ACQ202 Intermediate Systems Acquisitions Course (ISAC)

Transcription

1 Intro ductio n ~ I Page l of 33 I ~

2 Introduction Closed captioning In this lesson we will follow IPPD tenets and use an IPT to assist in formulating the acquisition strategy for the Firebird program. This acquisit ion strategy is required at Milestone A and will cover all aspects of the program from TMRR Phase, through program initiation at Milestone B, onto production and deployment and ultimately demilitarization and disposal. You will also lea rn about the significance of the Acquisit ion Program Baseline {APB), Key Performance Parameters ( KPP), the Program Structure Chart, and the involvement of international partners in system acquisition.

3 Obj ectives Upon completion of this lesson, you will be able to: Identify the information required for a decision review and recognize the significance of the Acquisition Program Baseline ( APB), Key Performance Parameters (KPPs), and Acquisition Strategy. Identify the advantages and disadvantages of international armaments cooperative development in an acquisition strategy. Identify the intelligence organizations of the Intelligence Community (IC) and recognize how the IC provides support to an acquisition program. ~ I P ge2of 33 I...

4 ACQ 101 Refreshe r ~ I Page 3 of 33 I ~ Back W J Next

5 ACQ 101 Refreshe r Before we begin, take a few moments t o refresh your memory with some questions from ACQ 101 material. Here is some background information pertaining to the topics presented in this lesson. ACO 101 Background Information

6 Lesson Developing the Acquisition Strategy RESOURCES I PRINT I HELP ACQ 101 Refresher Question 1 The acquisition strategy approach to be followed, that is, incremental or single step to full capability, is initially documented in the Acquisition Strategy (AS), and depends on: Advanced Technology Demonstrations ( ATDs), Joint Capabilities Technology Demonstration (JCTDs), and Experiments LJ Activities occurring within DoD laboratories and research centers, academia, or commercial sources ~ Availability of time-phased requirements in the COD; maturity of technologies; and relative costs and benefits of executing the program in increments versus a single step Considerations of performance, schedule, and c ost Checlc Answer An Acquisition Strategy (AS) is a business and technical management approach designed to achieve program objectives within the resource constraints imposed. The approach is initially documented in the AS, and depends on: availability of time- phased requirements in t he COD; maturity of t echnologies; and relative costs and benefits of executing t he program in increments versus a single step. ~ I P ge 4 of33 I... Back ii 1 Next

7 ACQ202 I ntermediate Systems Acquisitions Course (ISAC) Lesson Developing the Acquisition Strategy RESOURCES I PRINT I HELP ACQ 101 Refresher Question 2 A weapons systems acquisition program that the Under Secretary of Defense (Acquisition, Technology, and Logistics) (USO (AT&L)) estimates will require eventual expenditure for Research, Development, Test, and Ev aluation (RDT&E) of more than $480 million in Fiscal Year (FY) 2014 constant dollars, or Procurement of more than billion in FY 2014 constant dollars, is what category of program? n Acquisition Ca tegory ( ACAT) IA n Acquisition Ca tegory ( ACAT) II Acquisition Category ( ACAT) III ACAT I programs are Major Defense Acquisition Programs. An MDAP is defined as a program estimated by the USD(AT&L) to require eventual expenditure for: RDT&E of more than $480 million in Fiscal Year (FY ) 2014 constant dollars, or Procurement of more than $2.79 billion in FY 2014 constant dollars. ~ Acquisition Category {ACAT) I Check Answer ~ I P pesof33 I...

8 Lesson Developing the Acquisition Strategy RESOURCES I PRINT I HELP Acquisition Strategy I PT Acquisitio n str a t e g y IPT Me m bers ~ ~o becau~d the Acquisition Strategy!PT. I've called you together your help developing the Acquisition Strategy for Firebird. Since this is the first time that some of you have met, please take a minute and look at the attendee list for our meeting. As you will see, the development of an acquisition strategy requires inputs from many functional areas, including the military users....rl I Page 6 of 33,... Back liiii ) Next

9 -~----- ACQ202 Intermediate Systems Acquisitions Course (ISAC) Acquisition Strategy IPT Acquisition Strategy IPT Members Long Description COL Bennett standing next to a proj ection screen showing off-site I PT members. The audience in front of COL ' Bennett is made up of on-site I PT members =--- -_- --- Welcome to the Acquisition Strategy IPT. I've called you together because I need your help developing the Acquisition Strategy for Firebird. Since this is the first t ime that some of you have met, please take a minute and look at the attendee list for our meeting. As you will see, the development of an acquisition strategy requires inputs from many functional areas, including the military users. - ~ Page6of33 I ~ Back - L " Next

10 Acquisition Category First let me explain our Acquisition Category and chain of authority. Although Firebird projected costs fall below the levels established for ACAT!! programs, I expect Firebird to be designated as an ACAT ll program due to the joint service involvement and high political interest. As we recall, Firebird - - j has already been designated as a JROC interest program. """" I Our management chain will include our Program Executive Officer {PEO) and the Milestone Decision Authority {MDA). Jn this case, the MDA is the Army's Service Acquisition Executive, or SAE, since the Army is the lead Service. (SAE) MDA NOTE - A shor t video on Acquisition Categories is also available under the RESOURCES link. ~ I P ge 7of33 I...

11 Acquisition Category First let me explain our Acquisition Category and chain of authority. Although Firebird projected costs fall below the levels established for ACAT II programs, I expect Firebird to be designated as an ACAT II program due to the j oint service involvement and high political interest. As we recall, Firebird has already been designated as a JROC interest program. Our management chain will include our Program Executive Officer { PEO) and the Milestone Decision Authority ( MDA). In this case, the MDA is the Army's Service Acquisition Executive, or SAE, since the Army is the lead Service. Long Description Flow chart showing the Chain of Authority. At the top is {SAE) MDA, with PEO in the middle, and PM at the bottom. NOTE - A short video on Acquisition Categories is also available under the RESOURCES link. ~ Page 7of33 I ~ Back " Next

12 Acquisition Program Baseline (APB) The Acquisition Program Baseline will determine important cost, schedule and performance parameters for Firebird. - """" I Take a look at this description of APBs. In addition to program-specific threshold/ objective values for cost, schedule, and performance, there are six mandatory Key Performance Parameters (KPPs ) that must be addressed by each program. The APB will also include affordability caps for unit production and sustainment costs. Affordability caps are established as fixed costs requirements equivalent to Key Performance Parameters (KPPs) that must be met by the program office." Select the document to view the APB Description. ~ I P ge 8of33 I...

13 Firebird Tradespace - """" I For example, Firebird has an APB parameter called range drawn from the Capability Development Document (COD). As you can see, the user eventually revised the requirements for range and target acquisition from the draft COD, so our threshold is 100 KM and our objective is 150 KM. This allows me as the PM to make tradeoffs within the SO KM in between. So, I have the flexibility to trade off other parameters for range within the tradespace. Fire bird APB Parameter: Range (Kilometers) "O 0.t::. (/) ~..c: I Q).2: ~.ii' 0 so ~ I P ge Qof33 I...

14 Firebird Tradespace For example, Firebird has an APB parameter called range drawn from the capability Development Document (COD). As you can see, the user eventually revised the requirements for range and target acquisition from the draft COD, so our threshold is 100 KM and our obj ective is 150 KM. This allows me as the PM to make tradeoffs within the SO KM in between. So, I have the flexibility to trade off other parameters for range within the tradespace. Firebird APB Param eter: Range (Kilometers) Long Description APB parameter chart for Firebird's range. A horizontal line shows markers at SO km ( left), 100 km (center), and lso km ( right). The " threshold" is marked at 100 km and the "objective" is marked at lso km. The SO km area between threshold and obj ective is labeled "tradespace. n ~ Page 9of 33 I ~ Back ~ "' Next

15 Firebird's APB You will notice that the Firebird APB consists of a cover sheet and three sections: performance, schedule, and cost. - - Select each tab below for more information on the sections ofthe APB. ~ \ ) Cover Sheet Performa nce 1 Schedule I Cos! ] Ma ndat ory KP'-Ps=---'-< The cover sheet records the PM's, PEO's, and SAE's, approval signatures. As you will see in this document, the Milestone Decision Authority (MDA) for Firebird is the Service Acquisition Executive (SAE). Select the document to view Firebird's APB., FIREBIRD ~ I P ge10of33 I...

16 Firebird's APB You will notice that the Firebird APB consists of a cover sheet and three sections: performance, schedule, and cost. Select each tab below for more information on the sections of the APB. Cov e r Sheet Performance Sch edule Cost Mandatory KPPs First, let's discuss the Performance section. At program init iation, performance parameters are described as measures of performance, or MOPs, for a needed ca pability. More specific program parameters Perfonnance are added t o the APB as the program requirements become better Parameters d efined. The total number of parameters in this section should include only the top performance parameters that drive operational effectiveness and suitability, schedule, technical progress, and cost. Operational effectiveness Operational suitability Schedule Technical progress Cost ~ Page 10 of 33 I ~ Back ~ ' Next

17 Firebird's APB You will notice that the Firebird APB consists of a cover sheet and three sections: performance, schedule, and cost. Select each tab below for more information on the sections of the APB. Cover Sheet Performance Schedule Next is the Sch edule section. The schedule parameters include program init iation, major milestone decision points, initial operating capability, or IOC, and any other crit ical program events. Cost Mandatory KPPs Schedule Parameters Program initiation Major Milestone Decision Points Initial Operational capability {IOC) Other critical events ~ Page 10 of 33 I ~ Back ~ ' Next

18 Firebird's APB You will notice that the Firebird APB consists of a cover sheet and three sections: performance, schedule, and cost. Select each tab below for more information on the sections of the APB. Cove r Sheet Performa nce Schedule Cost Mandatory KPPs The cost parameters show the costs related to the program in base year dollars. Cost parameters include RDT&E, procurement, Average Unit Procurement Cost, and other costs as appropriate. They must reflect realistic estimates for the total program, based on a careful Parameters assessment of risks and appraisal of the costs most likely to be realized. RDT&E Prorurement Cost Average Unit Prorurement COst ~ Page 10 of 33 I ~ Back ~ ' Next

19 Firebird's APB You will notice that the Firebird APB consists of a cover sheet and three sections: performance, schedule, and cost. Select each tab below for more information on the sections of the APB. Cove r Sheet Performa nce Schedule Cost Mandatory KPPs For ce Protection KPP: For manned systems / systems designed to enhance personnel survivability when used in an asymmetric threat environment ( protection of the system operator or other personnel rather than the system itself). System Survivability KPP: For manned systems / systems designed to enhance personnel survivability in an asymmetric threat environment - Attributes that contribute to the survivability of the system itself. Training KPP: To ensure that training requirements are properly addressed from the beginning of the acquisition process and updated throughout the acquisit ion life cycle. Energy KPP: To optim ize fuel and electric power demand in capability solutions as it directly affects the burden on the force to provide and protect critical energy supplies. Sustainment KPP: To ensure t hat sustainment planning " upfront" enables the requirements and acquisition communities to provide an affordable system with optimal availability and reliability to the warfighter. Net- Ready KPP: Required for all IT and NSS used to enter, process, store, display, or transmit information. ~ Page 10of33 I ~ Back ~ ' Next

20 Knowledge Review - 1 Which of the following can cause program re-evaluation or termination? ~ Not meeting the key performance parameter {KPP) thresholds Not meeting the key performance parameter {KPP ) objectives D Not meeting all Capability Developmen t Document {CDD) requirements Check Answer Not m eeting th e KKP thresholds can cause program re evaluation or termination. ~ I P ge11of33 I...

21 Knowledge Review - 2 Which of the following parties signed Firebird's Acquisition Program Baseline {APB} agreement? Select all that apply. Director of Operational Test & Evaluation (DOT&E} ~ Milestone Decision Authority {MDA} ~ Program Executive Officer {PEO} Contracting Officer {KO} ~ Program Manager {PM} Check Answer An APB agreement requires the signatures of the PM, MDA, and PEO; therefore. neither the Contracting Officer nor the Director of Operational Test and Evaluation signed Firebird's APB agreement. ~ I P ge12of33 I...

22 Creating an Acquisition Strategy - """" I Now that we have reviewed the APB, we are almost ready to work through an initial acquisition strategy for our program. Our acquisition strategy will be a master road map that will guide Firebird through program initiation, design, development, test and evaluation, production, fielding, operations and support, and finally demilitarization and disposal of the system. It will also cover program-level issues such as contracting approach, competition, funding, and risk management. Our Acquisition Strategy!PT plans how the Firebird program will be structured, managed and controlled across all business and technical areas in order to meet the mission needs. Here is a document that describes Acquisition Strategies. we need to consider this guidance in our discussion today. Select the document to view the information on Acquisition Strategies. ~ I P ge 13of33 I...

23 Knowledge Review - 3 An acquisition strategy is a formal agreement between the Program Manager (PM) and the Milestone Decision Authority (MDA) that establishes cost, schedule, and performance parameters for an acquisition program. True ~ False This statem ent is false. An Acquisition Program Baseline ( APB) is a formal agreement between the PM and the MDA that establishes cost, schedule, and performance parameters for an acquisition program. An Acquisition Stra tegy is developed with input from all functional areas; it includes a program structure chart with appropriate miles tones. ~ I P ge 14of33 I...

24 Lesson 2.2 Developing the Acquisition Strategy RESOURCES I PRINT I HELP Program Structure Chart Building the Schedule Milestone A Milestone B Milestone c IPT Input cr<?.f I At this point, I would like for us to begin developing an acquisition strategy for Firebird. As you read, the acquisition strategy will include inputs from all functional areas. We'll go around the room and give everyone a chance to contribute. I want you to touch on the main issues you would like to see addressed in the acquisition strategy. In addition, provide the key events and associated dates so we can start building our program structure chart. ~ I Page1Sof 33 I... Back Next

25 Back ~ ' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Program Structure Chart Long Description The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY} columns. Key area row headings are as follows: 1) (blank), 2} Milestones, Phases & Oversight, 3} Final RFP Release, 4) Contract Award, 5) Technical Review, 6} Software Bulids, 7) Development Testing, 8} Operational Testing, 9} Logistics, and 10} Deliveries. FY column headings are as follows: 1} (blank); 2 } FY14; 3) FYl S; 4 } FY16; S} FY17; 6} FY18; 7) FY19; 8 ) FY20; 9 } FY21; 10} FY22; 11} FY23; 12} FY24. Shown in the Milestones & Phases row is the Acquisition Ufecycle: The Pre-system Acquisition segment of the lifecycle spans from FY14 to the end of FY16 and includes the MDD [ beginning of FY14 ], Materiel Solution Ana lysis [FY14 through mid FYlS], Milestone A [mid FYlS], and Technology Maturation & Risk Reduction (TMRR} [ mid FYl S to end of FY16 ]. Milestone B appears in the start of FYl 7 after the TMRR phase is complete. The Engineering Manufacturing Development ( EMD} phase spans from the start of FYl7 to the end of FY20. Milestone C appears after the EMD phase is complete [third quarter FY20]. The Production and Deployment segment spans from the end of FY20 to the end of FY23 and includes Production (LRIP and FRP} [end of FY21 through FY23 ] and O&S [ end of FY23 out to the end of FY24]; the FRP DR milestone is shown in the center of the production block after LRIP [ end of first quarter FY22] and t he IOC milestone is situated just after the FRP [ end of FY23]. sm ~ Page 15of 33 I ~

26 Back ~ ' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Program Structure Chart Building the Sch edule, Milestone A Milestone B Milestone C IPT Input I'll start by showing you our plan for milestones and reviews. We've already had the mandatory Materiel Development Decision ( MOD) and a successful Milestone A to authorize the Technology Maturation &. Risk Reduction (TMRR) Phase. ~ Page 15of 33 I ~

27 Back ~ ' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Program Structure Chart Building the Sch edule Milestone A Milestone 8 Milestone C IPT Input Since our TMRR phase will be completed within a few months, let's start the discussion with Milestone B, which is program initiation, followed by the Engineering & Manufacturing Development ( EMD) phase. It is here where we will develop, build, and test our product. ~ Page 15of33 I ~

28 Back ~ ' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Program Structure Chart Building the Schedule Milestone A Milestone B Milestone C IPT Input Our final milestone will be C, approval for Low Rate Initial Production, or LRIP. Finally, we will have a Full Rate Production Decision Review (FRP DR). Our IOC obj ective is five years from program initiation, in FY23. ~ Page 15of33 I ~

29 Back ~ ' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Program Structure Chart Building the Sch edule Milestone A Milestone B Milestone C IPT Input Now let's go around the room. Please address primary issues from your functional area, incl uding any risk areas you believe are important. I ~ Page 15of 33 I ~

30 Lesson Developing the Acquisition Strategy RESOURCES I PRINT I HELP Full and Open Competition TMRR Contracts EMO Contract FRP Contract Draft RFP We are now ready to continue to execute the contracting approach first documented in the Acquisition Strategy, that is, full and open competition, competitive prototyping, and a best value source selection " downselect" from among the competing contractors in the TMRR phase to determine which contractor will get the contract for the EMO phase and ultimately production. We've already awarded the TMRR contracts. ~ I Page16of 33 I... Back Next

31 Back ~------' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Full and Open Competition TMRR Contracts EMO Contract FRP Contract Draft RFP Long Description Connie standing in front of the projection screen showing the schedule for contract awards. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) (blank}, 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technica l Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1) (blank); 2) FY14; 3) FY15; 4) FY16; 5) FY17; 6) FY18; 7) FY19; 8) FY20; 9) FY21; 10) FY22; 11) FY23; 12) FY24. In the Contract Award row, Technology Mat uration & Risk Reduction (TMRR) is shown as awarded at the end of FY15. We are now ready to continue to execute the contracting approach first documented in the Acquisition Strategy, that is, full and open competition, competitive prototyping, and a best value source selection "downselect" from among the competing contractors in the TMRR phase to determine which contractor will get the contract for the EMD phase and ultimately production. We've already awarded the TMRR contracts. ~ Page 16of 33 I ~

32 Full and Open Competition TMRR Contracts EMO Contract FRP Contract Draft RFP Given this approach, a single, cost-reimbursable contract for the EMO phase with a fixed price incentive option for one lot of LRIP is appropriate. ~ Page 16 of33 I ~ Back -... ~~-' Next

33 Back ~ ' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Full and Open Competition TMRR Contracts EMO Contract FRP Contract Draft RFP Long Description Connie standing in front of the proj ection screen showing the schedule for contract awards. I The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) (blank), 2 ) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technica l Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1) ( blank); 2 ) FY14; 3) FY15; 4 ) FY16; 5) FY17; 6 ) FY18; 7 ) FY19; 8 ) FY20; 9 ) FY21 ; 10) FY22; 11) FY23; 12) FY24. In the Contract Award row, Engineering and Manufacturing Development phase contract will be awarded at the start of FYl7. Given this approach, a single, cost-reimbursable contract for the EMO phase with a fixed price incentive option for one lot of LRIP is appropriate. ~ Page 16 of 33 I ~

34 Full and Open Competition TMRR Contracts EMO Contract FRP Contract Draft RFP..t. tr. c 1...;.,-..,,.... A,,,..t..:......,., :...1.ft ' ~ ~ "' cc,.,... ~!' The full rate production ( FRP) contract will be firm fixed price and cover the remaining production lots. ~ Page 16 of 33 I ~ Back -... ~~-' Next

35 Back ~ ' Next ACQ202 Intermediate Systems Acquisitions Course (ISAC) Full and Open Competition TMRR Contracts EMO Contract FRP Contract Draft RFP Long Descr iption Connie standing in front of the projection screen showing the schedule for contract awards. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank}, 2 ) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8 ) Operational Testing, 9 ) Logistics, and 10 ) Deliveries. FY column headings are as follows: 1 ) ( blank); 2 ) FY14; 3 ) FY15; 4 ) FY16; 5) FY17; 6) FY18; 7 ) FY19 ; 8 ) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12) FY24. In the Contract Award row, the cont ract for Long Lead (LIL) items will be awarded in the start of FY19, the LRIP Option contract will be awarded at the end of FY20, and the Production contract will be awarded in the middle of FY22. The full rate production ( FRP) contract will be firm fixed price and cover the remaining production lots. ~ Page 16 of 33 I ~

36 Full and Open Competition TMRR Contracts EMO Contract FRP Contract Draft RFP.. cc...;.,--,,...,.,.....t. A..t. tr. c 1..,.: ~ "' ~!'......,., :...1.ft ~ ' I'm preparing a draft RFP for EMO so we can get industry comments. The RFP IPT will meet after receiving those comments. The final RFP will be released immediately upon completion of the Development Request For Proposal Release Decision (DRFPRD), which will assess our Acquisition Strategy and other key planning documents. I anticipate a contract award will be made no later than 3 months after the Milestone B review. ~ Page 16 of 33 I ~ Back -... ~~-' Next

37 Lesson 2.2 Developing the Acquisition Strategy RESOURCES I PRINT I HELP System Needs w ;1g;m iw PoR CDR Additional Reviews " o. 1:... o.-.t;.... A : >It!... ;r:.r,;: -~ 1,\ " ' ~ ~ ~- A t ::...,.. ~ P«ll.r.,.. ""' 'f!~ I Based on our preliminary risk and requirements analysis and Capability Development Document Validation ( CDD -V), I'm confident that we have a clear understanding with our users of what the system needs to do. I just want to point out that we have several critical technologies that must be integrated, including the weapons and the remote control software. These are probably our most significant technical challenges. ~ I Page17of 33 I... Back Next

38 System Needs Technical Challenges PDR CDR Additional Revie w s Long Description I Steve standing in front of the projection screen showing the schedule for technica l reviews. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year (FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases & Oversight, 3} Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9} Logistics, and 10) Deliveries. FY column headings are as follows: 1) (blank); 2) FY14; 3} FY15; 4 } FY16; 5) FY17; 6) FY18; 7) FY19; 8) FY20; 9) FY21; 10) FY22 ; 11) FY23; 12) FY24. Based on our preliminary risk and requirements analysis and capability Development Document Validation {CDD-V), I 'm confident that we have a clear understanding with our users of what the system needs to do. I just want t o point out that we have several crit ical technologies that must be integrated, including the weapons and the remote control software. These are probably our most significant technical challenges. ~ Page 17 of 33 I ~

39 System Needs Technical Ch a llenges, PDR CDR Addit i on al Revie w s.. cc...;.,--,,...,.,....a A.& - ~---'-----~ ',...: ~ "', :...1.ft ~ ' ~!' Prior to MS B, we will conduct a Preliminary Design Review (PDR) to establish the program's allocated baseline and readiness to proceed to detailed design and into EMO. ~ Page 17 of 33 I ~

40 Syst em Need s Technical Ch a llenges, PDR CDR Addit i on al Revie w s Lo ng Des cription Steve standing in front of the projection screen showing the schedule for technical reviews. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year (FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9 ) Logistics, and 10) Deliveries. FY column headings are as follows: 1) ( blank); 2) FY14; 3) FYlS; 4 ) FY16; 5) FY17; 6 ) FY18; 7) FY19; 8) FY20; 9) FY21; 10) FY22; 11) FY23; 12) FY24. I n the Technical Review row, a Preliminary Design Review will be conducted in the third quarter of FY16. Prior to MS B, we will conduct a Preliminary Design Review (PDR) to establish the program's allocated baseline and readiness to proceed to detailed design and into EMD. ~ Page 17 of33 I ~

41 System Needs Technical Ch a llenges PDR Addit i on al Revie w s.. cc...;.,--,,...,.,....:.a A.& - ~---'-----~ ' ~ "', :...1.ft ~ ' ~!' res ()1 In EMO, we will, of course, have a Critical Design Review (CDR) to establish the init ial product baseline in preparation for the post-cdr Assessment and Production Readiness Reviews ( PRRs) prior to starting production. ~ Page 17 of33 I ~

42 System Needs Technical Ch a llenges PDR Addit i on al Revie w s Long Description Steve standing in front of the projection screen showing the schedule for technical reviews. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases &. Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logist ics, and 10) Deliveries. FY column headings are as follows: 1) ( blank); 2) FY14; 3) FY15; 4) FY16; 5) FY17; 6) FY18; 7) FY19; 8) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12) FY24. I n the Technical Review row, a Critical Design Review will be conducted in the first quarter of FY18. In EMO, we will, of course, have a Critical Design Review (CDR) to establish the initial product baseline in preparation for the post-cdr Assessment and Production Readiness Reviews ( PRRs) prior to starting production. ~ Page 17 of 33 I ~

43 System Needs Technical Ch a llenges PDR Addit i on al Revie w s Long Description Steve standing in front of the projection screen showing the schedule for technical reviews. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases &. Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logist ics, and 10) Deliveries. FY column headings are as follows: 1) ( blank); 2) FY14; 3) FY15; 4) FY16; 5) FY17; 6) FY18; 7) FY19; 8) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12) FY24. I n the Technical Review row, a Critical Design Review will be conducted in the first quarter of FY18. In EMO, we will, of course, have a Critical Design Review (CDR) to establish the initial product baseline in preparation for the post-cdr Assessment and Production Readiness Reviews ( PRRs) prior to starting production. ~ Page 17 of 33 I ~

44 System Needs Technical Ch a llenges PDR CDR Additional Reviews, :...1.ft \ " "'' Configuration Steering Boards (CSBs) will meet at least annually as capability requirements or content trades are needed. These CSBs will review potential capability requirement changes and propose to the validation authority any necessary changes to achieve affordability goals or result in a more cost-effective product. Additional design reviews may be proposed by the contractor, but for now we'll just show when nominal reviews are expected on our program structure chart. ~ Page 17 of 33 I ~

45 Syst em Need s Technical Ch a llenges PDR CDR Additional Reviews Lo ng Descriptio n Steve standing in front of the projection screen showing the schedule for technical reviews. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) (blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1 ) (blank); 2) FY14; 3) FYlS; 4) FY16; 5) FY17; 6) FY18; 7) FY19; 8 ) FY20; 9) FY2 1; 10) FY22; 11) FY23; 12) FY24. In the Technical Review row, a PDR will be conducted at the end of FY16. Along with other technical reviews that will be conducted (as required) throughout the life of the program, a PCA will be conducted in the middle of FY22. Configuration Steering Boards (CSBs) will meet at least annually as capability requirements or content trades are needed. These CSBs will review potential capability requirement changes and propose to the validation authority any necessary changes to achieve affordability goals or result in a more cost-effective product. Additional design reviews may be proposed by the cont ractor, but for now we'll just show when nominal reviews are expected on our program structure chart. ~ Page 17 of33 I ~

46 Lesson Developing the Acquisition Strategy RESOURCES I PRINT I HELP T&E Requirements ffmii,hlr61,0ii!jii.i.m EOA IOT& E LFT&E and FOT& E - o.....r,;: -~.r 'f!~ ~ ~ ~- ~ o. 1: A : >It! 1,\ P«ll " " ""'... -.t;.... ' <l l\. (~ t...,, 1:.:.~ " K. " ~" '"'" " w. ":: " Ill\ w;: ~I\ ;r: t A::...,...,.. Firebird demonstrators have undergone preliminary testing during the TMRR phase, but much more testing will be required during the EMO phase. We will need to verify the system's capabilities through developmental and operational test and evaluation, or DT&E and OT&E. Of course, developmental testing will take place throughout the system's development. We will also use modeling and simulation whenever it is appropriate to save time and money. ~ I Page18of 33 I... Back Next

47 ACQ202 Intermediate Systems Acquisitions Course (ISAC} Lesson Developing the Acquisition Strategy RESOURCES I PRINT 1 HELP T&E Requirements Preliminary Testing _ EOA l_ IOT&E L LFT&E and FOT&E Long Description F'fN FY"-'.S :,~u; : f'\'17 I ~ 1 6 f'\'19 : FYlO FY21 : F'IU ' FVU F'\'24 Tom standing in front of the projection screen showing the schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table const ructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) (blank), 2 ) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1) (blank); 2) FY14; 3) FY15; 4) FY16; 5) FYl7; 6 ) FY18; 7) FY19; 8 ) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12 ) FY24. t.o.; ~~C."; - l').)lt.-.>rl4u. Firebird demonstrators have undergone preliminary testing during the TMRR phase, but much more testing will be required during the EMO phase. We will need to verify the system's capabilities through developmental and operational test and evaluation, or DT&E and OT&E. Of course, developmental testing will take place throughout the system's development. We will also use modeling and simulation whenever it is appropriate to save t ime and money.... Page 18of 33 I... Back Next

48 T&E Requirements Preliminary Testing, EOA IOT&E LFT&E and FOT&E.A A ",- - '-----~ ~--- '..,, ,., :...1.ft <> "'' :'"",,." p.,..,h...,...,.,, Developmental T&E will occur throughout the EMO phase. It would be a good idea to involve the operational users in an Early Operational Assessment ( EOA} just prior to the CDR and an Operational Assessment (OA} just prior to Milestone c, the LRIP decision. ~ Page 18of 33 I ~

49 T&E Requirements Preliminary Testing, EOA IOT&E LFT&E and FOT&E Long De s cription Tom standing in front of the projection screen showing t he schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year (FY) columns. Key area row headings are as follows: 1) (blank), 2 ) Milestones & Phases, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Development Testing, 7) Operational Test ing, and 8 ) Deliveries. FY column headings are as follows: 1) ( blank); 2 ) FY14; 3) FYlS; 4 ) FY16; 5) FY17; 6 ) FY18; 7 ) FY19; 8) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12) FY24. I n the Development Testing row, Comp Fly-Off is scheduled to start at end of FYlS through FY16 and Prototype testing is scheduled from mid FYl7 through mid FY20. In t he Operat ional Testing row, the first Early Operational Assessment (EOA) is scheduled from early FY16 to mid FY16 and the second EOA is scheduled from the end of FYl7 to early FY18. The Operational Assessment (OA) is scheduled for mid FY19 through early FY20. Developmental T&E will occur throughout the EMD phase. It would be a good idea to involve the operational users in an Early Operational Assessment ( EOA) just prior to the CDR and an Operational Assessment (OA) just prior to Milestone c, the LRIP decision. ~ Page 18of 33 I ~

50 T&E Requirements Preliminary Testing EOA IOT&E LFT&E and FOT&E.A A ",- - ~---' '-----~..,, ,., :...1.ft <> "'' :'"",,." p.,..,h...,...,.,, IOT&E will start a few mont hs after Milestone C when we have production-representative articles from LRI P. ~ Page 18of 33 I ~

51 T&E Requirements Preliminary Testing EOA IOT&E LFT&E and FOT&E Long De s cription Tom standing in front of the projection screen showing t he schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year (FY) columns. Key area row headings are as follows: 1) (blank), 2 ) Milestones & Phases, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Development Testing, 7) Operational Testing, and 8 ) Deliveries. FY column headings are as follows: 1) ( blank); 2 ) FY14; 3) FYlS; 4 ) FY16; 5) FY17; 6 ) FY18; 7 ) FY19; 8) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12) FY24. I n the Operational Testing row, t he IOT&.E is scheduled from mid FY2 1 through early of FY ~ - D.?fh-.,rt.t ld; ~'lc.~ IOT&.E will start a few mont hs after Milestone C when we have production-representative articles from LRIP. ~ Page 18of 33 I ~

52 T&E Require ments Preliminary Testing EOA IOT&E LFT&E and FOT&E.A A ",- - ' '-----~ ~---..,, ,., :...1.ft <> "''.A.A A A A A :'"",,." p.,..,h...,...,.,, U'1' : - lli'!ll I 'm also inserting a placeholder for Uve Fire T&E in case we are required to perform that testing, as well as including time for Follow-on Operation Test and Evaluation. I 'll get back to you when we determine the resources required for test articles and test ranges. ~ Page 18of 33 I ~

53 T&E Requirements Preliminary Testing EOA IOT&E LFT&E and FOT&E Long Description Tom standing in front of the projection screen showing the schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year (FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Cont ract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1) ( blank) ; 2) FY14; 3) FYlS; 4) FY16; 5) FY17; 6) FY18; 7) FY19; 8) FY20; 9) FY21; 10) FY22; 11) FY23; 12) FY24. I n the Developmental Testing row, LFT&E is scheduled for the third and fourth quarters of FY21. I n the Operational Testing row, the FOT&E (if required) is scheduled to begin in fourth quarter FY23. I 'm also inserting a placeholder for Uve Fire T&E in case we are required to perform that testing, as well as including time for Follow-on Operation Test and Evaluation. I 'll get back to you when we determine the resources required for test articles and test ranges. ~ Page 18of 33 I ~

54 Lesson Developing the Acquisition Strategy RESOURCES I PRINT I HELP Software Considerations Software Concerns S/ W Technical Reviews IV&V....r,;: -~ ~-.r 'f!~ ~ ~ ~ o. 1: A : >It! 1,\ P«ll ""' " " A ' <l l\....,, 1:.:.~ K. " " w".:: " Ill\ w;: " ~" o.-.t;. ;r: t ::...,...,.. ~I\ (~ t " '"' :..,...,,...,, P ;...h1.,r ~: -- rttl'l -- rttl'i " ll!il!ll There are some software concerns here, especially regarding interoperability and data exchange. Software and hardware integration may still be a major challenge even with the experience gained in the TMRR phase. So we've got to make sure our contractor is experienced enough to manage the integration effort. A mature software developer is key to this program, so a Capability Maturity Model Integrated (CMMI ) appraisal should be part of the best value selection process. ~ I Page19of 33 I... Back Next

55 Software Considerations Software Concerns S/W Technical Review s IV&V Long Description Samantha standing in front of the projection screen showing the schedule for technical reviews. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year (FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Bulids, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10} Deliveries. FY column headings are as follows: 1) (blank); 2) FY14; 3) FY15; 4 ) FY16; 5) FY l 7; 6 } FY18; 7) FY19; 8) FY20; 9 ) FY21; 10} FY22; 11) FY23; 12) FY "" - D.?fh-.,rt.t lo;l~~c~ There are some software concerns here, especially regarding interoperability and data exchange. Software and hardware integration may still be a major challenge even with the experience gained in the TMRR phase. So we've got to make sure our contractor is experienced enough to manage the integration effort. A mature software developer is key to this program, so a Capability Maturity Model Integrated (CMMI) appraisal should be part of the best value selection process. ~ Page 19 of 33 I ~

56 Software Considerations Software Concerns S/W Technical Reviews IV&V.... ~!'.,......;.,--,,...,.,... " ~ "'..t. A..t. tr. c1,,...,.: cc : 1: ,., :...1.ft ~,.. <>.. I:;.,... <. 11 H~,.,......,., -~ r-...,....,..., : tbtr.i.t'thl... "'' ; A A - :::::i " :'"",,." p.,..,h...,...,.,, U'1' : - -,.,._ rm - lli'!ll l:d.. Ell.. mm ',...,.,... The Firebird program will have several software builds. Each one of these builds has its own allocated requirements, resources, and scheduled testing to align with subsequent builds and hardware integration. I'd also like to see the contractor conduct some formal technical reviews to make sure the software development effort is running smoothly. ~ Page 19of33 I ~

57 Software Considerations Software Concerns S/W Technical Reviews IV&V Long Descr iption Firebird schedule builds to display several software technical review markers added in the Technical Review row: An intitial Systems Requirement Review ( SRR) is scheduled at t he end of FY14 followed by another one during fourth quarter fo FY15. Two software independent verificat ion and validation (S/ W IV&V) reviews are scheduled, one at the start of FY19 ( in t he EMO phase) and another at the end of FY20 ( during LRIP). A System Verification Review (SVR) is scheduled towards the end of FY19 (during LRIP). The Firebird program will have several software builds. Each one of these builds has its own allocated requirements, resources, and scheduled testing to align with subsequent builds and hardware integration. I'd also like to see the cont ractor conduct some formal technical reviews to make sure the software development effort is running smoothly. ~ Page 19 of 33 I ~

58 Software Considerations Software Concerns S/W Technical Review s IV&V : 1:1..t... tr. c1,, ,., :...1.ft \ "...,.. r,....,...,.. -. :::::i.., ' ' :'"",,." p.,..,h...,...,.,, U'1' : - lli'!ll " "'' Also, we will need about $5 million for independent verification and validation, or IV&V, of weapons management software and integration due to the safety issues associated with carrying and releasing live weapons. ~ Page 19of 33 I ~

59 Software Considerations Software Concerns S/W Technical Review s IV&V Long Description Firebird schedule builds to display several software technical review markers added in the Technical Review row: An intit ial Systems Requirement Review ( SRR) is scheduled at t he end of FY14 followed by another one during fourth quarter fo FYl S. Two software independent verification and validation (S/ W IV&V) reviews are scheduled, one at the start of FY19 ( in the EM O phase) and another at t he end of FY20 (during LRIP). A System Verification Review (SVR) is scheduled towards the end of FY19 (during LRIP). Also, we will need about $5 million for independent verification and validation, or I V&V, of weapons management software and integration due to the safety issues associated wit h carrying and releasing live weapons. ~ Page 19of 33 I ~

60 Logist ics Challenges Integration PBL ILA : 1: ,,...,-..,,...,.,... " ~ "'.& A.& tr. c 1,,...,.:......,., :...1.ft ~,.. <> "'' r -,....,...,.. -. :::::i.., '.... ' ".&.&.&.& A A :'"",,." p.,..,h...,...,.,, U'1' : - ' f& ll.fl lli'!ll ' cc The weapons integration will require more support equipment and new test equipment. Neither of these were emphasized during the experience contractors gained by participating in JCTDs. We also must ensure the Firebird system is sustainable across t he life cycle. ~ Page 20 of 33 I ~

61 Logist ics Challenges Integration PBL ILA Long Description Larry standing in front of the projection screen showing the schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technica l Review, 6 ) Software Builds, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1) (blank); 2) FY14; 3) FY15; 4 ) FY16; 5) FY17; 6) FY18 ; 7) FY19; 8) FY20; 9) FY21; 10) FY22; 11) FY23; 12) FY24. The weapons integration will require more support equipment and new test equipment. Neither of these were emphasized during the experience contractors gained by participating in JCTDs. We also must ensure the Firebird system is sustainable across the life cycle. ~ Page 20of33 I ~

62 Logist ics Challenges Integration ILA : 1: cc.. " ~ "'.,,...,-,,...,.,.....t. A..t. tr. c1,,...,.:......,., :...1.ft ~,.. <> "'' r - -. :::::i..,.....,..., a.a.&.& A A :'"",,." p.,..,h...,...,.,, U'1' : - ' f& ll.fl lli'!ll " ' In addition, according to the latest DoD policy, we must use performance based logistics, or PBL, strategies to reduce logist ics footprints, deliver operational readiness, achieve high reliability components, and reduce support cycle t imes. In order to pull together and implement these PBL strategies for the program, we must select a product support integrator, or PSI. The PSI is either a government or private sector entity responsible for managing all sources of support to ensure that the warfighter gets what they need, when they need it. ~ Page 20of33 I ~

63 Logistics Challenges Integration PBL A.tr.,.,.. ()l...,,..,, ::::i , " "'' ~ :.,,..,,.." r w.h,.. r.,1n1 U' : ra " i' As an ACAT II program, Firebird is required have independent logistics assessments ( ILAs) conducted prior to key acquisition decision points (including milestone decisions). These assessments are conducted by logistics, program management, and business experts from outside the program office and assess the adequacy of the program's product support strategy. Early in the life cycle, t hese reviews focus on sustainment planning and execution, to include core logistics analyses and establishment of organic capabilities. After IOC, the reviews shift the focus to weapon system-level product support performance in meeting the warfighters' needs, meeting sustainment metrics, and providing best-value outcomes." ~ Page 20of 33 I ~

64 Logist ics Challenges Integration PBL Long Description Larry standing in front of the proj ection screen showing t he schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows : 1) ( blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Builds, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1 ) (blank); 2) FY14; 3) FY15; 4) FY16; 5) FY17; 6) FY18 ; 7) FY19; 8) FY20; 9) FY21; 10) FY22; 11) FY23; 12) FY24. In the Deliveries row, Comp Prototypes are scheduled for delivery near t he start of FY16 and also in FYl7; more mature prototypes are scheduled for FY18; production-representative prototypes in FY19; LRIP in FY2 1 and FY22; and Production in FY22 and FY23. As an ACAT II program, Fire rr 1s require ave in epen ent og1st1cs assessments I LAs con ucte prior to key acquisition decision points (including milestone decisions). These assessments are conducted by logistics, program management, and business experts from outside the program office and assess the adequacy of the program's product support strategy. Early in the life cycle, these reviews focus on sustainment planning and execution, to include core logistics analyses and establishment of organic capabilities. After IOC, the reviews shift the focus to weapon system-level product support performance in meeting the warfighters' needs, meeting sustainment metrics, and providing best-value outcomes." ~ Page 20 of 33 I ~

65 Production I ssues Delivery of LRIP Items Full Rate Production L/L contract Advance Procurement Plan...,,...,-..,,...,.,... " ~ "'.& A.& tr. c 1,,...,.: cc : 1: ,., :...1.ft ~,.. <> "'' r -,....,...,.. -. :::::i.., '.... ' ".&.&.&.& A A :'"",,." p.,..,h...,...,.,, U'1' : - ' f& ll.fl lli'!ll ' I need to meet with Tom to determine how many test articles he'll need to conduct IOT&E. Since test articles will be produced during LRIP, I'd like to start delivery of LRIP items in FY21. ~ Page 21 of33 I ~

66 Production I ssues Delivery of LRIP Items Full Rate Production L/L contract Advance Procurement Plan Long Description Mark standing in front of the projection screen showing the schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technica l Review, 6) Software Builds, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1) (blank); 2) FY14; 3) FY15; 4) FY16; 5) FY17; 6) FY18 ; 7) FY19; 8) FY20; 9) FY21; 10) FY22; 11) FY23; 12) FY24. I I need to meet with Tom to determine how many test articles he'll need to conduct IOT&E. Since test articles will be produced during LRIP, I'd like to start delivery of LRIP items in FY21. ~ Page 21 of 33 I ~

67 Production I ssues Delivery of LRIP Items FuH Rate Production L/L contract Advance Procurement Plan.. cc.. " ~ "'.,,...,-,.,....& A.& tr. c1,,...,.:... : 1: ,., :...1.ft ~,.. <> "'' r,....,...,.. - A A -. :::::i.., '.... ' " ' LRIP will prove out our production processes, provide units for IOT&E, and allow a ramp up to full rate production in FY22. ~ Page 21 of33 I ~

68 Production I ssues Delivery of LRIP Items FuH Rate Production L/l contract Advance Procurement Plan Long Description Mark standing in front of the projection screen showing the schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank), 2) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6) Software Builds, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1) (blank); 2) FY14; 3) FY15; 4) FY16; 5) FY17; 6) FY18; 7) FY19; 8) FY20; 9) FY21; 10) FY22; 11) FY23; 12) FY24. I In the Deliveries row, Comp Prototypes are scheduled for delivery near the start of FY16 and also in FYl 7; more mature prototypes are scheduled for FY18; production-representative prototypes in FY19; LRIP in FY21 and FY22; and Production in FY22 and FY23. LRI P will prove out our production processes, provide units for IOT&E, and allow a ramp up to full rate production in FY22. ~ Page 21 of 33 I ~

69 Production I ssues Delivery of LRIP Items Full Rate Production L/l contract Advance Procurement Plan : 1:1.. ~.&.& tr. c 1,,..:,-..,,...,.,... "'......,. ~..., " ' "'' cc - ~f& ll. fl lli'!ll '.A. Ell.& mm dift- t TTJt ,.,_ ,.. I ( ~..~ do As you can see on the contract award line, to establish the production line to produce and deliver LRIP items in FY21, we will need to award a long lead (L/L) contract in FY19 t o ensure that long lead procurement items arrive starting in FY20 to "feed" the product ion line. ~ Page 21 of 33 I ~

70 Production I ssues Delivery of LRIP Items Full Rate Production L/l contract Advance Procurement Plan Long Description Mark standing in front of the projection screen showing the schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank), 2 ) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technica l Review, 6 ) Software Builds, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10 ) Deliveries. FY column headings are as follows: 1 ) (blank); 2) FY14; 3 ) FY15; 4 ) FY16 ; 5) FY17; 6) FY18 ; 7) FY19; 8 ) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12) FY24. I In the Deliveries row, Comp Prototypes are scheduled for delivery near the start of FY16 and also in FYl 7 ; more mature prototypes are scheduled for FY18; production-representative prototypes in FY19; LRIP in FY21 and FY22; and Production in FY22 and FY23. As you can see on the contract award line, to establish the production line to produce and deliver LRIP items in FY21, we will need to award a long lead {L/L) contract in FY19 to ensure that long lead procurement items arrive starting in FY20 to "feed" the production line. ~ Page 21 of 33 I ~

71 Production I ssues Delivery of LRIP Items Full Rate Production L/L contract Advance Procurement Plan ---- I,-..,,.....: ~ "'......,., :...1.ft ' ~, ~--~~--~...,.. "''.&.... " cc,., lli'!ll '.A. Ell mm dift- t TTJt ,.,_ ,.. ~f& ll. fl I ( ~..~ do We will include our plan for advance procurement of long lead items to support LRIP and full rate production in the Acquisit ion Strategy that the MDA will approve at MS B. I 'll discuss this off-line with Faye so she can incl ude the necessary funds. ~ Page 21 of33 I ~

72 Production I ssues Delivery of LRIP Items Full Rate Production L/L contract Advance Procurement Plan Long Description Mark standing in front of the projection screen showing the schedule for developmental testing. The program structure chart (i.e., schedule) is shown as a table constructed of eight key areas rows and 12 fiscal year ( FY) columns. Key area row headings are as follows: 1) ( blank), 2 ) Milestones, Phases & Oversight, 3) Final RFP Release, 4) Contract Award, 5) Technical Review, 6 ) Software Builds, 7) Development Testing, 8) Operational Testing, 9) Logistics, and 10) Deliveries. FY column headings are as follows: 1 ) (blank); 2) FY14; 3 ) FY15; 4 ) FY16; 5) FY17; 6) FY18; 7) FY19; 8 ) FY20; 9 ) FY21; 10) FY22; 11) FY23; 12) FY24. I In the Deliveries row, Comp Prototypes are scheduled for delivery near the start of FY16 and also in FYl 7 ; more mature prototypes are scheduled for FY18; production- representative prototypes in FY19; LRIP in FY21 and FY22; and Production in FY22 and FY23. We will include our plan for advance procurement of long lead items to support LRIP and full rate production in the Acquisition Strategy that the MDA will approve at MS B. I 'll discuss this off-line with Faye so she can include the necessary funds. ~ Page 21 of33 I ~

73 Program and Budget Budgeting the Funds Initial Budget : 1: cc.. " ~ "'.,,...,-,,...,.,.....t. A..t. tr. c 1,,...,.:......,., :...1.ft..,.. <> "'' r,....,...,.. -. :::::i.., a.a.&.& A A :'"",,." p.,..,h...,...,.,, U'1' : lli'!ll l:d,...,._ Ell.. 'f& ll.fl - f"' (~~ " mm,...,., r m ' I have received each of your requirements for RDT&E, procurement and O&S costs, so I can start to program and budget the necessary funds. The Army, as the lead service, will fund the common RDT&E, but if the Air Force, Navy or Marine Corps have any unique requirements for research & development, they'll have to pay for it. Also, each service must pay for their production units wit h service procurement funds. Of course, once Firebird is fielded, each service will cover their own operations and support costs. ~ Page 22 of 33 I ~

74 Program and Budget Budgeting the Funds Initial Budget Initial Firebird Budget ry14 ryls ry16 ry17 rylci ryl9 ry20 ry2 l ry22 ry23 :IM OM _.. 14M 17M llm 2M IM ;... l:>.j7'"'4 >4M I )),UM I0.62SM J7SM 2S J7SM ti/ SSH 22/llOM 1 33/ ~fm 16SM ll/ SSM Select the table for an enlarged view. Here is what I have so far for the budget. \IVhen completed, this will go at the bottom of the program structure chart that Dan will send out. ~ Page 22 of 33 I ~

75 Program and Budget Budgeting the Funds Initial Budget Initial Firebird Budget FY14 FYlS FY16, FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 lm SM 6M SM 14M 17M llm 2M lm Procurement 1.375M 13.37SM 25.37SM 36M 33.2SM 10.62SM Ground 33/ 33/ Support/ 11/ SSM 22/llOM M M 11/ SSM UAVs Here is what I have so far for the budget. \IVhen completed, this will go at the bottom of the program structure chart that Dan will send out. ~ Page 22of33 I ~

76 Ris k Management llisl<...-~...., "' "". Moftit ""'C ""',.,. '"''~...~,,... I \ lti>l...,c Rl>l...,.,,..., -' \\h1\t.~ n 11> Sh:'-1 ~ t...,.. w ldfftt irotatlot>,...,... ~ "..n..\."..it,ot ~"'' I will lead the Risk Management IPT and all of the functional IPT leads will be members. We will use a risk management model to plan, assess, handle and monitor cost, schedule, and technica l performance risks. Since we will need to continually update the app l ic~ble threat information as part of our overall risk management efforts, I want to spend a few minutes discussing the support provided by the Intelligence Community (IC). ~ Page 23of33 I ~ 0

77 Ris k Management Lo ng Description Dan standing in front of the proj ection screen showing the DoD Risk Management Model, which is comprised of five steps: 1. Risk Identification 2. Risk Analysis 3. Risk Handling 4. Risk Monitoring 5. Risk Planning I will lead the Risk Management IPT and all of the functional IPT leads will be members. We will use a risk management model to plan, assess, handle and monitor cost, schedule, and technical performance risks. Since we will need to continually update the app lic~ble threat information as part of our overall risk management efforts, I want to spend a few minutes discussing the support provided by t he Intelligence Community (IC). ~ Page 23of 33 I ~ 0

78 Intelligence Community Intelligence Community (IC} Oversight IC is part of the executive branch, subject to oversight by executive and legislative branches Keeps policy and decision makers informed of intelligence related to national security issues; allows Congress to maintain oversight of the IC intelligence activit ies I Defense Intelligence Agency (DIA} - provides Threat Intelligence support to t he acquisition process and IC to provide an understanding of foreign threat capabilit ies which may affect a program or capability's design or implementation. The Intelligence Community (IC) is structured to maximize the effectiveness of the intelligence collection and dissemination efforts among its 17 member agencies. The overall efforts of the IC are administered by the Office of the Director of National Intelligence (ODNI), which is led by the Director of National I ntelligence ( DNI ). The DNI overseas the 17 federal organizations that make up the IC. ~ Page 24 of 33 I ~

79 Intelligence Agen cies The DNI's role is to organize and coordinate the efforts of the other 16 IC agencies, in order to meet previously determined intelligence needs. These 16 members of the IC are divided into three groups: Program Managers; Departmental; and Services. Select the image for an enlarged view. ~ Page 2Sof 33 I ~

80 Intelligence Agen cies ies, in he IC C.nll'll lntellgence Agency 0.l nh lntellgenoe Agency N1taon1I FBI N1uon1I N1tJOn1I Geosp1t.e~ Secul'lly Secul'lly lntellgence 819ndl Agency Agency of N1hon11 SeCYl'lly lntellgence Enervy Office of lntellgence a Counter lnted.genoe Co11tGu1rd lntellgence Stitt Bu,.1u T1111ury Office of lntelgence of lntelgence g ReHltdl g An1tys Al' Fore. Int ~enoe Army.,.,,.,,Corps lntelgenoe Int ~ nee ~ Page 2S of 33 I ~

81 encies Long De scription Program Managers Program Managers advise and assist the ODNI in identifying requirements, developing budgets, managing finances, and evaluating IC's performance. Departmental Departments are IC components within government departments outside of DoD who focus serving their parent department's intelligence needs. Services The Services, which encompass intelligence personnel in t he armed forces and which primarily support their own Service's needs. The 16 IC organizations under supervision of the Office of t he Director of Nat ional I ntelligence. Program Managers: Cent ral Intelligence Agency, Defense Intelligence Agency, FBI National Security Branch, National Geospatial Intelligence Agency, National Reconnaissance Office, and the National Security Agency. Departmental: DEA Office of National Security Intelligence, Energy Office of Intelligence & Counterintelligence, OHS Office of Intelligence & Analysis, Coast Guard Intelligence, State Bureau of Intelligence & Research, and the Treasury Office of I nt elligence & Analysis. Services: Air Force Intelligence, Army Intelligence, Marine Corps Intelligence, and Naval Intelligence. ~ Page 2Sof 33 I ~

82 (MAINTENANCE) Lifecycle Intelligence Support The threat intelligence community provides a range of support over the life cycle of a particular program or capability. The applicable threat information must be continually updated to account for adversarial capabilities throughout the program or capability's projected acquisiton lifecycle to ensure the we maintain our technologica l superiority. Select each tab below for more information on lifecyc/e intelligence requirements. Lifecycle Intelligence Analysis Requirements CTAs VOLT / STAs CIPs capstone Threat Assessments (CTAs) inform the capability shortfall ident ification process during early phases of system acquisition prior to the generation of a Va lidated Online Lifecycle Threat (VOLT} Report, System Threat Assessment (STA). The CTAs project foreign capabilities, in particular warfare areas, out 20 years. Threat information may come from DI.A-validated CTA or other DIA/ Service-validated VO LT/ STAs that align with the capability mission, concept of operations (CONOPs}, and employment t imeline and should be incorporated in the Acquisit ion Strategy as early as the Materiel Solution Analysis ( MSA) phase. C.pe b< ty,u l Re te Oe,,.lop,...nt Ptoducuon D«ume nt(coo) (FRP) 0.C.M>n V I d t>on A L.A :A.'P1-.~;p:il~------i P A CTA ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~-+ VOLT/ STA Mand~lory... Updateo I.& Upd.it..d I -6. Updated /... fot MOAPS..-,. Revalid.Jtcd..-,.Rcv.:!..odollcct ~ R=~licLJtod A 1co l/jj;&.oo AcPo _.LS!Sll-~ C: 15sp ::> <::LJiSj;t:::i ~ Page 26of 33 I ~

83 (MAINTENANCE) Lifecycle Intelligence Support The threat intelligence community provides a range of support over the life cycle of a particular program or capability. The applicable threat information must be continually Long Description The five phase DoD Acquisit ion lifecycle with t imelines illustrating the intelligence analysis requirements. 1.Materiel Solution Analysis ( MSA) - Materiel Development Decision, Initial Capabilities Document ( ICD) 2.Technology Maturation and Risk Reduction - Milestone A, capability Development Document ( COD), Capability Development Document Validation (CDD-V), Development Request For Proposals Release Decision (DRFPRD), Preliminary Design Review ( PDR) 3.Engineering and Manufacturing Development - Milestone B, Critical Design Review (CDR), Capability Production Document (CPD) 4.Production and Deployment - Milestone C, Low Rate Initial Production ( LRI P), FRP ( Fu ll Rate Production) Decision 5.0perations and Support - Initial Operating Capability ( IOC), Sustainment, Full Operational Capability (FOC), Disposal A Capstone Threat Assessment (CTA) is conducted at the beginning of the Material Solution Analysis (MSA) phase and remains relevant though the complete lifecycle. The VOLT/ STAs are generated after the CTA as early as the MSA Phase and as late as Milestone c. Major Defense Acquisition Programs ( MDAPs) are required to have a validated VOLT in place at Milestone A which is updated I revalidated at subsequent milestones and the Full Rate Production ( FRP) decision. The Ufecycle Signature Support Plan ( LSSP) is completed in the first three phases of the acquisition life cycle. ~AU ~ Page 26 of 3 3 I ~

84 Lifecycle Intelligence Support The threat intelligence community provides a range of support over the life cycle of a particular program or capability. The applicable threat information must be continually updated to account for adversarial capabilit ies throughout the program or capability's projected acquisiton lifecycle to ensure the we maintain our technologica l superiority. Select each tab below for more information on lifecyc/e intelligence requirements. Lifecycle Intelligence Analysis Requirements VOLT/ STAs CIPs Capstone Threat Assessments {CTA.s) provide the bedrock analytical foundation for t hreat intelligence support to t he defense acquisit ion process. CTAs, covering major warfare areas (Air Warfare; Chemical, Biological and Radiologica l Defense; Information Operations; Land Warfare; Missile Defense; Naval Warfare; and Space Warfare), present the DoD IC validated posit ion with respect to those warfare areas and will constitute the primary source of threat intelligence for the preparation of I nitial Threat Environmental Assessments, Validated Online Lifecycle Threat (VOLT)/ System Threat Assessments (STAs), and threat sections of documents supporting the Joint Capabilities Integration and Development System (JCIDS) process. In order to effectively support both the capability development and acquisit ion processes, CTAs are not specific to existing or proj ected U.S. systems, cover the current threat environment, and, in general, proj ect threats out 20 years from t he effective date of the CTA. With the lead intelligence production center, DIA's Defense Warning Office (DIA/ DWO) co-chairs the Threat Steering Group (TSG) t hat produces and reviews the document. CTAs should be updated as determined by the responsible TSG but in any case every 24 months. DIA validates all CTAs. ~ Page 26of 3 3 I ~

85 (MAINTENANCE) Lifecycle Intelligence Support The threat intelligence community provides a range of support over the life cycle of a particular program or capability. The applicable threat information must be continually updated to account for adversarial capabilit ies throughout the program or capability's projected acquisiton lifecycle to ensure the we maintain our technologica l superiority. Select each tab below for more information on lifecyc/e intelligence requirements. Lifecycle Intelligence Analysis Requirements CTAs VOLT/ STAs CIPs The DlA provides validation for the Validated Online Lifecycle Threat (VOLT) Report, prepared by the appropriat e Service, to support Acquisition Category (ACAT} ID/ Major Defense Acquisition Programs ( MDAPs). Appropriate Defense Intelligence organization(s), identified by the component headquarters intelligence organizations, prepare the VOLT Report. The assessment should be kept current and validat ed throughout the acquisit ion process. Current DoD policy requires that MDAPs have a VO LT Report in place at Milestone A, it is updated / revalidated at subsequent milestones and the Full Rate Production ( FRP} decision. A VO LT must be in place at program initiation for shipbuilding programs. The assessment should be system specific, to the degree that t he system definition is available at the t ime the assessment is being prepared, and should address proj ected adversary capabilit ies at system init ial operating capability ( IOC} and at IOC plus 10 years. DIA will co-chair the TSGs for ACAT ID VOLT Report with the producing command or center. VOLT Reports for ACAT IC MDAPs and System Threat Assessments (STAs) for ACAT II non-mdaps are prepared and validated by the lead Service in accordance with service regulations. DIA Instruction , Intelligence Threat Support for Major Defense Acquisition Programs, describes the required VOLT Report elements and format. ~ Page 26of 3 3 I ~

86 Lifecycle Intelligence Support The threat intelligence community provides a range of support over the life cycle of a particular program or capability. The applicable threat information must be continually updated to account for adversarial capabilit ies throughout the program or capability's projected acquisiton lifecycle to ensure the we maintain our technological superiority. Select each tab below for more information on lifecyc/e intelligence requirements. Lifecycle Intelligence Analysis Requirements CTAs VOLT/ STAs CIPs Critical Intelligence Par ameters {CIPs) are established and examined through the joint and collaborative efforts of the intelligence, capability sponsor, and acquisit ion management community to aid in developing intelligence production requirements to support an acquisition program. CI Ps are those key performance thresholds of foreign threat systems, which, if exceeded, could compromise the mission effectiveness of the U.S. system in development. Adversary military doctrine, tactics, strategy, and expected employment of systems should be considered in the CIPs. Program specific CIPs, and their associated production requirements, are a key part of a VOLT Report and will be required for validation. The inclusion of CIPs is also encouraged for STAs. If a CIP is breached, the responsible intelligence production center will notify the program office and DlA/DWO in accordance with DIA Instruction DIA/ DWO will notify the appropriate organizations in the Office of the Secretary of Defense. ~ Page 26 of 33 I ~

87 IPT Member Input Wrap-up All right. That was good input from everyone. Our acquisition strategy is coming together nicely. Dan will send out copies of our program structure chart for all of you to check over. Please get your comments in next week. ~ Page 27 of 33 I ~

88 ACQ202 Intermediate Systems Acquisitions Course (ISAC) Inter national Participation One more issue... Allied Nations Requirement Examples Now one more issue. We have a possible opportunity for international involvement. The British have expressed an interest in investing up to $15 million in research and development funding to co-develop Firebird with us. There are both pros and cons to this type of internat ional involvement. Dan, you have just come from a position in the International Programs Office. Based on your experience, what are some of the possible ramifications for our program? ~ Page 29of 33 I ~

89 International Participation One more issue... Allied Nations Requirement Examples First of all, we are required to explore any international opportunities that may be available. Congress requires OoD to determine if there are allied nations with whom we could enter into an agreement for maj or systems development. I brought this summary article on international cooperat ion in defense acquisitions. I would like everyone to take a look at it. Select the document to view the information on international cooperation. ~ Page 29 of 33 I ~

90 ACQ202 Intermediate Systems Acquisitions Course (ISAC) Inter national Participation One more issue... Allied Nations Requirement Examples Despite the risks, some acquisit ion programs have benefited from international cooperative ventures, for example, the Joint Strike Fighter program, which has many international partners. - ~ Page 29 of 33 I ~

91 ACQ202 Intermediate Systems Acquisitions Course (ISAC) Effective IPTs Important for Firebird Thanks, Dan. I will keep everyone advised on the international involvement issue. I'm sure we will all get to know each other a little better over the coming weeks and months as we start to pull this program together in our IPT meetings. I 'd like to reemphasize that working together effectively in I PTs will be an important key to our program's success. Thank you for coming. ~ Page 30of33 I ~

92 Activity - Inte rna tional Involve me nt? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Draft: Pursue Draft: Don't Pursue From: "COL Bennett'' < '\V.Benne~firebird.pmo > To: "[LAST );!A.\1E], [FIRST )(A..\i!E]" < action.officer@firebird.pmo > Subject: International ln\ ol\ ement? Teaming up with the British could possibly lo\\"er our production costs through cost sharing and economies ofscale. A program protection plan, as well as anti-tamper measures, will not be required because Britain is a U.S. ally. Teaming up with the British should enable us to accelerate the schedule because ofthe synergy produced by working together. Ifwe team up with the British, it \\ ould enhance the ability ofour systems to interoperate with each other. Let me know what you think.,. r COL Bennett Use the scroll bar to read the full . ~ Page 3 1 of 33 I ~

93 Activity - Inte rna tional Involve me nt? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Draft: Pursue Draft: Don't Pursue COL Bennett, From: "[LAST l\al\1e), [FIRST :\!A...\1E]" < action.office r~firebird.pmo > To: "COL Bennett"< \V.Bennen@firebird.pmo > Subject: RE: International ln\ oh ement (PURSl,,c) Based on the points listed, I \\"ould say a majority ofthem are \"alid reasons to pursure international in\ oh ement. Sa\ ing RTD&E funds is one ofthe primary benefits of foreign involvement, and co-development would encourage British firms to compete for production, potentially drh-ing do\\n production costs. Cooperati\ e international programs also promote interoperability ofour systems with those ofour allies. That said, we would still ha\ e to de\ elop a program protection plan and, regardless ofsynergy, the administrati\ e and legal paperwork inyoh ed \\ith an international cooperation \\ ould undoutbly draw out the schedule a bit. but the pros oun\ eigh the cons in my opinion. I say go for it! ~ Page 3 1 of 33 I ~

94 Activity - Inte rna tional Involve me nt? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Draft: Pursue Draft: Don't Pursue From: "[LAST l\al\1e), [FIRST :\!A...\1E]" < action.officer~firebird.pmo > To: "COL Bennett"< \V.Bennen@firebird.pmo > Subject: RE: International ln\ oh ement (PURSl,,c) Sa, ing RID&E funds is one ofthe primary benefits of foreign invoh ement, and co-de\"elopment would encourage British firms to compete for production., potentially drh ing do\\n production costs. Cooperati\"e international programs also promote interoperability ofour systems with those ofour allies. That said, \\ e would still ha\ e to de\ elop a program protection plan and, regardless ofsynergy, the administrati\"e and legal papen\ ork invoh ed with an international cooperation would undoutbly draw out the schedule a bit, but the pros oun, eigh the cons in my opinion. I say go for it! Regards, [FIRST KMIE] ~ Page 3 1 of 33 I ~

95 Activity - Inte rna tional Involve ment? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Draft: Pursue Draft: Don't Pursue From: "COL Bennett" firebird.pmo> To: "[FIRST )(A..\.!E) [LAST K~1E ]" <action.officer@ firebird.pmo> Subje<:t: RE: International ln\ oh ement (OK HOLD) [ FIRST NAME], Thanks for your input. We could go either way on this one, but I am concerned about the UK involvement at this t ime, due to the relatively small amount of t heir pot ential financial cont ribution, and the potential to slow down our schedule. I have spoken again with my British contact, and he says that his funding level won't be determined for some time. We'll keep watching this, but for now, we won't include it in our planning. Remember, international cooperative development opportunities must always be considered in an acquisition strategy. v/ r COL Bennett ~ Page 3 1 of 33 I ~

96 Activity - Inte rna tional Involve me nt? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Dr aft: Purs u e Draft: Don't Pursue From: "[LAST l\al\1e), [FIRST :\!A...\1E]" < action.officer~firebird.pmo > To: "COL Bennett" < \V.Bennen@firebird.pmo > Subject: RE: International ln\ oh ement (DO:\l'T PURSlJE) COL Bennett, After looking o\ er the list, I found that a couple points were not exactly Yalid. Just because Britain is an ally doesn't mean v e forego a protection plan or anti-tamper measures. Critical Program Information (CPI) as well as anti-tamper measures will ha\ e to be documented in an integrated, comprehensi\ e and coherent program protection plan and process o\ er the entire system ofthe life cycle. Also, with regard to schedule, international cooperation will not accelerate the schedule, but rather, it will extend the schedule because ofthe adm.inistrati\ e and legal paperwork invoh ed. The other points are all certainly \"alid, but I don't kno\\" that they are enough to justify pursing international involvement with the British. ~ Page 3 1 of33 I ~

97 Activity - Inte rna tional Involve me nt? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Dr aft: Purs u e Draft: Don't Pursue From: "[LAST l\al\1e), [FIRST :\!A...\1E]" < action.officer~firebird.pmo > To: "COL Bennett" < \V.Bennen@firebird.pmo > Subject: RE: International ln\ oh ement (DO:\l'T PURSlJE) Just oecause nruam 1s an auy aoesn t mean \\"e rorego a protecuon p1an or anu-tamper measures. \..nuca.i.t'rogram Information (CPI) as well as anti-tamper measures will hare to be documented in an integrated, comprehensi\"e and coherent program protection plan and process o\"er the entire system ofthe life cycle. Also, with regard to schedule, international cooperation will not accelerate the schedule, but rather, it \\"ill extend the schedule because ofthe administrati\"e and legal papen, ork invoh ed. The other points are all certainly valid, but I don't know that they are enough to justify pursing international involvement with the British. Hope this helps. Regards, [FIRST NAME] ~ Page 3 1 of 33 I ~

98 Activity - Inte rna tional Involve me nt? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Dr aft: Purs u e Draft: Don't Pursue COL Bennett, From: "COL Bennett" firebird.pmo> To: "[FIRST )(A..\.!E) [LAST K~1E]" <action.officer@firebird.pmo> Subje<:t: RE: International ln\ oh ement (OK HOLD) After looking o\ er the list, I found that a couple points were not exactly Yalid. Just because Britain is an ally doesn't mean v e forego a protection plan or anti-tamper measures. Critical Program Information (CPI) as well as anti-tamper measures will ha\ e to be documented in an integrated, comprehensi\ e and coherent program protection plan and process o\ er the entire system ofthe life cycle. Also, with regard to schedule, international cooperation will not accelerate the schedule, but rather, it will extend the schedule because ofthe adm.inistrati\ e and legal paperwork invoh ed. The other points are all certainly \"alid, but I don't kno\\" that they are enough to justify pursing international involvement with the British. ~ Page 3 1 of 33 I ~

99 Activity - Inte rna tional Involve me nt? Review the in your "Inbox. " Then review the draft responses. Select the "Send" button at the bottom of the response you wish to send. A reply will be displayed based on your recommendation. Inbox Dr aft: Purs u e Draft: Don't Pursue From: "COL Bennett" <\V.Bennett@ firebird.pmo> To: "[FIRST )(A..\.!E) [LAST K~1E]" <action.officer@firebird.pmo> Subje<:t: RE: International ln\ oh ement (OK HOLD) Just oecause nruain 1s an auy aoesn t mean we rorego a protecuon p1an or anu-tamper measures. \..nuca.i.t'rogram Information (CPI) as well as anti-tamper measures will hare to be documented in an integrated, comprehensi\"e and coherent program protection plan and process o\"er the entire system ofthe life cycle. Also, with regard to schedule, international cooperation will not accelerate the schedule, but rather, it \\"ill extend the schedule because ofthe administrati\"e and legal papen, ork invoh ed. The other points are all certainly valid, but I don't know that they are enough to justify pursing international involvement with the British. Hope this helps. Regards, [FIRST NAME] ~ Page31 of 33 I ~

100 Conclusion ~ I Page 32 of 33 I ~

101 Conclusion In this lesson you have learned that the development of the acquisition strategy is a complex activity and many viewpoints must be considered in order to generate a robust and workable program structure and acquisit ion strategy. Here is a summary of the key information presented in this lesson. Lesson 2.2 Summary PDF