This is a guide to the development and use of the Risk Matrix Software Tool.

Program Protection is the Department's holistic approach for delivering trusted systems and ensures that programs adequately protect their technology, components, and information. The purpose of the Program Protection Plan (PPP) is to ensure that programs adequately protect their technology, components, and information throughout the acquisition process during design, development, delivery and sustainment. The scope of information includes information that alone might not be damaging and might be unclassified, but that in combination with other information could allow an adversary to clone, counter, compromise or defeat warfighting capability.
The process of preparing a PPP is intended to help program offices consciously think through what needs to be protected and to develop a plan to provide that protection. Once a PPP is in place, it should guide program office security measures and be updated as threats and vulnerabilities change or are better understood.
It is important that an end-to-end system view be taken when developing and executing the PPP. External, interdependent, or government furnished components that may be outside a program managers' control must be considered.
The PPP is the focal point for documentation of the program protection analysis, plans and implementation within the program for understanding and managing the full spectrum of the program throughout the acquisition lifecycle. The PPP is a plan, not a treatise; it should contain the information someone working on the program needs to carry out his or her Program Protection responsibilities and it should be generated as part of the program planning process.
The Program Protection Plan Outline and Guidance, established as expected business practice through a July 18, 2011 Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) policy memo, can be found at: http://www.acq.osd.mil/se/docs/PDUSD-ATLMemo-Expected-Bus-Practice-PPP-18Ju....

Slide Show
Air Armament Center


Integrated Assessment (IA) Update 
IA purpose & background
Progress since 2007 Industry Day


Program Sufficiency Review (PSR) summary
FY06-07 activity & results
Lessons learned: How to do better SRs
Lessons learned: How to build better programs

This Defense Acquisition University Hot Topic Forum presentation is by Mr. Ricardo Cabrera, ASN (RD&A) Chief Systems Engineer (Acting). It covers the following material:


Background
  DON Acquisition Governance
  Core and PoPS (Probability of Program Success)
PoPS v1.0
  Structure
  Products and Tools
      Guidebook, Handbooks, Visuals, Templates
How Used
  Individual Program
  Portfolio of Programs
  Identification of Systemic Issues
Gate Review Path Forward

This guide, geared to the greater acquisition community (especially rogram offices), breaks down performance-based service acquisition into seven simple steps.
1. Establish an integrated solutions team
2. Describe the problem that needs solving
3. Examine private-sector and public-sector solutions
4. Develop a performance work statement (PWS) or statement of objectives (SOO)
5. Decide how to measure and manage performance
6. Select the right contractor
7. Manage performance

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

Department of Defense Directive 5250.01 dated 22 January 2013, requires that a Life-cycle Mission Data Plan (LMDP) be established for acquisition programs that are Intelligence Mission Data (IMD) dependent. IMD includes Signatures, Electronic Warfare Integrated Reprogramming, Order Of Battle, Foreign Systems Characteristics & Performance data, and GEOINT as a minimum.
These are additional documents that could not be added to the Life-cycle Mission Data Plan (LMDP)development and drafting Guidebook page. Reference Link: Additional Documents for Life-cycle Mission Data Plan Guidebook (https://www1.dev.dau.mil/cop/pm/DAU Sponsored Documents/LMDP Guidebook v3.1.pdf3&lang=en-US)