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Improving Services Acquisition

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Improving Services Acquisition

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    2. 2

    3. Senior Manager for Services & PEO/CM Mission 3

    4. PEO/CM Organization 4

    5. Improving Tradecraft in Services Acquisition Create a senior manager for acquisition of services AFPEO/CM established in 2003 – started hitting stride in 2008 Built templates, processes, structure with a “services” focus Adopt common language (taxonomy) to describe different services types Knowledge Based -- Electronics and Communications -- Equipment Related – Medical -- Facility Related Address causes of poor tradecraft in services acquisition Define requirements and prevent creep via requirements templates Conduct market research to support competition and pricing Require more frequent re-compete of knowledge-based services Limit the use of time and materials and award fee contracts for services Increase small business participation in providing services 5 Four main thrusts in the Better Buying Power relative to Improving Tradecraft in Services Acquisition In many ways, the AF is seen as the model (structure, processes, templates, initiatives, etc.) and was specifically identified in the 14 Sep 10 memo Create a senior manager for acquisition of services Although DoD was directed by Congress to establish a management structure for services, the AF was the only one to formally do so and did it in 2003 Gaining more understanding of “services”, AFPEO/CM began to pull things together in 2007/8 implementing stronger management/oversight involvement AFPEO/CM developed templates for source selection reviews, established process to evaluate on-going services contracts, defined a delegation scheme to enhance MAJCOM involvement and understanding, enhanced early acquisition strategy discussions, set-up a requirements approval process – all with a “services” perspective AFPEO/CM continues to refine these steps adding tools like a Health Assessment of MAJCOM performance and providing services advice to Weapon System PEOs AF is still seen as the leader in the “services” arena and has guided/coached Army, Navy, NRO, DCMA, etc into the “services” mindset Adopt common language (taxonomy) to describe different types of services In contracts, there are literally hundreds of ways to describe services using the Product-Service Codes OSD needs a common way to organize information across DoD and is working towards Portfolio Groups AFPEO/CM started using Portfolio Groups in 2009 and has been the strong advocate in getting alignment Address causes of poor tradecraft in services acquisition (this was primarily aimed at non-AF organizations) Requirements: AF started RAD process in 2008; useful in coordinating needs and controlling appetites Market research: added Early Strategy sessions with PEO/CM in 2009 with this as a foundation point KBS re-competes: shortened services contract to appropriate lengths, specifically addressed in ASPs Limit T&M, Award Fee: capped T&Ms to 10% of contract; convert fee to objective criteria & use incentive fees; cross-fed innovative ideas via Services Workshop; monitor use/effectiveness in execution Increase small business participation in providing services (AFPEO/CM strong proponent of Small Business) Required topic in acquisition strategy; can be used as evaluation factor/subfactor during source selections; assessed in CPARs; monitored during execution (caused change in strategy for follow-on acquisition) AF innovations: On-Ramps (to replenish SB competition pools) and SB graduation (if performing well)Four main thrusts in the Better Buying Power relative to Improving Tradecraft in Services Acquisition In many ways, the AF is seen as the model (structure, processes, templates, initiatives, etc.) and was specifically identified in the 14 Sep 10 memo Create a senior manager for acquisition of services Although DoD was directed by Congress to establish a management structure for services, the AF was the only one to formally do so and did it in 2003 Gaining more understanding of “services”, AFPEO/CM began to pull things together in 2007/8 implementing stronger management/oversight involvement AFPEO/CM developed templates for source selection reviews, established process to evaluate on-going services contracts, defined a delegation scheme to enhance MAJCOM involvement and understanding, enhanced early acquisition strategy discussions, set-up a requirements approval process – all with a “services” perspective AFPEO/CM continues to refine these steps adding tools like a Health Assessment of MAJCOM performance and providing services advice to Weapon System PEOs AF is still seen as the leader in the “services” arena and has guided/coached Army, Navy, NRO, DCMA, etc into the “services” mindset Adopt common language (taxonomy) to describe different types of services In contracts, there are literally hundreds of ways to describe services using the Product-Service Codes OSD needs a common way to organize information across DoD and is working towards Portfolio Groups AFPEO/CM started using Portfolio Groups in 2009 and has been the strong advocate in getting alignment Address causes of poor tradecraft in services acquisition (this was primarily aimed at non-AF organizations) Requirements: AF started RAD process in 2008; useful in coordinating needs and controlling appetites Market research: added Early Strategy sessions with PEO/CM in 2009 with this as a foundation point KBS re-competes: shortened services contract to appropriate lengths, specifically addressed in ASPs Limit T&M, Award Fee: capped T&Ms to 10% of contract; convert fee to objective criteria & use incentive fees; cross-fed innovative ideas via Services Workshop; monitor use/effectiveness in execution Increase small business participation in providing services (AFPEO/CM strong proponent of Small Business) Required topic in acquisition strategy; can be used as evaluation factor/subfactor during source selections; assessed in CPARs; monitored during execution (caused change in strategy for follow-on acquisition) AF innovations: On-Ramps (to replenish SB competition pools) and SB graduation (if performing well)

    6. SMS and AFPEOs A construct defining the relationship between PEOs, DAOs and the PEO/CM is being worked Ensure AF compliance with OSD AT&L direction that each Military Dept have a Single Manager for Services Acquisitions Intended SMS Responsibilities Serve as Senior Advisor to the SAE for Services elements within WS PEO/DAO Portfolios Serve as Services Acquisition Advisor to WS PEO/DAOs upon request Assist WS PEO/DAOs in conducting their internal Annual Health of Services Assessments upon request Develop “Strategic Influence” recommendations for the SAE with respect to Services Acquisitions Across the USAF -The SMS shall be provided access to all PEO services acquisition related documents, packages, etc at the same time they are provided to the SAE in order to facilitate preparation for advisory role -Determine key categories of services for Air Force and establish processes for managing those services within appropriate market segment portfolios -Collaborating with SAF/AQC & AQX in providing & maintaining necessary policy & guidance for a robust service acquisition governance structure to include services acquisition templates and guides -Performing enterprise level analyses; evaluating delegations of authorities, assessing USAF corporate needs and ensuring compliance with policy -The SMS shall be provided access to all PEO services acquisition related documents, packages, etc at the same time they are provided to the SAE in order to facilitate preparation for advisory role -Determine key categories of services for Air Force and establish processes for managing those services within appropriate market segment portfolios -Collaborating with SAF/AQC & AQX in providing & maintaining necessary policy & guidance for a robust service acquisition governance structure to include services acquisition templates and guides -Performing enterprise level analyses; evaluating delegations of authorities, assessing USAF corporate needs and ensuring compliance with policy

    7. Senior Manager for Services 7

    8. Improved Tradecraft in Services Acquisitions Right Requirements Properly defined up front / Focus on needs vs desires Market intelligence People Involvement MAJCOM and functional requirements owner fully engaged Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition Accountability Annual Execution Reviews Program Portfolio Health Assessment Building a Platform Support Review Process Process -- Improved strategy decision making (Seven Step Process) Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria 8 Right Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMsRight Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMs

    9. Improved Tradecraft in Services Acquisitions Right Requirements Properly defined up front / Focus on needs vs desires Market intelligence 9 Right Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMsRight Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMs

    10. Improved Tradecraft in Services Acquisitions People Involvement MAJCOM and functional requirements owner fully engaged Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition 10 Right Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMsRight Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMs

    11. Existing Training Available Courses/Tools Mission Resource Alignment Training: Senior Leadership (2 hrs) - UT Just-in-Time Training: Large, complex buys/cross-functional team (11 days over several weeks) - UT Services Acquisition Workshop: Less complex buys/cross-functional team (4 days) - DAU Source Selection: Evaluation Team (3+ days) - AQC Automated Requirements Roadmap Tool-Online: Rqt >> PWS >> Monitoring DAU Service Acquisition Mall: (www.sam.dau.mil) Portfolio-driven Training Gaps Process Flow for middle management Services specific requirements often late to need Earlier training for non-acquisition professionals PM certification to write services requirements Recommend DAU absorb training program with UT updates and AF professors Working on a Functional IPT with OSD, Army, Navy and DAU TRNG GAPS: Discussing with DAU a requirement for PM to be certified for writing services requirements prior to Contracting appointing a PCO to the MFT when the acquisition is over $100M. AFPEO/CM--- DAU is in the training business; Services Acquisition Mall can absorb UT training modules with PWS tool DAU has the expertise to keep the modules up to date AF personnel can serve as adjunct professors to keep an Air Force perspective NDAA FY08 Section 852 funds used to fund DAU currently working with UT Training Team FIPT—to look at training and personnel requirements for services acquisitions to gain efficiencies across agencies. TRNG GAPS: Discussing with DAU a requirement for PM to be certified for writing services requirements prior to Contracting appointing a PCO to the MFT when the acquisition is over $100M. AFPEO/CM--- DAU is in the training business; Services Acquisition Mall can absorb UT training modules with PWS tool DAU has the expertise to keep the modules up to date AF personnel can serve as adjunct professors to keep an Air Force perspective NDAA FY08 Section 852 funds used to fund DAU currently working with UT Training Team FIPT—to look at training and personnel requirements for services acquisitions to gain efficiencies across agencies.

    12. Improved Tradecraft in Services Acquisitions Accountability Annual Execution Reviews Program Portfolio Health Assessment Building a Platform Support Review Process 12 Right Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMsRight Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMs

    13. Delegations 13 NOT AN ORDER OF MERIT. Based on need and level of responsibility.NOT AN ORDER OF MERIT. Based on need and level of responsibility.

    14. 14

    15. Annual Management Controls Above $100M 15

    16. 16 Total # Task Orders: Includes all Task Orders Awarded during that FY (including Task Orders set aside for sole-source) Double-click on chart to edit data. In the excel spreadsheet, insert the total number of Task Orders that were (1) set aside for sole-source, (2) open for competition but only had one offeror and (3) open for competition and had 2 or more offerors.Total # Task Orders: Includes all Task Orders Awarded during that FY (including Task Orders set aside for sole-source) Double-click on chart to edit data. In the excel spreadsheet, insert the total number of Task Orders that were (1) set aside for sole-source, (2) open for competition but only had one offeror and (3) open for competition and had 2 or more offerors.

    17. Improved Tradecraft in Services Acquisitions Process -- Improved strategy decision making (Seven Step Process) Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria 17 Right Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMsRight Requirements Properly defined up front / Focus on needs vs desires -- Requirements Approval Process (MAJCOM/CC below $100M, SAE above $100M) -- Are we buying what we NEED vs what we’d like to have -- Are we being clear in how we ask for the requirement? Market intelligence -- understanding industry by “portfolio group” -- AT&L has established 6 for services: (Knowledge Based; Transportation; Electronics & Comm; Medical; Facilities Related; and Equipment Related) People Involvement MAJCOM and functional requirements owner fully engaged -- Mission owner is the PM for the program -- New for Non-traditional acquisition workforce -- Vance AFB example – nearly all but IPs are contracted out (Leadership must understand acq & ktr mgmt) Leadership (GO/SES) involvement Develop, train, and recognize expertise in service acquisition -- Develop: PEO/CM coaching -- Train: DAU course, Univ Tenn Course – target multi-functional team from acq start to finish -- AF & Univ Tenn developed Mission Resource Alignment Training (MRAT) --- 2 hr course for MAJCOM and WG/CCs -- Recognize expertise: FUTURE STATE: credit those that gain expertise—create role-bases experience mins Process -- Improved strategy decision making Active functional involvement and program ownership Seek effective competition Simple, collaborative, serial decision process w/ clear evaluation criteria -- Deliberate and careful lifecycle acquisition planning -- Templates, AFI, a set battle rhythm and governance help drive desired behavior Accountability Annual Execution Reviews -- Reviews the success of a particular program PEO/CM and MAJCOM service advocate take brief -- SAE is briefed on results prior to ASR Program Portfolio Health Assessment -- Reviews the success of a MAJCOM service advocates overall services portfolio management -- SAE is briefed on results prior to ASR Building a Platform Support Rev -- Will review a platform (first will be B-52) from a universal view—All service contracts related to the platform for all MAJCOMs

    18. Other Tools, Techniques, Lessons Learned 18

    19. Observations Budget direction will continue to challenge services Many services are directly tied to mission execution MAJCOMs will decide on priorities and funding Evolving processes and techniques Early Strategy and Issues Session – open dialogue on requirements, market environment and strategy concepts Competitive Range Decisions Documented, Justifiable Determinations Services Workshop proving very beneficial in growing the culture Expanding interest /participation (400+ participants in Nov 10) Next one scheduled for Oct/Nov 2012 in Atlanta 19

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