NAVY ARO – DAU Partnership

1. http://www.pmcop.dau.mil NAVY ARO – DAU Partnership Building a Risk Management Community & Other Topics John Driessnack DAU – NE/Capital PML Department

2. OUTLINE • The CHALLENGE • DoD 5000 to CJCS 3170.01 changes • Understanding of Risks in this business • DAU Performance Learning Model • DAU Courses – PMT-250, others • DoD AT&L Knowledge Sharing System • PM Community of Practice (PMCOP) • Risk Community (go through the site) • Transition from pilot at Navy ARO to DAU

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

4. Three Major Decision Support Systems (Management Systems That Control The Program Manager) Defense Acquisition Requirements Generation PPBS-Resource Management Life Cycle Management Contract Management DOD 5000 SERIES PEO/CAE/DAE MILESTONE NEXT PHASE SYS LIFE CYCLE R&D/PROC/O&S FAR DFARS PCO/HCA/SPE CAG/DCMA BUSINESS CONTRACTS CONTRACTOR PERFORMANCE DPG/POM/BUDGET DoD 7000 SERIES PEO/SVC HQ/OSD OMB/CONGRESS DRB FUNDING ANNUAL FUNDING CJCSI 3170.01 USER/SVC CHIEF VJCS/JROC JROC MSN NEED THREAT/ CAPABILITY RULES PLAYERS REVIEWS DECISION FOCUS CAG: Competition Advocate General CJCS: Chairman, Joint Chiefs of Staff CJCSI: Chairman, Joint Chiefs of Staff Instruction DAB: Defense Acquisition Board DFARS: Defense FAR Supplement DCMA: Defense Contract Mgmt Agency DPG: Defense Planning Guidance DRB: Defense Resources Board FAR: Federal Acq Regulation HCA: Head of Contracting Activity JROC: Joint Requirements Oversight Council OMB: Office of Management & Budget OSD: Office of the Secretary of Defense PCO: Procuring Contracting Officer PEO: Program Executive Officer POM: Program Objectives Memorandum SPE: Senior Procurement Executive VCJS: Vice Chairman, Joint Chiefs of Staff

5. New Acquisition Policy From This (April 2002) www.dod5000.dau.mil • DoD Directive 5000.1 • DoD Instruction 5000.2 • DoD Regulation 5000.2-R To This (30 Oct 2002) • Interim Guidance Documents: • The Defense Acquisition System • Operation of the Defense Acquisition System • Interim Defense Acquisition Guidebook • DoDD 5000.1 & DoDI 5000.2 will be reissued in January 2003. • DoD 5000.2-R will not be reissued. • The former DoD 5000.2-R serves as the Interim Guidebook pending issuance of a streamlined guidebook. The former DoD 5000.2-R is NOT mandatory.

6. DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, The Defense Acquisition System DoDD 5000.1, chg1, 4 Jan 01 The Defense Acq System, 30 Oct 02 • Thirty short, clear and concise policy statements, with following additions: • Decentralized Responsibility • Reduced Cycle Time • Collaboration • Information Superiority • Information Assurance • Intelligence Support • Knowledge-Based Acquisition • Systems Engineering • Products, Services & Technologies • Performance-Based Logistics • Program Goals • Legal Compliance • International Agreements • Cost Realism • Cost Sharing • Program Information • 5.5 pages, No enclosures • Five major categories containing 14 definitive policy statements: • Achieving Interoperability • Rapid & Effective Transition from S&T to Products • Rapid & Effective Transition from Acquisition to Production • Integrated & Effective Operational Support • Effective Management • 8 pages and 3 enclosures Most policy statements from DoDD 5000.1 have been summarized and included in the new interim guidance. Many policy areas were added from cancelled DoDI 5000.2 and DoD 5000.2-R

7. From DoDI 5000.2 From DoDD 5000.1 • Cost Sharing • Cost Realism • Reduced Cycle Time • Collaboration • Legal Compliance • International Agreements • Tailoring • Innovation, Continuous Improvement, and Lessons Learned • Technology Development & Transition • Interoperability • Research & Technology Protection • Performance-Based Acquisition • Competition • Independent Operational Test Agency • Streamlined Organizations • Professional Workforce From DoD 5000.2-R • Intelligence Support • Systems Engineering • Performance-Based Logistics • Program Goals • Program Information From DoDI 5000.2 & DoD 5000.2-R • Information Superiority • Information Assurance • Products, Services & Technologies DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, The Defense Acquisition System Major Policy Statements

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

9. Initial Capability Document (ICD) replaces MNS at Milestone A Captures capability shortfall in terms of integrated architectures; identifies critical capabilities to satisfy the requirement, and best joint solution(s). Capability Development Document (CDD) replaces ORD at Milestone B Each CDD will have a set of validated KPPs that will apply only to that increment of the evolutionary acquisition strategy. Capability Production Document (CPD) replaces ORD at Milestone C (updated CDD) Common element is CAPABILITIES that may be required to: Resolve a shortfall in warfighting capability, accommodate technology breakthrough or intelligence discoveries. DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, Operation of the Defense Acquisition System New Requirements Documents Details will be implemented by revisions to CJCSI 3170.01B.

10. Technology Opportunities & User Needs The 5000 Processold and new 1996 DoD 5000.2-R Process 0 I II III Program Definition & Risk Reduction Engineering & Manufacturing Development Production, Fielding/ Deployment, & Operational Support Demilitarization & Disposal Determination of Mission Need Concept Exploration Current DoD 5000 Process B A A B C Concept & Technology Development System Development & Demonstration Production & Deployment Operations & Support

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

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

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

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

15. OUTLINE • The CHALLENGE • DoD 5000 to CJCS 3170.01 changes • Understanding of Risks in this business • DAU Performance Learning Model • DAU Courses – PMT-250, others • DoD AT&L Knowledge Sharing System • PM Community of Practice (PMCOP) • Risk Community (go through the site) • Transition from pilot at Navy ARO to DAU

16. A Structured Approach to Organizing AT&L Intellectual Capital Executive Job Experience Level 3 DAWIA Certification Communities Of Practice Performance Support Job Experience Level 2 DAWIA Certification Job Experience Level 1 DAWIA Certification Continuous Learning DAU Performance Learning Model

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

18. DAU PM Tool Kit Feb 2002 http://www.dau.mil/pubs/misc/toolkit.asp

23. New Policy DoD AT&L Knowledge Sharing System Expands upon and replaces DoD Desk Book DAU 5000 Resource Center Guidance and Contacts New Gateway to Policy, Processes, Tools and Experts Career Field and Business Process On-Line Knowledge Communities

24. www.deskbook.dau.mil

26. OUTLINE • The CHALLENGE • DoD 5000 to CJCS 3170.01 changes • Understanding of Risks in this business • DAU Performance Learning Model • DAU Courses – PMT-250, others • DoD AT&L Knowledge Sharing System • PM Community of Practice (PMCOP) • Risk Community (go through the site) • Transition from pilot at Navy ARO to DAU

27. PM Community of Practice • Why • OSD-championed, DAU partnership • Business process oriented, PM-selected communities • Concentrated on ACAT program team performance • Who • Total acquisition workforce, Open to industry • Leadership, experts, practitioners, peers • What • Collaboration forums • Information, knowledge, expert, and peer search • Performance centered learning • FAQs, tools, templates, resources, references • How • Practitioner driven • Evolutionary development • Desktop compatible, web-based, server based • Maximize leverage of other efforts & investments • Measure progress towards organizational & cultural change http:/www.pmcop.dau.mil 4 December 2002

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

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

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

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

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

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

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