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To view the "LIVE" online version of the JCIDS Manual (with hyperlinks), go to the Intelink.gov Website at https://www.intelink.gov/wiki/JCIDS_Manual. THE MANUAL POSTED ON THE INTELINK.GOV SITE WILL ALWAYS BE THE MOST RECENT VERSION OF THE MANUAL. This manual sets forth guidelines and procedures for operation of the Joint Capabilities Integration and Development System (JCIDS) regarding the development and staffing of JCIDS documents in support of CJCSI 3170.01I (JCIDS Instructions). 1. Purpose. This Manual augments references a and b with detailed guidelines and procedures for operation of the Joint Capabilities Integration and Development System (JCIDS), and interactions with several other departmental processes to facilitate the timely and cost effective development of capability solutions for the warfighter. This Manual provides information regarding activities including identification of capability requirements and capability gaps, development of requirements documents, gatekeeping and staffing procedures, post-validation development and implementation of materiel and non-materiel capability solutions, interaction with other Department of Defense (DOD) processes, and mandatory training for personnel involved in the requirements processes. This Manual is not intended to stand alone – readers are encouraged to become familiar with references a and b before reviewing this Manual.
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Understand Industry Business Acumen CoursesDiscussions / Program Management
I have been tasked to write a CLS Contract for a proprietary system coming on line / Recovery of Airbase Denied by Ordnance (RADBO) / starting in FY26 and am looking for a good course recommendation on what all is involved with this whole process.
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What are the roles and responsibilities of the JCIDS Requirements / Resource sponsor in the the execution and administration of the contract that fulfils their sponsored requirement after it has been transitioned to a PMO? Is it their responsibility to supervise and oversee the Contracting Officer to ensure that they are adhering to the FAR and fiscal law or would such an activity be considered outside of their responsibility and an inappropriate overstep of their authority and responsibilities?
A services IDIQ contract issues quarterly task orders with a cost CLIN for travel and FFP CLIN for service. Resource sponsor believes they should receive deobligated funds from the FFP CLIN at the end of the PoP for discrete services within the PoP that were canceled by the govt despite the determination by several KOs and legal to the contrary.
Recording of HSI Webinar - March 22, 2023
U.S. DoD Immediate Release - March 3, 2023
President Joe Biden signed a presidential determination (PD) authorizing the use of Defense Production Act (DPA) Title III authorities to rebuild and expand the nation's domestic hypersonics industrial base. The authority specifically targets air-breathing engines, advanced avionics, guidance systems, as well as constituent materials for hypersonic systems.
The Defense Department today (Oct. 27, 2022) for the first time released the public versions of three strategic documents — the National Defense Strategy, the Nuclear Posture Review and the Missile Defense Review — together after having developed both the classified and unclassified versions of all three in conjunction with one another.
This National Security Strategy lays out our plan to achieve a better future of a free, open, secure, and prosperous world. Our strategy is rooted in our national interests: to protect the security of the American people; to expand economic prosperity and opportunity; and to realize and defend the democratic values at the heart of the American way of life. We can do none of this alone and we do not have to. Most nations around the world define their interests in ways that are compatible with ours. We will build the strongest and broadest possible coalition of nations that seek to cooperate with each other, while competing with those powers that offer a darker vision and thwarting their efforts to threaten our interests.
A set of acquisition pathways to enable the workforce to tailor strategies to deliver better solutions faster. https://aaf.dau.edu/
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Course Resources for ACQ 3200 Foreign Investment and National Security Concerns
Select here to learn more about the ACQ 3200 course.
DOCUMENTS
- 16 Different Critical Infrastructure Sectors
- 2018 USTR Section 301 Report
- Acquisition Pro Tips
- Additional Taxonomy and Terms 1.2
- Background to ECRA
- CET Subfields
- China Licensing Process to Cultivate Anticompetitive Practices
- Chinese Laws Policies Regulations
- CMMC Levels and Associated Sets of Processes and Practices v1.1
- Contracting Provisions to Suppliers_Market Research
- Contracting Provisions to Suppliers_Optional PWS or SOW Language
- Contracting Provisions to Suppliers_Required PWS or SOW Language
- COTA and IBAS
- Critical and Emerging Technology Areas_UNCLASSIFIED
- Critical Technology Areas
- DAU Additional Learning
- DOD CMMC_Background and Levels
- Draft Language for DFARS
- Example _CFIUS Case Becomes Public
- Example_Duke University Research Lab
- Examples of Challenges of Not Having Emerging and Foundational List Finalized
- Examples_Running Afoul of Export Controls
- Financial Gray Zone
- FIRRMA FINSA ECRA_CFIUS
- FOCI and DCSA_SF328
- Four General Categories of Laws, Policies, and Regulations
- Four Key Elements of the Financial Gray Zone
- GAO Report Recommendations on Supply Chains
- GIES_Background
- Honeywell Example
- How China Laws and Regs Affect Corporations and DIB
- Implementing the DOD Mission Assurance Strategy
- Mission Assurance
- Module 1 Lesson 1 Summary
- Module 1 Lesson 2 Summary
- Module 2 Lesson 1 Summary
- Module 2 Lesson 2 Summary
- Module 3 Lesson 1 Summary
- Module 3 Lesson 2 Summary
- Module 3 Lesson 3 Summary
- Module 3 Lesson 4 Summary
- Module 3 Lesson 5 Summary
- Module 4 Lesson 1 Summary
- Module 4 Lesson 2 Summary
- Module 5 Capstone Scenario
- Primary Adversaries Operating in Financial Gray Zone
- Primary Focus Areas of NCS Strategy of the US 2020-2022
- Ralls Corp vs CFIUS
- RAND Study_China’s Strengths and Weaknesses of its DIB
- Section 223 FY 2021 NDAA
- Seven Core Capacities of Supply Chain Resilience_Part 1
- Seven Core Capacities of Supply Chain Resilience_Part 2
- Small Business Administration Capital Access Loans
- Targeted Technologies and Companies by China
- Technology and Protection Management Plans
- The Defense Production Act Title III
- Threats to Non-DoD Infrastructure, Facilities, and Capabilities
- US Export Controls_DTSA
- US Export Controls_Laws and Regulations
- US Export Controls_Multilateral Control Regimes
This page lists the PM Career Field Acquisition Management Competencies and related content. Most of the content in the PM CoP is organized into the four major PM competency areas (Acquisition Management, Business Management, Executive Leadership, and Technical Management), as described in detail in the PM Functional Career Field Competencies Memo dated September 6, 2016.
Defense Business Systems
- DBS Certification
- DBS Acquisition Approach Preparation
Engineering Management
- Technical Planning
- Requirements Decomposition
- Technical Assessment
- Decision Analysis
- Configuration Management
- Technical Data Management
- Interface Management
Manufacturing Management
- Manufacturing Planning and Transition
- Manufacturing Shutdown
Product Support Management
- Product Support Planning
- Product Support Management
- Supply Chain Management
Test & Evaluation Management
- Test Planning
- Test Execution
This page lists the PM Career Field Acquisition Management Competencies and related content. Most of the content in the PM CoP is organized into the four major PM competency areas (Acquisition Management, Business Management, Executive Leadership, and Technical Management), as described in detail in the PM Functional Career Field Competencies Memo dated September 6, 2016.
Grow Your Leaders Job Aid - The front of this job aid describes some leadership learning and development activities. Suggested target audience/leadership levels provided below. The back of the job aid provides a suggested workflow for each activity. Each activity has a supporting worksheet for download.
Building Coalitions
- Influencing / Negotiating
- Partnering
Foundational Competencies
- Interpersonal Skills
- Integrity & Honesty
- Communicate Effectively
- Continual Learning
- Public Service Motivation
- Technical Credibility
Leading Change
- Creativity & Innovation
- Vision
- Flexibility
- Resilience
Leading People
- Technical Credibility
- Leveraging Diversity
- Developing Others
- Team Building
Results Driven
- Accountability
- Decisiveness
- Entrepreneurship
- Customer Service
- Problem Solving
This page lists the PM Career Field Acquisition Management Competencies and related content. Most of the content in the PM CoP is organized into the four major PM competency areas (Acquisition Management, Business Management, Executive Leadership, and Technical Management), as described in detail in the PM Functional Career Field Competencies Memo dated September 6, 2016.
Acquisition Law and Policy
- Acquisition Policy and Best Practice
- Contractual Laws, Regulations, and Obligations
- Financial Mgmt Laws, Directives, and Policies
- Program Support Laws, Directives, and Policies
- Technical and Engineering Laws, Directives and Policies
- Information Technology Laws, Policy, Best Practices
Capability Integration Planning
- Requirements Management
- Acquisition Program Strategic Planning
- Business Case Development
International Acquisition and Exportability
- International Cooperative Programs
- Sales and Transfers
- Technology Security and Foreign Disclosure
- Defense Exportability Integration
Program Execution
- Risk/Opportunity Management
- Program Planning
- Teaming
- Program Oversight
- Resource Management
- Technology Management
Services Acquisition
Stakeholder Management
- Political Savvy
- External Situational Awareness
- Media Relationships
This page lists the PM Career Field Acquisition Management Competencies and related content. Most of the content in the PM CoP is organized into the four major PM competency areas (Acquisition Management, Business Management, Executive Leadership, and Technical Management), as described in detail in the PM Functional Career Field Competencies Memo dated September 6, 2016.
Contract Management
- Market Research
- Pre-Solicitation Planning and Execution
- Source Selection and Negotiations
- Contract Administration
- Contract Closeout
Financial Management
- Financial Planning
- Programming
- Budget Formulation
- Budget Execution
- Cost Estimates
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Adaptive Acquisition Framework
Articles
DAU Glossary - Glossary of Defense Acquisition Acronyms and Terms
Videos
- All Acquisition Functional Areas
- Program Management-Related
- Echo Videos - Acquisition Practices Worth Emulating
Related Resources
- ACQuipedia Articles
- Communities
- ACQ 3200 Resources - Foreign Investment and National Security Concerns
Tools
- Job Support Tools for Various Functional Areas
- Adaptive Acquisition Framework Document Identifcation (AAFDID) Tool - The tool was redeveloped to support identification of requirements across all six pathways: Urgent, Middle Tier, Major Capabilities, Software, Defense Business Systems and Services.
About Our PM Community
WELCOME!
This Program Management Community of Practice (PMCoP) serves as a repository for Program Management-related knowledge and a place to interact with other PMCoP members. Some of the content within this site is organized into four major PM competency areas as described in the PM Functional Career Field Competencies Memo dated September 6, 2016. We are always looking to improve this site, so your feedback is encouraged
We encourage you to join this PM community. As a member you can participate in community discussions.
To become a member of the PM CoP, simply click on the "Sign In" button in the upper right, log in using your Common Access Card (CAC), and then click on "Join this community" button. It's that simple!
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Policy & Guidance Sites
See documents below.
Documents / Program Management
May 2023
Incorporating Change 1, October 2024
To view the "LIVE" online version of the JCIDS Manual (with hyperlinks), go to the Intelink.gov Website at https://www.intelink.gov/wiki/JCIDS_Manual. THE MANUAL POSTED ON THE INTELINK.GOV SITE WILL ALWAYS BE THE MOST RECENT VERSION OF THE MANUAL. This manual sets forth guidelines and procedures for operation of the Joint Capabilities Integration and Development System (JCIDS) regarding the development and staffing of JCIDS documents in support of CJCSI 3170.01I (JCIDS Instructions). 1. Purpose. This Manual augments references a and b with detailed guidelines and procedures for operation of the Joint Capabilities Integration and Development System (JCIDS), and interactions with several other departmental processes to facilitate the timely and cost effective development of capability solutions for the warfighter. This Manual provides information regarding activities including identification of capability requirements and capability gaps, development of requirements documents, gatekeeping and staffing procedures, post-validation development and implementation of materiel and non-materiel capability solutions, interaction with other Department of Defense (DOD) processes, and mandatory training for personnel involved in the requirements processes. This Manual is not intended to stand alone – readers are encouraged to become familiar with references a and b before reviewing this Manual.
This Congressional Research Service (CRS) report was updated on August 28, 2024.
The emergence over the past decade of intensified U.S. competition with the People’s Republic of China (PRC or China) and the Russian Federation (Russia)—often referred to as great power competition (GPC) or strategic competition—has profoundly changed the conversation about U.S. defense issues from what it was during the post–Cold War era: Counterterrorist operations and U.S. military operations in the Middle East—which had been more at the center of discussions of U.S. defense issues following the terrorist attacks of September 11, 2001—are now a less prominent (but still present) element in the conversation, and the conversation now focuses more on the following elements, all of which relate largely to China and/or Russia:
- grand strategy and geopolitics as a starting point for discussing U.S. defense issues;
- the force-planning standard, meaning the number and types of simultaneous or overlapping conflicts or other contingencies that the U.S. military should be sized to be able to conduct—a planning factor that can strongly impact the size of the U.S. defense budget;
- organizational changes within the Department of Defense (DOD);
- nuclear weapons, nuclear deterrence, and nuclear arms control;
- global U.S. military posture; • U.S. and allied military capabilities in the Indo-Pacific region;
- U.S. and NATO military capabilities in Europe; • new U.S. military service operational concepts;
- capabilities for conducting so-called high-end conventional warfare;
- maintaining U.S. superiority in conventional weapon technologies;
- innovation and speed of U.S. weapon system development and deployment;
- mobilization capabilities for an extended-length large-scale conflict;
- supply chain security, meaning awareness and minimization of reliance in U.S. military systems on components, subcomponents, materials, and software from non-allied countries, particularly China and Russia; and
- capabilities for countering so-called hybrid warfare and gray-zone tactics.
The issue for Congress is how U.S. defense planning and budgeting should respond to GPC and whether to approve, reject, or modify the Biden Administration’s defense strategy and proposed funding levels, plans, and programs for addressing GPC. Congress’s decisions on these issues could have significant implications for U.S. defense capabilities and funding requirements and the U.S. defense industrial base.
This handbook organizes the project or program fundamental knowledge, skills, and activities around seven knowledge areas. Each knowledge area is then broken down into supporting knowledge and skills. The supporting knowledge and skills begin with an “Inputs and Outputs” table and end with a section of “Key Resources.” The “Introduction” provides a short overview and gives you access to the entire document via links. The “What’s on your E-Device” gives you a starting point for information at your fingertips. The entire document is available for download if that approach works better for you.
At some point in your career as a project or program management professional, it is likely that you will experience everything in this handbook. Hopefully it supports your learning as you go.
Purpose: In accordance with the authority in DoD Directive 5135.02, this issuance: Establishes policy, assigns responsibilities, and prescribes procedures for diminishing manufacturing sources and material shortages (DMSMS) management. Implements risk-based, proactive DMSMS management for all DoD materiel, parts, equipment, assemblies, components, material, and software, referred to in this issuance as “DoD items,” throughout the life cycle in accordance with: The authority in DoD Instructions (DoDIs) 4140.01, 5000.02T, 5000.02, 5000.75, 5000.80,5000.81, 5000.85, and 5000.87.
This new DODI 5000.81 for Urgent Capability Acquisition replaces Enclosure 12 of the old DODI 5000.02. Purpose: In accordance with the authority in DoD Directive (DoDD) 5134.01 and the July 13, 2018 Deputy Secretary of Defense Memorandum, this issuance establishes policy, assigns responsibilities, and provides procedures for acquisition programs that provide capabilities to fulfill urgent operational needs and other quick reaction capabilities that can be fielded in less than 2 years.