The CVN 77 Risk Management Plan, described herein, is an organized process for identifying, assessing, prioritizing, mitigating, tracking and closing risks.

For the Air Force, PoPS is automated in an AF tool called System Metrics and Reporting Tool (SMART) and you can access SMART by clicking here: https://www.my.af.mil/smart/smart.net an account is required to access this site.

An updated Operations Guide is in an AF PoPS COP: https://afkm.wpafb.af.mil/ASPs/CoP/OpenCoP.asp?Filter=OO-AQ-AF-88 an account is required to access this site.



For more info about SMART, click here http://ww3.safaq.hq.af.mil/absuconference/workshopoverviews.asp

ASN (RDA) Chief Systems Engineer brief
Department of the Navy
Navy and Marine Corps Acquisition Governance Gate Review PoPS
(Probability of Program Success)

Please note that there are two documents:
"Aligning Your Organization for Tactical Success and Strategic Achievement" - This article provides you with a description of a nine-step alignment process to help you align your organization.
"Aligning Your Organization - Achieving Tactical Wins and Strategic Success Organizationally and Personally." - This brief provides you with a 9 Step Process that includes:    -Vision,    -Key Results Area,    -Current And Future States,    -Projects To Reach,   -The Future,    -Project Champions,    -Milestones,    -Measures Of Goodness,   -Disciplined Battle Rhythm Absolutely Essential

Gordon Hagewood, CSSBB, PMPProfessor of Program ManagementDefense Systems Management CollegeDefense Acquisition University
October 2010

Presented to Parliament by the Prime Minister by Command of Her MajestyNovember 2015

This NAVAIR Integrated Master Schedule (IMS) Guidebook is dated February 2010, Version 1.0

Did you ever wonder why we never seem to meet our schedules? Did you ever wonder if there is anything we can do about it? From Congress through the leadership of the Navy, to Naval Air Systems Command (NAVAIR) Program Management, these very questions are being asked. This guide provides answers to some of these questions and will (re) introduce you to one of the most powerful tools in the Program Manager’s toolkit, the use of the Integrated Master Schedule (IMS). However, a word of caution: this guide will NOT teach you everything you need to know about Integrated Master Schedules (IMSs) and/or scheduling. Of course, if you are a senior program manager with many years of experience, you may not learn anything new from this guidebook, as you are one of a vanishing breed. For the rest of us, this guidebook serves as a quick and easy–to-read reference. After reading this guide, you should know a lot more about creating and using Integrated Master Schedules and good scheduling practices and principles. Most importantly, you will be armed with useful insight and knowledge and will know the right questions to ask and when to ask them. And if you need additional information, this guidebook includes informative web links.
This guidebook incorporates information gathered during a nine-month effort of data collection and analysis, as a result of the 2008 Commanders Conference where VADM Venlet commissioned a study to improve the "integrity of Integrated Master Schedules inclusive of requirements flow-down."

Chairman’s Foreword

Despite what is likely to be a difficult future, we are blessed to be able to count on the young Americans who choose to serve, to live an uncommon life, and to defend their fellow citizens. Our focus must remain that they are the best-led and best-equipped force in the world. The 2015 National Military Strategy of the United States offers a blueprint towards that end.

Today’s global security environment is the most unpredictable I have seen in 40 years of service. Since the last National Military Strategy was published in 2011, global disorder has significantly increased while some of our comparative military advantage has begun to erode. We now face multiple, simultaneous security challenges from traditional state actors and transregional networks of sub-state groups – all taking advantage of rapid technological change. Future conflicts will come more rapidly, last longer, and take place on a much more technically challenging battlefield. They will have increasing implications to the U.S. homeland.
This National Military Strategy describes how we will employ our military forces to protect and advance our national interests. We must be able to rapidly adapt to new threats while maintaining comparative advantage over traditional ones. Success will increasingly depend on how well our military instrument can support the other instruments of power and enable our network of allies and partners.
The 2015 NMS continues the call for greater agility, innovation, and integration. It reinforces the need for the U.S. military to remain globally engaged to shape the security environment and to preserve our network of alliances. It echoes previous documents in noting the imperative within our profession to develop leaders of competence, character, and consequence.
But it also asserts that the application of the military instrument of power against state threats is very different than the application of military power against non-state threats. We are more likely to face prolonged campaigns than conflicts that are resolved quickly…that control of escalation is becoming more difficult and more important…and that as a hedge against unpredictability with reduced resources, we may have to adjust our global posture.

MITRE Enterprise Modeling Exchange 2008
September 26, 2008

This is a brief on Portfolio Management given to the Executive Students attending the Defense Acquisition University Executive Program Management Course (PMT 402) by Joe Chang, Professor of Program Management . 
PM

Brief by the Defense Business Board, January 22, 2015

PowerPoint Presentation
Screen shots of the Probability of Success P(S) system


by Mr. Edmund Blackford
April 25, 2004

Dated 15 January 2009




The Capstone Concept for Joint Operations describes in broad terms my vision for how the joint force circa 2016-2028 will operate in response to a wide variety of security challenges. It proposes that future joint force commanders will combine and subsequently adapt some combination of four basic categories of military activity -- combat, security, engagement, and relief and reconstruction -- in accordance with the unique requirements of each operational situation. The concept is informed by current strategic guidance, but because it looks to the future, it is intended to be adaptable, as it must be, to changes in that guidance.



M. G. Mullen, Admiral, U.S. Navy

Dated June 2008


This strategy builds on lessons learned and insights from previous operations and strategic reviews, including the 2006 Quadrennial Defense Review.  It represents the distillation of valuable experience across the spectrum of conflict and within the strategic environment. It emphasizes the critical role our partners play - both within the U.S. Government and internationally - in achieving our common goals.

OFFICE OF THE UNDER SECRETARY OF DEFENSE
(ACQUISITION AND TECHNOLOGY)
August 1998

Integrated Product and Process Development (IPPD) evolved in industry as an outgrowth of efforts such as Concurrent Engineering to improve customer satisfaction and competitiveness in a global economy.  In May 1995, consistent with the Department of Defense (DoD) efforts to implement best commercial practices, the Secretary of Defense directed "a fundamental change in the way the Department acquires goods and services.  The concepts of IPPD and Integrated Product Teams (IPTs) shall be applied throughout the acquisition process to the maximum extent practicable."
During the summer of 1995, the Office of the Secretary of Defense (OSD) surveyed over 80 government and industry organizations regarding their IPPD policies and practices.  Using those survey results, OSD published the DoD Guide to Integrated Product and Process Development (Version 1.0), dated February 5, 1996 (hereinafter called the DoD Guide to IPPD).  The DoD Guide to IPPD was developed to provide a general understanding of DoD's perspective on IPPD.

Probability of Program Success Operations Guide developed by the Army's Acquisition, Logistics & Technology Enterprise Systems & Services.