate actions to drive appropriate behaviors relating to the program baselineSteps:1. Analyze the key shapers of contractor behavior (in terms of contractors who can develop your desired capabilities) within the context of financial management.2. Evaluate the alignment among key program requirements, contract incentives and desired contractor behavior.3. Monitor contractor behavior in relation to dynamics in financial metrics and take appropriate corrective actions.References:GAO Guide for Cost Estimating (2009) 3.4.6 Provide timely, appropriate and accurate external program assessments and reports regarding the execution of the programSARs DAES3.4.6.1 Provide timely and accurate status reporting to external stakeholders 3.4.6.2 Evaluate results and recommendations of Program Support ReviewsSteps:Provide standard formats for reporting status to OSD Leadership and provide them to higher headquarters (if applicable). Know who reviews and/or takes action on DAES/SAR data. Identify and adhere to the limits for reporting Nunn-McCurdy breeches. Take required actions for cost, schedule, or APB breaches. Provide data to the appropriate stakeholders. Research your Agency and Service policies/processes on Program Support Reviews and conduct and evaluate Program Support Reviews.References: SAR Guide: DoD 7000.3g3.5 Resource Management3.5.1 Build and manage an acquisition workforce/team based on organizational goals, budget considerations, and staffing needs.Manpower Authorization Document3.5.1.1 Analyze manpower requirements to ensure that employees are appropriately recruited, selected, appraised, and rewarded; take action to address performance problems.Steps:Review position descriptions to ensure the recruitment of the right person for the task.Participate in a selection process for key workforce members.Manage a multi-sector workforce and a variety of work situations.Personnel Evaluation3.5.1.2 Supervise employee work on acquisition projects and prioritize the application of appropriate resources to the right task at the right time employing project management tools.Steps:1. Complete the development of an employee work plan.2. Provide mid-term feedback on assigned employees.3. Evaluate employee performance against a defined work scope.3.5.2 Allocate resources across business units and programs to ensure that the strategic goals are met.Strategic Plan3.5.2.1 Allocate resources IAW the unit’s strategic plan. Review and redistribute as necessary to ensure enterprise priorities are metSteps:1. Review the strategic plan and link distribution of resources IAW defined priorities2. Establish effective monitoring measures to determine if mission goals will be met.3. Perform a mid-term review of the asset distribution to determine if the desire effect is occurringAcquisition Strategy3.5.2.2 Allocate program resources (personnel, funding, test articles, etc.) using project/program management skills and risk management techniquesSteps:1. Apply human resources to an acquisition project IAW the acquisition strategy2. Document individual skills / certification required in section 4.3 of an Acquisition Strategy3.5.3 Set up an automated system to provide program status A delivered software/hardware information system used by a Program Management Office (PMO) to execute a program.3.5.3.1 Oversee the selection and employment of an information system, comprised of one or more applications, used to execute a program3.5.3.2 Assess new developments and applications of information management and information technology (policies, processes, methods, hardware, software, and telecommunications) within own AgencySteps:Research and apply the policies and processes for securely sharing electronic data, information and information technology services within Department of Defense.Evaluate the employment of the new information system within the PMO via surveys, interviews, and feedback and make the necessary corrections to improve the information system (training, storage, decision making, security, and reliability).References:DoDD 8000.02DoDI 8320.023.5.4 Enable Business Process Reengineering (BPR) efforts within a program office environmentProcess improvement evaluation3.5.4.1 Assess the results of the Business Process Reengineering (BPR) process.3.5.4.2 Use the goals of the reengineered process to shape the acquisition plan.3.6 Technology Management3.6.1 Assess coverage, gaps and trade space relative to current/future user needs and current/required science/technology effortsTechnology Development Roadmap3.6.1.1 Evaluate current science/technology efforts (to include Industry IRAD) and assess applicability in meeting current user needs / requirements.Steps:Analyze ICD to identify user needs.Appraise current technologies for applicability to user needs.Assess and leverage ongoing industry IRAD projects.Direct and evaluate techniques for reducing security risks on new technologies introduced into the acquisition process from all sources.Develop an Analysis of Alternatives (AoA) Study Plan that facilitates full consideration of possible trade-offs among cost, schedule, and performance objectives.Determine whether or not the joint military requirement can be met consistent with the JROC cost and schedule objectives.Determine how the ACO determines contractors’ allowable IRAD costs.References:DFARS 231.205-18(c)Defense Innovation MarketplaceTechnology Development Roadmap3.6.1.2 Engage with Science and Technology community to understand technologies under development to develop a plan for long range researchSteps:Engage with Science and Technology community to understand technologies under development.Evaluate ongoing projects for relevance and suitability of ongoing science and technology for programs in Program Manager’s portfolio.Forecast when technology will be mature and available for program insertion.3.6.2 Conduct a technology readiness assessment.Technology Readiness Assessment 3.6.2.1 IAW direction in the ASD(R&E) DoD Technology Readiness Assessment (TRA) Guidance, assess and report the maturity of, and the risk associated with, critical technologies used in an acquisition program.Steps:Assess the technological risk.Plan and ensure funding of the program’s risk-reduction activities to ensure technologies reach the appropriate maturity levels.Provide proposed risk-mitigation plans to address technological risks associated with critical technologies.Incorporate TRA schedule and the approved version in the program’s Integrated Master Plan (IMP) and Integrated Master Schedule (IMS).Prepare and submit TRA Report.References:TRA Guide3.6.3 Oversee management techniques for reducing the security risks when introducing new technologies into the acquisition process from laboratories and research centers, academia, and foreign and domestic commercial sourcesProgram Protection Plan3.6.3.1 Implement security measures as required to protect critical technology elements to include information assurance (IA)Steps:Perform surveillance of risk/opportunity management process execution to ensure consistency with technology security risk expectations.Evaluate security risks at program, system, subsystem, and component levels when introducing new technologies.Develop strategies to mitigate security risks introduced by new technologies.Implement Agency policy regarding the prevention of technology transfer of dual use and/or leading edge technologies.References:DOD 5200.39AM 4 Stakeholder Management: Ability to identify the influential players; assess and respond to political activities, media questions, and actions to shape how they relate to acquisition management4.1 Political Savvy4.1.1 Appraise the internal and external politics that impact the work of the organization. Perceive organizational and political reality and act accordinglyStakeholder Management Plan (or Program Communications Plan)4.1.1.1 Employ appropriate influences of power and organizational dynamics to achieve program objectives4.1.1.2 Develop Plans for Management of Stakeholder Interfaces and RelationshipsSteps:Identify the key decision-makers and the people who influence them.Identify ways to increase visibility and influence by participation in formal and informal activities.Understand the interests, motivations, and agendas of others.Promote the interests of other key decision makers and influencers in order to obtain support for one's own agenda. Accurately anticipate changes in the political climate and plans and executes strategy and tactics based on that anticipation.Identify people, groups or organizations that could be impacted by a decision, activity or outcome of the program.4.2 External Situational Awareness4.2.1 Maintain awareness of the environment external to an acquisition program simultaneously from (including) historical, current, and future perspectivesStakeholder Management Plan4.2.1.1 Assess the status, attributes, and dynamics of individual elements external to an acquisition program in order to ascertain relevance, importance, status and intent.Steps:1. Evaluate external stakeholders including, but not limited to: milestone decision authorities, senior acquisition executives, Congress, users, matrixed (or competency-based) functional support, local and state communities, other local, state and federal government agencies, media2. Determine which other programs or organizations may not necessarily be stakeholders but are determined nonetheless to be relevant.Stakeholder Management Plan4.2.1.2 Synthesize individual external elements (e.g. stakeholders, policies, national/world events, economic indicators) to clarify their unique relationships to each other and integrate the findings to determine their combined, potential impact to the program with regards to program goals and objectives. Steps:1. Review past, present and future events relevant to these elements as they pertain to the program.2. Analyze goals, objectives, needs/requirements and interests of relevant external stakeholders in terms of: Risks and opportunities; The relative influence of each element on the program, along with the potential impact the program might have on these same elements; Networks, alliances boundaries, collaborative efforts, strategic relationships; and the Relative influence of stockholders interests, capitalism and patriotism in shaping contractor behavior.4.3 Media Relationships4.3.1 Apply the media related policies contained in Agency directives/publications in addressing public affairs.Public Affairs Engagement Strategy4.3.1.1 Develop and execute a communications plan to inform and engage the media and the public of your program objectives, activities, and upcoming events.Steps:1. Complete service or agency sponsored media training.2. Using the program acquisition strategy as a base, create a communications plan to guide all program related interaction with the media and the public.References:DoDD 5122.05, Defense Policy on Interaction with the MediaMedia/News Release4.3.1.2 Develop and deliver the strategic message for your program.Steps:1. Ensure that the strategic message is aligned with the program acquisition strategy.2. Participate in acquisition related conferences as a primary or panel speaker.References:DoDD 5122.05, Defense Policy on Interaction with the MediaAM 5 International Acquisition and Exportability (IA&E): Ability to develop and implement solutions in acquisition strategies to incorporate aspects associated with international defense programs.5.1 International Cooperative Programs (ICPs) 5.1.1 Assess, plan, organize, and implement International Cooperative Program (ICP) transactions in DoD programs and projects.Cooperative Opportunities Analysis5.1.1.1 Assess and integrate the inputs and outputs of JCIDS, the PPBE system, and the Defense Acquisition System in a manner that considers the potential formation and implementation of ICPs.5.1.1.2 Identify allies and/or friendly nations with similar requirements that either have or are actively considering initiation of a program with similar objectives.5.1.1.3 Identify the need for systems or subsystems to be interoperable with allied or friendly nations. 5.1.1.4 Identify technologies in other countries that should be evaluated for incorporation in the program.5.1.1.5 Assess the advantages and disadvantages of establishing an ICP with regard to program timing, sharing of non-recurring costs, economies of scale, life cycle cost savings, technology sharing, and interoperability.5.1.1.6 Evaluate compatibility of allied operational requirements and determine if there is requirements harmonization necessary for a cooperative program.Steps:1. Consult with Component International Program Organization (IPO) for assistance in identifying potential international partners. Notes:The cooperative opportunity analysis as documented in the Acquisition Strategy or equivalent document fulfills the requirement for a Cooperative Opportunity Document. The Cooperative Opportunity Analysis is contained in paragraph 10 of the Acquisition Strategy, “International Engagement”. References:Title 10 U.S.C. 2350a(e)DoDI 5000.02, Enclosure 1, table 2.DoDD 5000.01, Enclosure 15.1.2 Develop formal binding agreements with international partners required for ICPs.International Agreement5.1.2.1 Identify need for an international agreement to Component IPO and request assistance. 5.1.2.2 Conduct exploratory discussions with prospective international partners. 5.1.2.3 Assess the probability of a successful ICP considering potential partner capabilities/resources and industry perspectives.5.1.2.4 If an ICP is assessed as viable, develop a USG business case for obtaining approval to develop and negotiate an international agreement by preparing a Summary Statement of Intent (SSOI).5.1.2.5 Staff SSOI for Component and OSD approval through the Component IPO to obtain authority to develop and negotiate an international agreement.5.1.2.6 Support Component IPO in drafting, negotiating, and obtaining OSD approval to sign the international agreement to ensure agreed terms provide for an executable program. 5.1.2.7 Integrate development of subordinate documents required by the international agreement (program plans, Financial Management Procedures Document (FMPD), Security Classification Guide (SCG), Program Security Instruction (PSI), etc) with program content and schedule.5.1.2.8 Execute the ICP in accordance with the international agreement providing partner nations the intended role in program decision-making. Notes:ICPs are conducted under the terms of DoD international agreements with allied and friendly nations ICP international agreements are developed, negotiated, and approved using USD(AT&L) streamlined procedures The DAG-required SSOI which reflects the USG ICP business case is prepared according to a USD(AT&L)/IC template that can be obtained from Component ponent IPO international agreement experts, who are normally responsible for leading negotiations, use the DoD International Agreement Generator to prepare agreement text for negotiation.Program personnel should participate in all aspects of the ICP international agreement process to ensure realistic, executable ICPs are established. References:DoDD 5530.3.DoDI 5000.02, Enclosure 25.2 Sales and Transfers 5.2.1 Develop appropriate business and technical approaches to execute Foreign Military Sales (FMS) programs that meets foreign user needs FMS Case 5.2.1.1 Develop and recommend Letter of Request (LOR) requirements to assist foreign customers in defining their needs.5.2.1.2 Generate estimates of price and availability for requested defense articles and services in response to LORs. 5.2.1.3 Use a Total Package Approach (TPA) in preparing these estimates such that they reflect all required ancillary equipment, services, and initial spare parts required to provide the foreign customer an operational capability.5.2.1.4 Execute the program upon signature of the Letter of Offer and Acceptance (LOA) and deposit of customer funding following the same principles as for DoD acquisitions while building a relationship with the foreign customer.5.2.1.5 Prepare for and conduct Program Management Reviews with foreign customers providing options and recommendations to solve program execution issues.Steps:Assist foreign customers in developing well-defined LORs for complex systems through engagement with the Component IPO, in-country Security Cooperation Organization (SCO), or through preparation of weapons-system specific LOR checklists. Notes:In developing Price and Availability (P&A) and LOA data, Refer to the Security Assistance Management Manual (SAMM) Chapter 5, “FMS Case Development” for guidance. Contracting for FMS mirrors the process DoD uses for its own contracting actions. There are a few unique aspects associated with FMS contracts that are addressed in Defense Federal Acquisition Regulation Supplement (DFARS) Subpart 225.7300, Acquisitions for Foreign Military Sales.FMS procurement requirements may be consolidated on a single contract with US requirements or may be placed on a separate contract, whichever is most expedient and cost effective. FMS program systems and equipment may differ from DoD configurations requiring development and/or integration of new capabilities that the customer country desires. Management of these FMS development activities should be accomplished with the same rigor as used on DoD programs. 5.2.2 Support program contractors planning and execution of Direct Commercial Sales (DCS) and hybrid DCS/FMS programs.Export Authorizations5.2.2.1 Explain guidance on system components that have been limited to FMS-only to program contractors including their procurement lead-times.5.2.2.2 Review and comment on International Traffic in Arms Regulations (ITAR) and Export Administration Regulations (EAR) export authorization requests, proposed provisos, and ITAR exemptions when requested by the Defense Technology Security Administration (DTSA) and/or Component IPO(s).Notes:The DoD is generally neutral as to whether defense items are sold by the USG through FMS or by US industry through DCS; however the sale of some systems and components is limited to FMS-only.Virtually every DCS major system sale by US industry will require a companion FMS case for FMS-only items that are the responsibility of one or more DoD program office. Program managers should work with their contractors and foreign purchaser to plan for timely, efficient implementation of FMS cases for such items. Program offices also play a key role in supporting export license reviews conducted by DTSA and/or Components (IPOs) by providing the required technical and programmatic expertise to establish objective and defensible DoD positions regarding proposed exports of US-origin defense equipment and technology. 5.3 Technology Security and Foreign Disclosure (TSFD)5.3.1 Assess feasibility of IA&E activities and develop guidance for transfer of classified or controlled US defense articles, information, and technologies.Technology Assessment/ Control Plan (TA/CP)Program Protection Plan (PPP)5.3.1.1 Identify critical technologies used in the program, an evaluation of comparable foreign technology availability, and previous DoD releases of comparable technology.5.3.1.2 Identify measures that can be taken to reduce damage from the loss or compromise of critical technology to include phased release, release restrictions, export configurations, and special security procedures.5.3.1.3 Include above TA/CP information in the Program Protection Plan (PPP) to assist Component disclosure authorities in establishing program disclosure guidelines.Steps:Prepare TA/CPs IAW with current guidance. (TA/CPs are used to develop a program’s Delegation of Disclosure Authority Letter (DDL))Notes:TSFD refers to DoD and USG processes that review and approve the proposed release or transfer of defense articles and classified or sensitive technology/information to other nations in support of US policy and national security objectives.References:DoDI 5530.3, enclosure 7DoDD 5230.11DoDI 5200.395.3.2 Integrate TSFD and export control approvals with the program schedule.Program Schedule and Technology Release Roadmap (TRR)5.3.2.1 Identify the required TSFD approvals, when they need to be initiated and completed to achieve program objectives.5.3.2.2 Prepare a Technology Release Roadmap (TRR) to provide early planning of proposed releases of sensitive or classified information technology to foreign industry and USG export authorizations for US-foreign industry cooperation arrangements.5.3.2.3 Integrate USG/DoD TSFD decision-making and program contractor efforts to obtain USG export approvals with the program IMS.Steps:1. Work with their Foreign Disclosure Office (FDO), Component IPO, and the OSD Technology Security Foreign Disclosure Office (TSFDO) to identify all required USG/DoD TSFD approvals and approval timelines and integrate these actions with the program schedule. 2. Be proactive in identifying and seeking required USG/DoD TSFD approvals that are required to support their programs’ IA&E efforts. 3. Work closely with program contractors to develop and implement TRRs that integrate USG/DoD TSFD decision making, USG export control approvals and program IA&E efforts to ensure their timely and efficient implementation.References:DoDI 5000.02, Enclosure 25.3.3 Apply USG and DOD laws, regulations, and policies regarding disclosure and protection of sensitive or classified technology. Delegation of Disclosure Authority Letter (DDL)5.3.3.1 Support Component disclosure authorities in development of the program’s DDL .5.3.3.2 Identify any DDL revisions needed to achieve program objectives while protecting critical and sensitive technology.5.3.3.3 Obtain Foreign Disclosure Office approval to release Classified or Controlled Unclassified Information.Steps:1. Develop a good working relationship with assigned FDO personnel to assist in program planning and execution.Notes:DDLs are issued by the Component disclosure authority and explain classification levels, categories, scope, and limitations of information under a DoD Component's disclosure jurisdiction that may be disclosed to a foreign recipient. DDLs also are used by Component disclosure authorities to delegate disclosure authority to FDOs within the Component. 5.4 Defense Exportability Integration5.4.1 Assess potential IA&E program activities, identify technical approaches and resources required to develop export configurations, and develop acquisition strategies and plans that integrate defense exportability considerations in systems development, productions, operations, and support. Exportability Assessment and Plan5.4.1.1 Assess potential foreign transfers of system and technologies throughout system lifecycle in coordination with the Component IPO and program contractors.5.4.1.2 Generate a defense exportability business case analysis that assesses the anticipated DoD and industry investment costs for the design, development, and testing of future export configurations compared to the potential return on investment from anticipated ICP participation and/or future sales and transfers.5.4.1.3 Determine if the Component should submit the program as a Defense Exportability Features (DEF) Pilot Program candidate.5.4.1.4 Plan and implement actions to facilitate future international acquisition activities through systematic, affordable incorporation of TSFD and export guidance/approvals. Notes:Defense exportability integration refers to DoD design and development activities pursued within the Defense Acquisition System to incorporate defense exportability features in initial designs to facilitate future sales of DoD systems and equipment in compliance with USG/DoD TSFD and export control policies.The DEF Pilot Program was established in the FY 2011/2012 National Defense Authorization Acts (NDAAs) to provide DoD with legal authority and funding to conduct DEF feasibility studies to develop and incorporate technology protection features into a system or subsystem during its research and development phase. DoD Component acquisition staffs may propose DEF Pilot Program candidates to the Director, OUSD(AT&L)/IC. References:DoDI 5000.02, Enclosure 25.4.2 Integrate program protection planning with IA&E considerations. Program Protection Plan (PPP)5.4.2.1 Identify any potential, plans for, or existing foreign cooperative development or foreign sales of the system and applicable USG/TSFD processes that will provide guidance for the system. 5.4.2.2 Ensure the PPP provides an adequate basis for IA&E integration panning by comprehensively explaining foreign involvement in PPP section 8. 5.4.2.2 Ensure countermeasures identified to protect Critical Program Information and mission-critical functions, including anti-tamper, are addressed in the program’s security engineering efforts to respond to current and future vulnerabilities posed by planned IA&E activities.Notes:The PPP is the source document used to coordinate and integrate all protection efforts and in order to prevent access to CPI by unauthorized entities. For those programs with potential IA&E involvement, the PPP should address foreign disclosure, FMS, DCS, ICPs, import, export license or other export authorization requirements. The Systems Engineering Plan (SEP) should implement IA&E-related PPP considerations as an integral aspect of the program’s design and development efforts. References:“Program Protection Plan Outline and Guidance” July 2011DoDI 5000.02, Enclosure 2DoDI 5200.39 AM 6 Service Acquisition: Ability to develop and implement acquisition of services for the DoD6.1 Services Acquisition6.1.1 Establish and/or update the requirements for the acquisition of services.Validated Requirement for ServicesEvaluate the acquisition environment and determine the appropriateness of using a services acquisition approach.Document and validate mission requirements for the acquisition of services.Steps:1. Complete the following steps in ”The 7 Steps to Services Acquisition Model”Form the Team responsible for the services acquisition (Be sure to also consider key stakeholder relationships)Review current strategy for acquiring similar servicesComplete detailed requirements definitionNotes:Mission requirements for services acquisitions fall into nine Service Portfolio Groups: Knowledge Based Services Electronics and Communications ServicesLogistics Management ServicesFacility Related ServicesMedical Services Transportation ServicesEquipment Related ServicesResearch and DevelopmentConstruction Services Reference: DoDI 5000.74GSA “Seven Steps of Service Acquisition”6.1.2 Develop and evaluate the appropriate contract strategy and associated contract documents for servicesAcquisition StrategySOO/PWSQASP 6.1.2.1. Plan and document the services acquisition approach that effectively manage the trade space between support thresholds (performance) within the bounds of cost and schedule.6.1.2.2 Evaluate and document the alignment between the validated requirements, the work statement (SOO or PWS) and the expected performance measures (QASP).Steps:Complete the following steps in ”The 7 Steps to Services Acquisition Model”Conduct Market Research for services requiredComplete an Acquisition Strategy defining the approach for acquiring servicesExecute Strategy resulting in a contract awardReferences:DoDI 5000.74GSA “Seven Steps of Service Acquisition”DOD Guidebook for the Acquisition of Services Execute the management of a services contract CPAR6.1.3.1 Assess and document the actual performance of the contractor against the stated expectations (QASP).Steps:Research required and needed methods to thoroughly manage and document contractor performance to include, but not limited to, Step 7 of the “Seven Steps to Services Acquisition Model”.Conduct services oversight and performance management and provide deliverables.References:DoD 5000.74GSA “Seven Steps of Service Acquisition”DOD Guidebook for the Acquisition of Services ................
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