|  | | Engineering | Air Force | Reference | Program Execution | This is a guide to the development and use of the Risk Matrix Software Tool. | 5/18/2017 7:44 PM | |
|  | | Earned Value Management; Engineering; Program Management; Requirements Management; Test and Evaluation | DoD; Navy | Example | Program Execution | The CVN 77 Risk Management Plan, described herein, is an organized process for identifying, assessing, prioritizing, mitigating, tracking and closing risks. | 5/18/2017 7:44 PM | |
|  | | Contracting; Engineering; Information Technology; Program Management; Test and Evaluation | DoD; Navy | Learning Material | Program Execution | 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.... | 5/18/2017 7:44 PM | |
|  | | | Air Force | Reference | PM Acquisition Management | | 5/18/2017 7:44 PM | |
|  | | Earned Value Management; Engineering; Test and Evaluation | Air Force; DoD; Joint Staff; Navy | Presentation | PM Acquisition Management | 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 | 5/18/2017 7:45 PM | |
|  | | Earned Value Management; Engineering; Test and Evaluation | Navy | Presentation | PM Acquisition Management | ASN (RDA) Chief Systems Engineer brief Department of the Navy Navy and Marine Corps Acquisition Governance Gate Review PoPS (Probability of Program Success) | 5/18/2017 7:45 PM | |
|  | | | Army | Example | Capability Integration Planning | Army Strategic Planning Guidance from the US Army.mil Website | 5/18/2017 7:45 PM | |
|  | | | | Learning Material | Capability Integration Planning | 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 | 5/18/2017 7:45 PM | |
|  | | Program Management | | Learning Material | Capability Integration Planning | 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 | 5/18/2017 7:45 PM | |
|  | | Engineering | Air Force; Army; Navy | Learning Material | International Acquisition and Exportability | Presented to Parliament by the Prime Minister by Command of Her MajestyNovember 2015 | 5/18/2017 7:45 PM | |
|  | | | | Learning Material | Program Execution | Version 0.9 Oct 21, 2005 | 5/18/2017 7:47 PM | |
|  | | Contracting; Earned Value Management; Engineering; Program Management; Requirements Management; Test and Evaluation | Air Force; DoD; Navy | Learning Material | Program Execution | 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." | 5/18/2017 7:47 PM | |
|  | | | | Learning Material | Capability Integration Planning | 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. | 5/18/2017 7:47 PM | |
|  | | Contracting; Engineering; Program Management | DoD | Reference | Program Execution | October, 2008 Final
The MITRE Corporation.
This Guide suggests how to set up, manage, and evaluate IPTs in government. It describes the most important decisions and key steps in IPT formation based on MITRE’s research into best practices in industry and government as well as organizational behavior research on work team performance.
Numerous studies have clearly shown that failure of modernization, IT, and many other kinds of projects is more often caused by organizational and human – rather than technological – reasons. Integrated project teams hold great promise in addressing these organizational and human factors by bringing together all the key stakeholders in a collaborative team environment to address the most important decision points throughout the project lifecycle. However, ineffective formation and management of IPTs often cause them to fall prey to the same difficult organizational dynamics they are created to address. This Guide addresses these organizational and personnel factors so that IPTs can be more deliberately designed, implemented, and managed by taking advantage of the many best practices that have evolved in industry and government over the past 20 to 30 years. | 5/18/2017 7:47 PM | |
|  | | Engineering | DoD | Presentation | Program Execution | MITRE Enterprise Modeling Exchange 2008 September 26, 2008 | 5/18/2017 7:47 PM | |
|  | | | | Learning Material | Capability Integration Planning | This ACQuipedia article will provide you with various types of JCIDS information. | 5/18/2017 7:47 PM | |
|  | | Engineering; Test and Evaluation | | Presentation | Portfolio Management | 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 | 5/18/2017 7:47 PM | |
|  | | | | Learning Material | Program Execution | These documents present the DoD S&T vision, strategy, plan, and objectives for the planners, programmers, and performers of defense S&T. Please note that portions of this documents may be out of date. | 5/18/2017 7:47 PM | |
|  | | | DoD | Learning Material | Program Execution | Brief by the Defense Business Board, January 22, 2015 | 5/18/2017 7:47 PM | |
|  | | Earned Value Management; Engineering; Test and Evaluation | Air Force; DoD; Joint Staff; Navy | Presentation | PM Acquisition Management | Brief by ASN (RDA) Chief Systems Engineer, Mr. Carl Siel
Naval Probability of Program Success (PoPS) Background and How Being Used | 6/26/2017 8:54 AM | |
|  | | | | Presentation | PM Acquisition Management | PowerPoint Presentation Screen shots of the Probability of Success P(S) system
by Mr. Edmund Blackford April 25, 2004 | 6/26/2017 8:55 AM | |
|  | | Engineering; Program Management | Air Force; Army; DoD; Joint Staff; Navy | Presentation | PM Acquisition Management | By John Higbee, Defense Acquisition University, 19 January 2006
-Program Success Metrics (PSM) Synopsis -On-Line Tour of the Army's PSM Application -PSM's Status/"Road Ahead" | 6/26/2017 8:56 AM | |
|  | | Engineering | Air Force; Army; Navy | Reference | DoD-Level Policies and Guidance; PM Acquisition Management; Capability Integration Planning | 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 | 6/26/2017 8:59 AM | |
|  | | Contracting; Cybersecurity; Engineering; Information Technology; Program Management; Test and Evaluation | Air Force; DoD | Reference | DoD-Level Policies and Guidance; PM Acquisition Management; Acquisition Law and Policy | BY LT COL DAN WARD, USAF (RET2016 Ignorance of the FAR is a greater barrier to government innovation than the FAR itself. To help foster greater innovation, speed, and effectiveness in federal contracting efforts, the following pages present selected excerpts (emphasis added) from the FAR and DoD Instruction 5000.02, Operation of the Defense Acquisition System. Accompanying each excerpt is a brief commentary on potential ways to interpret and implement these regulations, as well as summaries of the underlying principles. This document is not a comprehensive overview of the entire body of federal acquisition policy and regulation. Instead, it aims to highlight specific portions from two key regulations which describe the simplifications, agilities, flexibilities and alternatives available to acquisition professionals. Note that this document is not an official opinion and does not constitute legal or contractual advice. Instead, this informal analysis provides an easy starting point for further discussion. The goal is to equip program managers, engineers, and other acquisition practitioners from government and industry alike with an accessible quick reference guide to some of the more useful and empowering portions of federal acquisition policy. | 6/26/2017 9:00 AM | |
|  | | Contracting | DoD | Reference | DoD-Level Policies and Guidance; PM Acquisition Management; Capability Integration Planning | 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. | 6/26/2017 9:05 AM | |
|  | | Engineering; Program Management | Air Force; Army; DoD; Joint Staff; Navy | Reference | PM Acquisition Management | Describes an assessment model and associated presentation format using both internal (classic cost schedule and performance) factors and external (program advocacy and program fit in the Service/DOD capabilities vision) factors. The process provides the PM and the acquisition/service senior leadership chains an accurate "pulse check" on program health. | 6/26/2017 9:05 AM | |
|  | | Contracting; Engineering; Information Technology; Purchasing; Test and Evaluation | Air Force; DoD; Navy | Learning Material | Program Execution | 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. | 6/26/2017 9:14 AM | |
|  | | Earned Value Management; Engineering; Program Management | Air Force; DoD | Learning Material | Program Execution | For additional information about Integrated Master Plan / Integrated Master Schedule (IMP/IMS), go to https://acc.dau.mil/CommunityBrowser.aspx?id=24654 This U.S. Air Force Electronics Systems Center course will provide you with an overview of Integrated Master Plan/Integrated Master Schedule (IMP/IMS). COURSE OUTLINE: •IMP/IMS Philosophy ?Overview ?Definitions ?Events, Accomplishment, & Criteria •IMS Description •IMS Development •IMS Execution •Summary | 6/26/2017 9:15 AM | |
|  | | Earned Value Management; Engineering; Test and Evaluation | Army; Defense Contract Management Agency; DoD; Joint Staff | Learning Material | Program Execution | Probability of Program Success Operations Guide developed by the Army's Acquisition, Logistics & Technology Enterprise Systems & Services. | 6/26/2017 9:17 AM | |
|  | | Engineering; Program Management | Air Force; Army; DoD; Joint Staff; Navy | Learning Material | Program Execution | Program Success Probability brief by John Higbee - 10 Aug 2004 | 6/26/2017 9:18 AM | |