I n t e g r i t y - S e r v i c e - E x c e l l e n c e Rapid Improvement … · 2017. 3. 28. · I...
Transcript of I n t e g r i t y - S e r v i c e - E x c e l l e n c e Rapid Improvement … · 2017. 3. 28. · I...
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USTRANSCOMI n t e g r i t y - S e r v i c e - E x c e l l e n c e
Rapid ImprovementTeam (RIT) Initiative with
Lessons Learned fromGTN 21
Lt Col Stewart Laing, GTN 21 PM,Lt Col Dan Eickmeier, GTN 21 Dep. PM
Mr. John Laychus, DASD(C3I)Capt John Bedingfield, AFPEO/C2&CS
29 January 2003
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Abstract
Rapid Improvement Team (RIT) and Evolutionary AcquisitionDecision Review (EADR) process. Outline the RIT initiative as anOSD sponsored program to use evolutionary acquisition to get ITcapabilities to the warfighter faster. RIT moves large softwareintensive programs from "Oversight" to "Insight" transformingthe way we think about how to satisfy statutory and regulatoryacquisition requirements without impacting or stalling programsthat would provide sorely needed mission capabilities. GTN 21 isthe first of the RIT programs to successfully pass an EADR thatgives the equivalent of a MS B decision. This precedent settingevent included much discussion about how to shift the burdenoff proof of compliance on the part of the program office"oversight" to the burden of review and facilitation on the part ofthe OSD and Service stakeholders "insight".
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Overview
n Rapid Improvement Team (RIT) InitiativeDefined
n GTN 21 Overviewn GTN 21 Lessons Learned
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The Traditional AcquisitionProcess Timelines
JV 2010DPG/JPD
FAR/DFARDoD 5000.1DoD 5000.2
PlanningProcess
AcquisitionProcess
Requirements Process
(MNS,ORD,CRD)
Programming & Budgeting Processes (PPBS) ~2yrs
DoD 5000.2R
3170/01B1
~1.5 yrs(Services + JROC*)
No part of this process is compatible with the pace of technology or theexperience of internal IM/IT development in commercial companies
8-10+ yrs2+ yrs
* JROC Cycle is 79 days
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Today: Oversight Process ThatExceeds IT Innovation Cycle
Concept & TechnologyDevelopment
SystemDevelopment
SystemAcquisition
Operations& Support
A B C FRPIOC
Program Initiation FOC
JROC
MAAMNA MNS
JROC
DAB/Acq Exec
JROC JROC
DAB/Acq Exec
DAB/Acq Exec
ORDAoACRD ORDUpdate
JROC
ORDUpdate
Decision Review
FRPRIOC
DAB/Acq Exec
Feb 1998 Apr 1998 Dec 1999 Jun 2000 Sep 2000 Feb 2001 Mar 2001 Jul 2001
WMC endorsesXML
MicrosoftacquiresPassport
Technology
Java 2Enterprise
Edition ships
MicrosoftintroducesSOAP 1.0
Microsoft.Netintroduced
UDDI 1.0introduced
WSDLunveiled
SunOneinitiative
announced
MicrosoftHailstormunveiled
IBM WebSphereStudio 4.0
ships
IBM WebSpherePrivate UDDIRegistry ships
Web Services Technology911
Dec 2001Feb 2000Nov 1996Aug 1994
1 McDougall, Paul,Information Week,”Decoding Web Services”,1 Oct 01, pg 32
1
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Life Cycle Profiles(notional)
TIME
CO
ST
TYPICAL A/C SYSTEM LIFE CYCLE
RDT&EProcurementO&MDisposal
TIME
CO
ST
TYPICAL SPACE SYSTEM LIFE CYCLE
TIME
CO
ST
TYPICAL IT SYSTEM LIFE CYCLE
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n “Information Technology (IT) is a key enabler for transformingmilitary, business, and administrative processes to meet thechallenges of the 21st Century. To achieve these objectives, wemust strive to reduce the cycle time to deliver mission effective ITcapabilities to 18 months or less.”
n “...the DoD CIO, USD(AT&L), USD(C), and VCJCS are co-sponsoring a Rapid Improvement Team (RIT) to address thisreduction in the time to deliver IT mission capabilities and improvemission effectiveness and efficiency.”
n “We have directed the co-chairs to manage this RIT initiative andreport its ...recommendations to us not later than October 2001.”
USD(AT&L) and ASD(C3I) Memo, 2 August 2001
RIT Tasking
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PilotTeam
RIT Organization Structure
SponsorsUSD(AT&L), ASD(C3I)/CIO
JS/(J8), Comptroller
Executive Council16 Principals
With 4 Co-Chairs
SeniorIntegration
Team
5 Original TeamsHave Identified
Recommendationsin Thrust Areas
New StructureFocuses on the End-
to-End Processand Implementation
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IT RIT Executive Council
n Sponsors:n Mr. Aldridge (AT&L) Mr. Stenbit (C3I/CIO)n Mr. Lanzilotta (Comptroller) LTGEN. Carlson (J8)
n Joint Chairs:n Dr. Margaret Myers (DCIO) Mr. Ron Garant (Comptroller)n Mr. Bob Nemetz (AT&L) ADM Stanley Szemborski (J-8)
n Principals:n Mr. Dave Borland (Army DCIO) Mr. John Landon (C3ISR OIPT)n Mr. Ron Turner (Navy DCIO) Mr. Dale Uhler (DASN)n Mr. John Gilligan (AF CIO) Mr George Wauer (DOT&E)n Ms. Diane McCoy (DISA) Mrs Virginia Williamson
(AFPEO/CS&CS)n Mr. Bill Curtis (DCIO) Mr. John Osterholz (DCIO)n BG Charles Croom (J-6) COL Mike Perrin (J-8)
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Overarching Goal
Reduce cycle time to deliver
mission effective IT capabilities
to 18 months or less
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RIT Pilot Major Thrusts
n Risk-Balanced Oversight - The allocation ofappropriate supervision and oversight resourcesconsistent with:n The risks of the investment and;n The goal to manage and oversee programs at the lowest
competent and capable level.
n Doc X - The sum of information needed to enablea decision maker to set the program on a givenacquisition path with a defined level of oversightappropriate to the risk involved
n Information - Utilize an information-based portalproviding real-time visibility of IT programs in ajoint/shared, secure database open to thecommunity to pull from to do their job
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IT Spiral Development &Acquisition Process Cycles
ORDMNS
APB JRO
C
DAB
CR
DPPBS
AO
ACAIV TEMP
IT Spiral Development Cycle Acquisition Process Cycle
ORD
MNS
APB
JROC
DAB
CRDPPBS
AOA
CAIV
18 Months>
DoDI 5000.2 inflexible, time consuming oversight process
18 Months<
TEMP
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Our Goal: More TimelyKnowledge & Less Control
Oversight Insight No-sight
Knowledge
Control
KnowledgeControl
TodayTomorrow
The RIT Pilot will utilize the Army’sAcquisition Portal and the EADR process
to move us from oversight to insight.
The RIT Pilot will utilize the Army’sAcquisition Portal and the EADR process
to move us from oversight to insight.
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Spiral EADR Process ApproachSupports 5000.2 Agile Acquisition
Notional Data
Time
Spiral/Increment 2
Spiral/Increment 1
Spiral/Increment 3
Dev
elo
pm
ent,
Tes
tin
g &
Dep
loym
ent
EADREADREADREADREADR
EADR
5000.2ORD = KPPs + Other Performance Parameters
Concept &Technology
Development
SystemDevelopment &Demonstration
Production & Deployment
Operations & Support
A B C IOC FOC
EADRs Incorporate IT Program Milestone Reviews
CoreIOC FOC
IOC FOC
IOC FOC
IOC
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Evolutionary Acquisition Decision Review(EADR) Process Objectives
n EADR process objectivesn Establish an agile acquisition process involving
strong Customer and PEO participation (and OSDwhere appropriate)n Allocates funds that are aligned with operator prioritized
requirements
n Aligns oversight process with spiral development strategy
n Delivers functional capability within the customer’s currentfunding envelope
n Establish a responsive and disciplinedrequirements processn Retains corporate ability to make timely decisions and change
direction as required
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Evolutionary Acquisition Decision Review(EADR) Process Objectives (continued)
n EADR process objectives (continued)
n Align program documentation and performancemetrics to IT Spirals
n Identify the management infrastructure tomanage program and incremental spiralsn Processes, tools, and manpower
n Satisfy DoDI 5000.2 mandates and applicableEA AFIs/OIsn Across spirals at various stages of acquisition
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IT RIT Process
“As-Is” ITAcquisition
Process
“To-Be” ITAcquisition
Process
RITProposals
Plan Implementation,Integration &
Measure Results
Implement Changes
ConductPilots
Potential Pilots:
Other Sources:Industry Best PracticesIndependent ReviewTeam
RGS PPBS AMS
• Assess & Benchmark Current Performance• Quantify Impact of Proposed Changes on Time / Quality• Pilot/Test (only if necessary)• Gain Buy-in & Approval
• Define Changes for Execution• Prioritize and Phase Changes• Build Schedule/ Deliverables• Define Resources (Id. Gaps)• Identify Change Leads• Integrate Changes in Process• Measure/Report Benefits
• Vet Change/ Resolve Issues •Change Policies & Practices• Issue Guidance• Provide or Ensure Training• Become “Change Agents” -- New Culture, Rewards
Validate IdeasGenerate New Ideas
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Focus of IT RIT Activities
n Innovation, agility and speed to meet emergingthreats -- e.g., Homeland Defense
n Delivery of mission-effective IT capabilities to thewarfighter within threat / technology cycle times
n Shift to risk-based oversight with reduced burdenand staffing
n Delegate responsibility and accountability tolowest levels -- process owners & developers
n Establish improved DoD “End-To-End” ITAcquisition, Management and Oversight Policiesand Processes that rapidly deliver missioneffective IT capabilities to the warfighter andother users
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Summary
n IT RIT developed set of recommendations focused onreducing acquisition cycle time and improvingeffectiveness
n Integration of recommendations with the current “As-Is”system (RGS, PPBS and AMS) underway
n RIT restructured for implementation and risk mitigationn Implementation/Integration Teamn Pilot Team
n New Concepts Exploration/Experimentation
n Positioned for near- and mid-term changen Fix long-standing problems in near-term, position for “radical”
changen Pilot and explore new ideas to feed the new processn Evolve to a ”To-Be” new way of doing business (mid- to long-
term)
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Pilot Candidates
AF - GCSS-AF, ILS-S, IMDS, SCS, GTN21,FIRST
NAVY - NAVSEA (ERP)- NEMAIS,NTCSS, GCSS-M
ARMY - TC-AIMS II
DISA - GCSS(CINC/JTF)
Health Affairs - Systems TBD
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Pilot ProgramOversight Approaches
n AF (GCSS-AF, ILS-S, IMDS, SCS, FIRST, GTN-21)n EADR (Evolutionary Acquisition Development Review)n Decision Authority - PEO- Brig Gen (sel) Dehnert /Ms Williamson
n Health Affairs (TMIP)n Capitalize on existing MHS IM/IT program governancen Decision Authority - ASD (Health Affairs) - Dr. Winkenwerder
n DISA (GCSS-CC/JTF)n Periodic reviews to monitor progress following initial program reviewn Decision Authority - Principal Director - Ms McCoy
n Army (TC-AIMS-II)n Draft DA acquisition process for RIT Pilotn Decision Authority – ASD (C3I) – Mr. Stenbit
n Navy (NTCSS)n Virtual Oversight thru use of portal for decisionsn Decision Authority – DASN(C4I/EW/Space) - Dr. Uhler
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•Implement Pilot Process• Component Decision Process• PEO/PMO Risk Management• SW Acquisition Capability• Observe Component DecisionProcess• Portal-based RIT Team Insight• Move to information-basedinsight
•Implement a DoD IT/NSS CoP•To share Pilot information withthe entire IT community
•Pilot Formulation• Pilot Team Formed• Pilot Projects Status Updated• Recommendations Reviewed• Component OversightClarified
•Risk-balanced Oversight• Risk Radar, P/C/S• SW Acquisition Capability• Metrics Selected
•Portal Approach Formulated• Army AIM• Air Force SMART• DAU PMCoP
Jun 02 Dec 03Phase 1Organization
Phase 2Execution
Mar 04WEARE
HERE
Jan 02
Phase 3Evaluation
• Final RIT PilotReport• Blueprint for ITAcquisition
RIT Pilot Phases &Milestones
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Overview
n Rapid Improvement Team (RIT) InitiativeDefined
n GTN 21 Overviewn GTN 21 Lessons Learned
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To gather the family of transportation
customers and providers of lift into an
integrated Defense Transportation System
(DTS) data infrastructure that will provide the
Intransit Visibility (ITV) and the C2 decision
support information necessary to meet
customer requirements.
Vision
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Mission
n The Missionn Provide near-real time visibility…
n Global, multi-modal movementn Passengers, Cargo, Patientsn Peace, War, Contingencies
n Provide the Warfighter with C2Decision Support Capabilities
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Concept
DoD, Service, & CommercialInterfaces:- AIR Ops- LAND Ops- SEA Ops- UNIT- SUPPLY- COMMAND & CONTROL
Command CentersOperatorsPlanners
LogisticiansSystems
DTS CustomersDeploying UnitsMateriel MgrsTMOs/ITOs
DepotsService HQs
Systems
ITVITV
C2C2WEB BASEDClassified - Secret
Unclassified - Sensitive/Protected
GGTTNN
INTEGRATEDINTEGRATEDDATABASEDATABASEFEEDSFEEDS
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n Shortcomings in Current GTN Systemn Does not satisfy all ORD requirementsn Obsolete technologyn Replacement strategy chosen
n Full and Open Competition, Best Valuen Competition critical for innovation, quality and
affordabilityn Allows current technology insertionn Will satisfy all ORD requirementsn Significant lessons learned from current program
Replacement SystemStrategy
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Acquisition Strategy
Acquisition Strategy
Formulation
Acquisition Strategy
Formulation
• Industry Days (5)• One-on-Ones (40+)• Web Accessible Info• RFI• Sources Sought• Draft RFPs• RFP Release
• Deliverables:• DBDD• Technical Approach• IMP/IMS
• Evaluate Proposals• Written• Oral (In-Plant)• Interim Ratings• SSA Rebuttal• Discussions
• Development• Operations• Maintenance
Phase ISource
Selection
Phase ISource
Selection
FY01 - FY02 3rd Qtr FY022nd Qtr FY02
4th Qtr FY02
Phase IIDown Select
ContractAward
Exercise Option
ExecutionExecution
DesignatedRIT Pilot
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Two-Phase Approach
n Two Phase Approachn Phase I - Risk Mitigation & Data Gathering
n Firm Fixed Pricen At least 2 contracts – $2M per contract *n 4-Month Period of Performancen Deliverables
n Tailored Database Design Document (DBDD)n Integrated Master Schedule (IMS)n Technical Approach & Integrated Master Plan (IMP)
n Cost Proposal received after tech eval completed* Award made to Northrop Grumman Information Technologies, TRW, CSC, and Harris
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n Phase II - Development and O&M (up to 16years)n Cost Plus Award Feen Exercise Option on single Phase I Contractn 3-Year Development to IOCn 2-Year Development to FOCn 2 Years O&M Between IOC & FOCn 1-Year Follow-on O&M Post FOCn 10-Year Follow-on Maintenancen Actual Durations Depend on Proposed Schedule
Two-Phase Approach (cont)
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Program Management
ASD(C3I)
SAF/AQ
USTRANSCOMAFPEO/C2&CS
System ProgramDirector (SPD)
MilestoneDecisionAuthority
Source SelectionAuthorityDelegated
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USTRANSCOMCINC & DCINC
J3• Functional Administration• Requirements• Outreach• ITV Planning/Metrics
GTNPMO• Contractor Oversight• Program Management• Technical Requirements
J6• System Administration• System Operators
USTRANSCOMStakeholders
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System Characteristics
n Hardware: COTSn Software: COTS & Developedn Primary Site: Scott AFBn Alternate Site: DECC STLn User Interface: Web-Based—No Deployed Coden Large Databasen Multiple Interfaces
n Aggregate Data from many sourcesn No direct data inputn Supply aggregated data to end users/customer systems
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Overview
n Rapid Improvement Team (RIT) InitiativeDefined
n GTN 21 Overviewn GTN 21 Lessons Learned
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Acquisition Streamlining(RIT)
n Oversight as exception processingn Continuous access to info for comment vice
shepherd through long approval processn Post to AIM (Doc X)
n Periodic Evolutionary Acquisition DecisionReviews (EADRs) replace formal milestones
n Establish 18 month max delivery cyclen Designated GTN 21 from ACAT 1AM to 1ACn MDA lowest appropriate level (AFPEO/C2&CS)
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Proposed IT EADRExample:
Approved:- What are we buying? -- Requirements- How are we buying it? -- Funding -- Acquisition approach -- EADR Approach- What are the risks? -- Risk ID complete
Documentation- MNS- Draft ORD (w/Interoperability KPP)
Senior Official Involvement Critical to Success
12 Months12 Months
EADR 1EADR 1 EADR 2EADR 2 EADREADR
Exit CriteriaApproved:- What are we buying? -- Requirements- How are we buying it? -- Funding -- Acquisition approach- What are the risks? -- Mitigation Plans complete -- Incentive Plan
Documentation- Doc X-- Evol Pgm Baseline Year 1: Baselined Yrs 2-8: Forecast
Approved:- What are we buying?- How are we buying it?- What are the risks?
DocX- Evol Pgm Baseline Year 2: Baselined Yrs 3-9: Forecast- Updates
Mar02
Nov 99
04Sep 03Contract
Award
Sep02
6 Months6 Months 12 Months12 Months
EADR 3EADR 3In-ProcessReview
In-ProcessReview
Deliver Spiral 1
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GTN 21 EADR Participants
n MDA:n Deputy AFPEO (C2&CS),
Co-Chair
n User:n TCJ3/4, Co-Chairn JSJ4
n CIO:n TCJ6, Co-Chairn AFCIOn DASD(C4ISR)
n Testn OSD(T&E)n AF/TEn AFOTEC
n Budget/Cost:n TCJ8n OSD Comptrollern SAF/FMCn AFCAA
n Acquisition:n SAF/AQC/AQI/GCQn AFMC/DRn ESC/AE/JA
Key Stakeholdersinvolved (VTC)
Decision Authorityand Customers asCo-Chairs
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GTN 21 EADR Outline
n What Are We Buying?n How Are We Buying It?n What Are the Risks?n Clinger-Cohen Act
Compliancen Test Strategyn Security Strategyn Documentationn Summary/Recommendation
• Mapped goals ofthe EADR withMS Brequirements inDODI 5000.2
• Tailored toProgram Needs
• Evidence oftotal complianceposted on AIM
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RIT Lessons Learned forGTN 21
n Designation From 1AM to 1AC Effectsn MDA Has Day-to-Day Knowledge of Programn Streamlined CCA Confirmationn OSD Gray Beards Still on Board
n Teaming with Key StakeholdersThroughout Acquisition Processn Test IPT Critical to Successful Test Strategyn CCA IPT Resolved GTN 21 Unique Situationn C4ISP Not Affected by RIT – 18 Month Process
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RIT Lessons Learned forGTN 21 (cont.)
n EADR Minutes Serve as ADM, StreamlinesApproval—Reduces cycle time
n User Involvement Still Critical to Successn Author CCA Compliance Items (I.E. BPR, MPMs)n Author and Coordinate MNS, AoA, ORDn Participate in SAMP, TRD, RFP, C4ISP
n Change From Oversight to Insight withExpert Help Another Keyn Initiative Sharing – Information Pull Vs.
Document Pushn IIPT Was First Step; RIT Takes It Rest of the Way
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RIT Lessons Learned forGTN 21 (cont.)
n Document X (AIM)n Central Repository for Stakeholders to Pull All
Program Informationn Initial Move From Document Focus to
Information Focusn Need a program information structure upon
which to build common repositoryn Define views for communities of interest
n Pre-brief to EADR Co-chairs andInformation Flow Prior to EADR HelpedSet Expectations
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Recommendations
n Delegate MDA to Lowest Appropriate Leveln Use EADRs for All IT Programsn Continue to Foster Culture
n From Oversight to Insightn Information Pull vs. Document Pushn Signature/approval process not there yet
n C4ISP Process Too Long - Integrate with Doc Xn Document X vs. myriad program documents
n Build common common program information repositoryn Provide views for communities of interest (i.e. C4ISP)
n IIPT Still Needed, but Facilitated by AIMn Align Financial Management Process (AFCAIG)
with EADRs
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Abbreviations
A/C - AircraftAFI - Air Force InstructionAFPEO/C2&CS - Air Force Program Executive Officer for
Command Control & Combat SupportAOA -Analysis of AlternativesAPB - Acquisition Program BaselineASD(C3I) - Assistant Secretary of Defense for Command
Control Communications and IntelligenceC2 - Command and ControlCAIV - Cost as an Independent VariableCINC - Commander in ChiefCONOPS - Concept of OperationsCRD - Capstone Requirements DocumentDAB - Defense Acquisition BoardDoDI - Department of Defense InstructionUSD(AT&L) - Under Secretary of Defense for Acquisition
Technology and LogisticsEA - Evolutionary AcquisitionEADR - Evolutionary Acquisition Decision ReviewEvol - EvolutionaryFoS - Family of SystemsFOC - Full Operational CapabilityIOC - Initial Operational Capability
ISC2 - Intelligence Surveillance Command and ControlIT - Information TechnologyJROC - Joint Requirements Oversight CouncilKPP - Key Performance ParameterMOB - Mission Operations BoardMDAP - Major Defense Acquisition ProgramMNS - Mission Need StatementN/UWSS - NORAD/USSPACECOM Warfighting Support
SystemOAB - Operations Approval BoardOI - Operating InstructionO&M - Operations and MaintenanceORD - Operational Requirements DocumentOSD - Office of the Secretary of DefensePEO - Program Executive OfficerPgm - ProgramPPBS - Planning, Programming, and Budgeting SystemRDT&E - Research, Development, Test and EvaluationRFP - Request for ProposalSAMP - Single Acquisition Management PlanTEMP - Test and Evaluation Master Plan
Rapid Improvement Team ( RIT) Initiative with Lessons Learned from GTN 21AbstractOverviewThe Traditional Acquisition Process TimelinesToday: Oversight Process That Exceeds IT Innovation CycleLife Cycle Profiles ( notional)RIT TaskingRIT Organization StructureIT RIT Executive CouncilOverarching GoalRIT Pilot Major ThrustsIT Spiral Development & Acquisition Process CyclesOur Goal: More Timely Knowledge & Less ControlSpiral EADR Process Approach Supports 5000.2 Agile AcquisitionEvolutionary Acquisition Decision Review ( EADR) Process ObjectivesEvolutionary Acquisition Decision Review ( EADR) Process Objectives ( continued)IT RIT ProcessFocus of IT RIT ActivitiesSummaryPilot CandidatesPilot Program Oversight ApproachesRIT Pilot Phases & MilestonesOverviewVisionMissionConceptReplacement System StrategyAcquisition StrategyTwo- Phase ApproachTwo- Phase Approach ( cont)Program ManagementUSTRANSCOM StakeholdersSystem CharacteristicsOverviewAcquisition Streamlining ( RIT)Proposed IT EADR Example:EADR ParticipantsGTN 21 EADR OutlineRIT Lessons Learned for GTN 21RIT Lessons Learned for GTN 21 ( cont. )RIT Lessons Learned for GTN 21 ( cont. )RecommendationsAbbreviations