Speaker’s Forum Co-sponsored by: Air Force Association (AFA) POC - Candace Robey, 883-1900...

Speaker’s ForumSpeaker’s ForumCo-sponsored by:

Air Force Association (AFA) POC - Candace Robey, 883-1900

Association of Old Crows (AOC)

POC - Steve Czonstka, 897-4775

International Test and Evaluation Association (ITEA) POC - Donna Self, 883-5364

National Defense Industrial Association (NDIA)POC - Len Iannuzzo, 883-1088

Judy A. StokleyDeputy PEO/WP & Executive Director

25 January 2006

2060125_Speakers Forum_Stokley

Vice Commander and

Deputy for Support

Brig. Gen. (S) Joseph Lanni

PEO and AAC Commander Maj. Gen. Jeff Riemer

Deputy PEO and Executive

DirectorMs. Judy Stokley,

SES

Leadership ChangesLeadership Changes


OverviewOverview

• Defense Acquisition Performance Assessment Project

• Air Force Acquisition Transformation Council

• Acquisition Focus Areas at AAC

• Words from the War

• Summary


DAPA - The TaskDAPA - The Task

Issued By Acting Deputy Secretary Of Defense England, 7 June 2005

“… I am authorizing an integrated acquisition assessment to consider every aspect of acquisition, including requirements, organization, legal foundations…decision methodology, oversight, checks and balances – every aspect…”

“The output… will be a recommended acquisition structure and processes with clear alignment of responsibility, authority and accountability.”

“Simplicity is desirable… Restructuring acquisition is critical and essential.”


DAPA Membership And Support TeamsDAPA Membership And Support Teams

The Panel Advisors

Lieutenant General Ron Kadish USAF (Ret)Partner, and VP Aerospace Market Group

Booz, Allen Hamilton

Panel Chairman

Dr. Gerald Abbott Professor – Industrial College of the Armed Forces, NDU

Mr. Frank Cappuccio Executive Vice President – Lockheed Martin Corporation

General Richard Hawley, USAF (Ret)Aerospace Consultant

General Paul Kern, USA (Ret)The Cohen Group

Mr. Don KozlowskiFormer Vice President, McDonnel Douglas Corporation

Mr. J. David Patterson, Project DirectorMs. K. Eileen Giglio, Deputy Project Director

Col. Alan Boykin, USAF, Staff Director

Dr. Francis W. AhearnProfessor – Industrial College of the Armed Forces, NDU

Dr. Linda S. BrandtProfessor – Industrial College of the Armed Forces, NDU

Ms. Judy A. StokleyDeputy for Acquisition – Air Armament Center

Mr. Alfred G. Hutchins, Jr.President – Hutchins & Associates, Inc.

Support Staff

Lt. Col. Rene Bergeron, USAFLt. Col. Annette Foster, USAF

Mr. Stephen Hayes, USAMs. Maggie SouleyretMs. Annette Atoigue


Performance Assessment ProcessPerformance Assessment Process• Reviewed Over 1,500 Documents To

Establish Baseline Of Previous Recommendations

• Held Open Meetings And Maintained A Public Web-site To Obtain Public Input

• Heard From 107 Experts, Received Over 170 Hours of Briefings

• Surveyed Over 130 Government And Industry Acquisition Professionals

• Developed 1.069 Observations• Identified 42 Areas Of Interest• Created Integrated Acquisition

Performance Assessment.• Defined Eight Performance Improvements

Issue Identification

Situational Assessment

Performance Assessment

1,069 OBSERVATIONS

42 ISSUE AREAS

INTEGRATED ASSESSMENT

8 PERFORMANCE IMPROVEMENTS

Performance Improvements

Assessment Performance Improvement

Major Findings

Implementation Criteria

LITERATURE SEARCH

PUBLIC INPUT

SURVEY OF PRACTITIONERS

SUBJECT MATTER EXPERT BRIEFINGS


Integrated Look At Key IssuesIntegrated Look At Key Issues

42 Issue Areas

Num

ber o

f Obs

erva

tions

PPBE Process

Acquisition Strategy

Program Structure

Complex Acquisition

System

Requirement Process

Joint Requirement Development

Need for Leadership

Process Discipline

Oversight

Industry Motivation &

Behavior

PM Expertise

RAA Allocation

Acquisition Career Path


Our Integrated AssessmentOur Integrated Assessment

Organization, Workforce, Budget, Requirements, Acquisition, and Industry, as well as Leadership and Congressional Oversight.

An effective acquisition system requires stability and continuity that can only be achieved through integration of the major elements upon which it depends. For example:

In Theory - Cohesive and Stable


Our Integrated AssessmentOur Integrated AssessmentThere are fundamental disconnects in DoD management systems and Congressional oversight, driven by competing values and objectives that create government-induced instability in our acquisition programs

In Practice – Disconnected and Unstable (government induced)

• STABILITY• TRAINING• JOB SATISFACTION• EXPERIENCE

• COMPLIANCE• CONSISTENCY• CONTROL• OVERSIGHT

• SURVIVAL• PREDICTABILITY• STOCKHOLDER VALUE• VENDOR BASE VITALITY

HOW MUCH AND WHEN TO BUY• CONTROL, OVERSIGHT AND BALANCE

INSTABILITY THAT ADVOCACY CREATES

HOW TO BUY• BALANCE OF COST, SCHEDULE AND

PERFORMANCE• TECHNOLOGY AVAILABLE vs.

PERFORMANCE, COST AND TIME TO NEED

WHY AND WHAT TO BUY• MISSION SUCCESS AT LOWEST

COST IN LIFE• SERVICE ADVOCACY


Performance ImprovementPerformance Improvement

Reducing government-induced instability through transformation of these key elements of the Acquisition system can reduce cost, enhance

acquisition performance and accelerate key capabilities by years.


Performance Improvements –Performance Improvements – Organization Organization

Organization• OSD Acquisition, Technology and Logistics (AT&L)

– Focus on what, not how, to buy– Member of JROC– Own Acquisition Stabilization Account (ASA)– Compete capability needs and chair Materiel Selection Board– Disestablish OIPT process

• Service Acquisition Executives (SAEs)– Elevate to Level 3– Make 5-year Fixed Presidential Appointments renewable for second term – Create pool of pre-qualified candidates– Post Milestone B execution

• Service Chiefs/CNO– Pre-milestone B execution

• Service 4-Star Acquisition Commander– Dual report to SAE and Service Chief/CNO– Integrate budget, requirements, acquisition– Advocate for technological future– Advocate and manage Acquisition workforce– Oversee day-to-day program execution– Direct and manage preparation of service materiel solution proposals


Performance Improvements – Performance Improvements – Budget and RequirementsBudget and Requirements

Budget• Create separate ASA programmed and executed by AT&L• Create management reserve at Service level• Adjust all accounts to 80/20 confidence level in 08 POM submission

Requirements• Replace JCIDS with COCOM-led requirements process in which the

Services and DoD agencies compete to provide solutions– Create 15-year Joint Capability Acquisitions and Divestment Plan

(JCADP), 2-yr cycle• Time-phased, fiscally-informed and prioritized capability needs

– AT&L compete among Services and select Materiel Solutions– Require TEMP and IOT&E Plan for Milestone B decision– Add ”operationally acceptable” category to Operational Test evaluation– Require JROC approval to test outside Requirements– PMs can reschedule requirements


Performance Improvements – Performance Improvements – AcquisitionAcquisition

Acquisition• Pre-milestone B, PM is operator trained in acquisition, DPM is

acquisition professional• Post-milestone B, PM is acquisition professional, DPM is operator

trained in acquisition• 4-Star Acq Cmdr is certification authority for Acquisition workforce

– Incl budget, reqts, test officers from Service Staffs/other Commands• Make time a KPP• Require Time Certain Development - NGT 6 years from MS A to 1st del• Require Risk Based Source Selections - replace development cost bid

with negotiated most-probable cost• Baseline at Milestone B NET Preliminary Design Review• Require TEMP and IOT&E Plan at Milestone B- PEO/PM signator on both• Give PM explicit authority to defer requirements post Milestone B• Appoint PM accountable for each baseline with tenure from Milestone B

through Beyond Low Rate Initial Production report


Performance Improvements –Performance Improvements –Workforce and IndustryWorkforce and Industry

Workforce• 4-Star Acq Cmdr is certification authority for Acq workforce

– Workforce includes personnel from budget, requirements, test, etc.– Establish mentor program for PMs– Stabilize PM tour – NLT MS B - Beyond Low Rate Initial Prod Report

Industry• Establish Roundtable hosted by SECDEF to share Joint

Capability Acquisition and Divestment Plan– Align industry and defense strategic planning

• Convert to Risk-based Source Selections– Award to minimum risk proposals at negotiated most probable cost– Favor formal competitions by primes vice traditional make/buy


DAPA – ClosureDAPA – Closure

• Results presented in public forum 14 Dec 05• Release of full report expected 27 Jan 06• Results provided to QDR panel

http://www.acq.mil/dapaproject - 1 Feb 06

http://www.dau.mil/library/ - Date TBD

http://www.acq.mil/dapaproject

http://www.dau.mil/library/


Air Force Acquisition Air Force Acquisition Transformation CouncilTransformation Council

• The Umbrella – “SMART OPS 21” – LEAN– Process Efficiency– Balanced Scorecard

• Acquisition Improvement Efforts– Transparency in Governance - Program Stability– Risk Assessment Methodology - Program Planning &

Baselines– Oversight - Test – OT Evaluations

• Risk Assessment Methodology – Ms. Betsy Thorn– “Center of Gravity” for Acquisition Improvements– SPIRAL 1, Beta Tests, Operating Guide by 30 Sept 06– Acquisition Strategies, Source Selections, Milestone/Program Decisions

WAR-WINNING CAPABILITIES… ON TIME, ON COST


AF GoalAF Goal

“GOING GREEN”

Reset ProgramSuccess

Factors toRisk Based

95% By 2010

(New Culture!)Majority Objective

Overall 8% 33% 59%Cost 6% 14% 80%Schedule 9% 35% 57%Technical 3% 16% 81%Funding 8% 35% 57%

Now- Much is Subjective(Old Culture!)

Source: AF PEO Portfolio, Oct 05 MAR


Acquisition Focus Areas at AACAcquisition Focus Areas at AAC• Credibility

– Risk Assessment Methodology– Risk-focused Source Selections– Sufficiency Reviews– College of Acquisition Curriculum– Expectation Management Agreements – Annual Commitments– PEO reviews – Balanced Scorecard– Financial Execution

• Capability Needs– Counter MANPADS– Net-ready weapon data links– Chemical Biological Radiological Nuclear & Explosive (CBRNE)– Universal Armament Interface– Urban CAS– Reliability

• Air Armament Symposium – 3-4 October 06


Words From The WarWords From The War

“My concern is that this war has reached a point where a tactical error can have strategic implications so everything in our arsenal needs to work first time, every time. We have also become the victim of our own success in that the ground troops “know” we can shack the target every time and pretty much control collateral damage. As such, we only drop one at a time so when one doesn’t work as advertised it becomes obvious.”

-Lt Gen Walter BuchananCommander of 9th Air Force


SummarySummary

War-Winning Capabilities… On Time, On CostWar-Winning Capabilities… On Time, On Cost

Thank You for All You DoThank You for All You Do

Speaker’s Forum Co-sponsored by: Air Force Association (AFA) POC - Candace Robey, 883-1900...

Documents

Transcript of Speaker’s Forum Co-sponsored by: Air Force Association (AFA) POC - Candace Robey, 883-1900...