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PM Acquisition Management

This page list 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 (Mgmt)
     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  Mgmt
     Program Planning
     Team of Teams (update of 1998 IPPD Handbook)   
     Program Oversight
     Resource Mgmt
    Technology Mgmt
Services Acquisition
Stakeholder Mgmt
     Political Savvy 
     External Situational Awareness
     Media Relationships

 

 

 
  
  
Topic Area
  
Organization
  
  
ACC Topic
  
Summary Description
  
  
risk users guide.pdf
  
EngineeringAir ForceReferenceProgram Execution
This is a guide to the development and use of the Risk Matrix Software Tool.
5/18/2017 7:44 PM
cvn 77 risk management plan rev a.pdf
  
Earned Value Management; Engineering; Program Management; Requirements Management; Test and EvaluationDoD; NavyExampleProgram 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
PPP Outline and Guidance v1 July2011.pdf
  
Contracting; Engineering; Information Technology; Program Management; Test and EvaluationDoD; NavyLearning MaterialProgram 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
Program Success Metrics Charts Moseley 8 Dec 09 PMSC.pptx
  
Engineering; Program ManagementAir Force; Army; DoD; Joint Staff; NavyPresentationPM Acquisition Management
This is the brief that Al Moseley, Professor of Program Managemt, Defense Acquisition University, gives to the executive students in the Program Management Skills Course (PMSC)
5/18/2017 7:44 PM
USAF Integrated Program Assessment Status Deryl Israel 28 Feb 2008.pptx
  
EngineeringAir Force; DoD; NavyPresentationPM Acquisition Management
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
5/18/2017 7:44 PM
U.S. Air Force PoPS and SMART Update 758685.doc
  
Air ForceReferencePM Acquisition Management
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
5/18/2017 7:44 PM
Naval PoPS DAU Hot Topic Forum Brief 24 Feb 10.pptx
  
Earned Value Management; Engineering; Test and EvaluationAir Force; DoD; Joint Staff; NavyPresentationPM 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
DoN Gate Review PoPS to NASA updated format July 29 2010.pdf
  
Earned Value Management; Engineering; Test and EvaluationNavyPresentationPM 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
Seven Steps to Performance Based Acquistion.pdf
  
Contracting; Engineering; Information Technology; Services AcquisitionAir Force; DoDLearning MaterialServices Acquisition
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
5/18/2017 7:45 PM
Official Army Strategic Documents and Resources.aspx
  
ArmyExampleCapability Integration Planning
Army Strategic Planning Guidance from the US Army.mil Website
5/18/2017 7:45 PM
Aligning Your Organization for Tactical Success and Strategic Achievement Gordon Hagewood.docx
  
Learning MaterialCapability 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
Aligning Your Organizing Achieving Tactical Wins and Strategic Success Organizationally and Personally Gordon Hagewood.pptx
  
Program ManagementLearning MaterialCapability 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
UK Nov 15 National Security Strategy Strategic Defense Security Review.pdf
  
EngineeringAir Force; Army; NavyLearning MaterialInternational Acquisition and Exportability
Presented to Parliament by the Prime Minister by Command of Her MajestyNovember 2015
5/18/2017 7:45 PM
Integrated Master Plan and Integrated Master Schedule Prep and Use Guide.pdf
  
Learning MaterialProgram Execution
Version 0.9 Oct 21, 2005
5/18/2017 7:47 PM
NAVAIR IMS Guide.pdf
  
Contracting; Earned Value Management; Engineering; Program Management; Requirements Management; Test and EvaluationAir Force; DoD; NavyLearning MaterialProgram 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
GAO Best Practices Guide for Schedule.pdf
  
Auditing; Earned Value Management; Engineering; Program ManagementArmy; DoDLearning MaterialProgram Execution
This GAO guide is dated May 2012
The success of a program depends in part on having an integrated and reliable master schedule that defines when and how long work will occur and how each activity is related to the others. A schedule is necessary for government acquisition programs for many reasons. The program schedule provides not only a road map for systematic project execution but also the means by which to gauge progress, identify and resolve potential problems, and promote accountability at all levels of the program. A schedule provides a time sequence for the duration of a program's activities and helps everyone understand both the dates for major milestones and the activities that drive the schedule. A program schedule is also a vehicle for developing a time-phased budget baseline. Moreover, it is an essential basis for managing tradeoffs between cost, schedule, and scope. Among other things, scheduling allows program management to decide between possible sequences of activities, determine the flexibility of the schedule according to available resources, predict the consequences of managerial action or inaction on events, and allocate contingency plans to mitigate risk. Following changes in a program, the schedule is used to forecast the effects of delayed, deleted, and added effort, as well as possible avenues for time and cost recovery. In this respect, schedules can be used to verify and validate proposed adjustments to the planned time to complete. The GAO Schedule Assessment Guide is intended to expand on the scheduling concepts introduced in the Cost Estimating and Assessment Guide by providing ten best practices to help managers and auditors ensure that the program schedule is reliable. The reliability of the schedule determines the credibility of the program's forecasted dates for decision making.
5/18/2017 7:47 PM
National Military Strategy of the United States of America 2015.aspx
  
Learning MaterialCapability 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
Mitre IPT Startup Guide Final v1.pdf
  
Contracting; Engineering; Program ManagementDoDReferenceProgram 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
IPT IRD EME2008 presentation final publicly released.pptx
  
EngineeringDoDPresentationProgram Execution
MITRE Enterprise Modeling Exchange 2008
September 26, 2008
5/18/2017 7:47 PM
JCIDS Acquipedia Article.aspx
  
Learning MaterialCapability Integration Planning
This ACQuipedia article will provide you with various types of JCIDS information.
5/18/2017 7:47 PM
Portfolio Management Discussion Brief for PMT 402 Jan 2011.pptx
  
Engineering; Test and EvaluationPresentationPortfolio 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
JOINT WARFIGHTER S and T PLAN -- INTRODUCTION.aspx
  
Learning MaterialProgram 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
Optimizing DoD s Science and Technology Investments.aspx
  
DoDLearning MaterialProgram Execution
Brief by the Defense Business Board, January 22, 2015
5/18/2017 7:47 PM
Naval PoPS External Brief RDA CHSENG.ppt
  
Earned Value Management; Engineering; Test and EvaluationAir Force; DoD; Joint Staff; NavyPresentationPM 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
Probability of Success Presentation from AIM.ppt
  
PresentationPM 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
PSM DAUAA.ppt
  
Engineering; Program ManagementAir Force; Army; DoD; Joint Staff; NavyPresentationPM 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
Capstone Concept for Joint Ops Jan 2009.pdf
  
EngineeringAir Force; Army; NavyReferenceDoD-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
FAR guide Dan Ward 1 Feb 2016.pdf
  
Contracting; Cybersecurity; Engineering; Information Technology; Program Management; Test and EvaluationAir Force; DoDReferenceDoD-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
LMDP drafting guidebook.docx
  
Contracting; Engineering; Information Technology; Intelligence Support; Test and EvaluationDoDReferenceDoD-Level Policies and Guidance; PM Acquisition Management; Portfolio Management
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)
6/26/2017 9:04 AM
LMDP drafting template.docx
  
Engineering; Intelligence SupportArmy; DoD; NavyReferenceDoD-Level Policies and Guidance; PM Acquisition Management; Program Execution
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)
6/26/2017 9:04 AM
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