Program_ManagementPowerPointDEFM200_1_.ppt

Program Management

Courtesy Professor

Ryan Funkhouser

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

Combat developers (CBTDEV) write the UFD to refine the operational requirements for automated capabilities that were approved in the Mission Need Statement (MNS) and Operational Requirements Document (ORD).
The UFD provides detailed operational information that the Materiel developer (MATDEV) and tester need to ensure computer resources meet the user’s needs, and is used to communicate operational issues among the CBTDEV, MATDEV, users, testers, evaluators, and software support activities.

A UFD is a document that supplements the ORD specifically addressing requirements related to Information Technology.

The BAD News: The Combat Developers write the UFD

The GOOD News: The Combat Developers decide whether the UFD is needed (don’t have to have for every BAS)

The UFD refines and clarifies (IT DOES NOT CHANGE OR ADD TO) the operational requirements for a BAS based on the MNS and the ORD

Distinguish among program, project and product management terms.
Describe the major tasks performed by a program manager.
Discuss the variables a PM must influence.
Compare the strengths and limitations of matrix and traditional organizations.
Describe 3 reports a PM must submit.
Differentiate between WIPT and OIPT.

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

DoD 5000.2-R

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The process of planning, organizing, staffing, controlling, and leading a defense acquisition effort through development, production, deployment/fielding, and disposal.

Note: these are the managerial functions!

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High dollar value.
Defense urgency – high priority effort.
Service [e.g., Army] or OSD recommendation based on:
Technical involvement.
Organizational complexity.
High level interest.

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Serves as a materiel developer.

Plans and manages acquisition programs IAW policies and procedures.

Provides guidance, oversight and control to ensure project is developed IAW charter.

Develops and submits resource requirements.

Develops and gains support for the APB.

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6. Ensures the APB and RFP are complete and implements the ORD.

7. Prepares and submits timely reports.

Implements the IPT concept.

Coordinate HTI considerations, if applicable.

Serves as configuration manager.

Reduce program risks whenever possible.

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Name of the program manager
Supporting activities
Detail of support being provided
Authority of the program manager
Reporting channels
Program element(s)
Special instructions
Termination of the PMO

SPECTRE

PM

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Acquire quality products that satisfy user needs.
Implement a robust science and technology program that will ensure a technologically superior force.
Ensure operational support for systems – use a total systems approach.

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Create a long range investment strategy to support military into the future.
Use commercial products when feasible.
Foster competition when feasible.

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Rely on Best Practices and reduce Government-unique specifications.
Use advance procurement when it makes good business sense.
Develop an acquisition strategy that includes open systems, risk management, M&S, warranties, and environmental considerations.

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Continuous Acquisition and Life-Cycle Support (CALS) – on-line access to contractor-prepared technical data.
Streamline acquisition programs.
Consider potential for international participation in program.
Encourage joint programs.

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PEO given program responsibility unless an exception is made.
Maximize use of DCMC personnel at contractor facilities.
Environmental, safety and health considerations included in the acquisition strategy.

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Modeling and Simulation will be applied throughout the program when appropriate.
Ensure Best Value when planning depot-level support for the system.
Use warranties when cost-effective.
Maintain control over government property issued to contractors.

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

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USD (AT&L)

or

ASD(C3I)

AAE

PEO

PM

Chain

of

Command

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New PEO Structure

PEO INFO SYS

ABOLISH, REMAINS CIO, NGB; PMs TO PEO, C3P

PEO, STANDARD ARMY MANAGEMENT INFORMATION SYSTEMS

ALIGN ORGANIZATION UNDER PEO, C3P

DCG, ACQ, SMDC

ALIGN PROGRAMS UNDER BMDO & PEO, AMD

JOINT PM, BIOLOGICAL DEFENSE

PEO, AVIATION

PEO, AVIATION

PEO, TACTICAL MISSILE

PEO, GROUND COMBAT & SUPPORT SYSTEMS

DSA, TANK-AUTOMOTIVE & ARMAMENTS CMD

DSA, AVIATION & MISSILE COMMAND

DSA, COMMUNICATIONS-ELECTRONICS COMMAND

PEO, AIR AND MISSILE DEFENSE

PEO, SMART MUNITIONS

PEO, GROUND COMBAT SYSTEMS

PEO, COMBAT SERVICE/ COMBAT SUPPORT SYSTEMS

PEO, COMMAND, CONTROL AND COMMUNICATIONS, TACTICAL

PEO, INFORMATION STRUCTURE

PEO, AIR AND MISSILE DEFENSE

PEO, AMMUNITION

PEO, INTELLIGENCE, ELECTRONIC WARFARE AND SENSORS

PEO, INTELLIGENCE, ELECTRONIC WARFARE AND SENSORS

PEO, COMMAND, CONTROL AND COMMUNICATIONS SYSTEMS

PEO, SOLDIER

ABOLISH

ABOLISH

ABOLISH

PEO, CHEMICAL/BIOLOGICAL DEFENSE

Previous PEO/DSA Structure

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Program Manager

Logistics

Training

Production

Business

Management

Technical

Management

Research and

Development

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Program Manager

Product

Manager

A

Product

Manager

B

Product

Manager

C

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PM/PEO responsible for program success.
PM/PEO (as materiel developer) decides on source of program support – either materiel command or contractor.
Use OMB Cir A-76 (cost comparison) for determining best value.

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Program

Manager

Commodity (Materiel)

Command

Maintenance

Materiel

Management

Procurement

Production

Functional

support to

the PM

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PM has full line authority.
All members directly responsible to the PM.
Shortened lines of communication.
Maintains a permanent cadre of experts.

Strong and separate identity.
Quick decision-making.
Unity of command.
Structurally simple and flexible.
Supports a holistic approach.

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The project is the point of emphasis.
Reasonable access to a large reservoir of experts.
Rapid and flexible response to clients.
Less anxiety when the project is completed.

Better usage of corporate resources.
Maintains consistency with corporate policies.

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Program managers must work with others in order to accomplish the mission.
The most successful program managers have the ability to get others to work with them.

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A management technique that

Integrates all acquisition activities through

multidisciplinary teams.

2. Optimizes the design, manufacturing and

supportability processes.

3. Facilitates meeting cost and performance

objectives from concept through production,

including field support.

4. Key tenet is multidisciplinary teamwork

through Integrated Product Teams (IPTs).

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IPT – Integral part of the oversight and review process.

– Overarching IPT (OIPT) – top level OSD review.

– Working level IPT (WIPT) – focuses on one topic.

– Program Office IPT – assists the PM manage day-to-day activities.

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The team should be given
Authority
Responsibility
Resources

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

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Focus

Strategic guidance
Tailoring
Program assessment
Resolve issues elevated by Working Integrated Product Teams

Responsibilities

Program success
Functional area leadership
Independent assessment
Issue resolution

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Focus

Planning for program success
Opportunities for acquisition reform
Identify & resolve program issues
Present program status

Responsibilities

Functional expertise
Empowered contribution
Recommendations for program success
Communicate status and unresolved issues

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Focus

Program execution
Identify and implement acquisition reform

Responsibilities

Manages complete scope of program, resources and risk
Integrates Government and contractor efforts
Reports program status and issues

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Milestone Decision Authority

DAB or MAISRC

Overarching

IPT

Test IPT

Cost/Performance

IPT

Contracting

IPT

Other IPT

(As needed)

Program

IPT

Execution

Oversight

& Review

WIPT

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PM with AAE/PEO Charter authority and monetary resources. Has overall responsibility for systems development, acquisition, and fielding.
TSM with TRADOC Charter authority, interfaces with PM throughout development and acquisition processes to ensure user requirements are a major factor in all program decisions. Defends the program against challenges of system need.

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Technical feasibility
Acquisition Plan and Strategy
Technical demonstration
Developmental testing
System fielding

Concept definition (MNS)
Operational Requirements Document (ORD)
MANPRINT
User’s operational testing
Force integration

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Assigned to ODCSOPS.
Validates QQPRI.
Develops the Army position on proposed MNS.
Identifies and coordinates the system and organization.
Resolves fielding issues.

And…..

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Coordinates doctrine and organization development.
Monitors development, testing, procurement and fielding activities.
Establishes distribution and redistribution priorities.

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ACAT 1D:

DAB review

Designated by DAE

Decision by DAE

Component review

Designated by DAE

Decision by Svc Sec/CAE

ITOIPT review

Designated by ASD(C3I)

Decision by ASD(C3I)

Component review

Designated by ASD(C3I)

Decision made by Component

Chief Information Officer

Does not meet ACAT I Criteria

Designated by Svc Sec/CAE

Decision by Svc Sec/CAE

$378M Life Cycle Cost or

$126M Total Prog. Cost or

$32M Prog. Cost

in any single year

(FY2000 Constant $)

$365M RDT&E or

$2.19B Procurement

(FY2000 Constant $)

ACAT II:*

ACAT IAC:

ACAT IAM:

ACAT IC:

$140M RDT&E or

$660M Procurement

(FY2000 Constant $)

ACAT III:

Does not meet ACAT I, IA or II Criteria

Designated IAW Component policy

Decision at lowest appropriate Level

Major AIS

Acq Pgms

No Fiscal

Criteria

ACAT IV:

Not otherwise designated ACAT I, IA, II or III

Designated IAW Component policy

Navy/USMC ACAT IVT/IVM

Decision at lowest appropriate level

See AR 70-1 (Army)

& SECNAVINST 5000.2B

(Navy and Marine Corps)

Major Defense

Acq Pgms

Major

Systems

all other systems

(except for Army

Navy, USMC)

Army

Navy

USMC

*Army has an ACAT IIA category for AIS reviewed at Army CIO level

Acquisition Categories (ACAT)

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Milestone Review Process
(Illustrative)

Make ACAT IAM Decisions

Signs ADM

Reviews CAE/OIPT Recommendations

Finalizes ADM

Validates Requirement

Assesses Joint Potential

Makes ACAT ID Decisions

Signs ADM

Makes ACAT IC, IAC & II Decisions

Signs ADM

Issue Resolution

Makes ACAT III Decisions

Signs ADM

Issue Resolution

ASD

(C3I)

MAISRC

DRB

DAB

USD

(A&T)

OIPT

JROC

CAE

PEO

PM

Component HQ Review

ACAT IAM

ACAT ID

ACA

ID & IAM

ACAT

IC/IAC/II

ACAT

III

Overarching IPT’s

(OIPT’s)

Working-Level IPT’s

(WIPT’s)

Program Level

IPT’s

IPT’s assist in

oversite & review

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

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Education desired:
At least 24 semester credit hours from among the following disciplines: accounting, business finance, law, contracts, purchasing, economics, industrial management, marketing, quantitative methods, organization and management.
Master’s degree in engineering, systems acquisition management, business administration, or a related field.

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

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

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Common Criteria

Outstanding performance
2 years experience in a procurement command
Advanced PMC graduate
8 years acquisition experience
MS or business degree
Experience in materiel management at DA or higher staff level

Senior service college grad
GO/COL/LTC(P) or civilian equivalent

Special Criteria

PM Selection Board List
Branch qualified (military)
Special technical training

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Four years or until completing a major program milestone. E.g., MDR B and C.
Three years for programs outside the purview of the AAE.
Failure to achieve program objectives.

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Program managers must submit a number of reports.
Some reports are prepared upon achieving a milestone event while others are calendar-based.

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Top level master plan
Guides entire program
Unique for every program
Tailored to meet specific program risks
Performance
Cost
Schedule
Expedites fielding and deployment
Updated at each milestone decision review.

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Sets goals for a program
Cost
Schedule
Performance (including supportability)
Goals expressed in terms of:
Thresholds – minimum acceptable level
Objectives – best capability
Submitted at each milestone review.

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SAR is prepared and submitted to Congress for all ACAT I programs.
Software called, Consolidated Acquisition Reporting System (CARS) is used.
Provides status of total program (cost, schedule and performance) as well as unit and life cycle cost information.

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Defense Acquisition Executive Summary.
Highlights potential and actual project problems to the USD (ATL) before they become significant.
Deviations in APB, vulnerability assessments, etc.

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Distinguish among program, project and product management terms.
Describe the major tasks performed by a program manager.
Discuss the variables a PM must influence.
Compare the strengths and limitations of matrix and traditional organizations.
Describe 3 reports a PM must submit.
Differentiate between WIPT and OIPT.

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Boston – The new chief of the financially troubled

Big Dig construction project has fired six consulting

firms, declaring it excessive to spend $439,000 per

year on political lobbying and public relations.

The firings came under a sweeping employee

purge and spending review by Andrew Natsios.

His predecessor, James Kerasiotes, was fired after a

federal audit charged him with concealing a

$2 billion cost overrun.

The Central Artery/Third Harbor Tunnel Project

will bury three miles of Interstate 93 beneath Boston.

Original cost estimated at $2.6 billion, but current

estimate is $13.6 billion.

Source: Associated Press, 5/7/2000

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Navy Anti-Missile Program’s Cost Balloons By

Almost $2 Billion
(Defense Week, August 13, 2001)
The Navy’s short-range missile-defense program will

cost $1.8 billion more than the service said a year ago,

an increase of just over 25 percent, according to Defense

Department and congressional documents. The Pentagon

would not confirm or explain the cost increase, but

observers said it probably was related to the fact that the

program is two years behind schedule.

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Reference no: EM132069492

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