Rand Study for assessing comparative risk in sourcing decisions for the Office of the Assistant Secretary of theAermy for Manpower and Reserve Afairs

This Template is courtesy of the Air Force, provided from the Air Force Acquisition Document Development & Management (ADDM) System, which is a restricted DoD site. Please note that this is an Air Force Template provided for your guidance, and that the other services or agencies may have different documentation requirements.
This document is current as of 15 Aug 2012.
ADDM Application link
The Program Management Agreement (PMA) is a jointly developed and formally documented agreement between the PM and the lead command to proactively resolve or de-conflict potential issues to include cost, schedule and performance expectations over the life of the program.
Template

DoD Components (sponsors) of MAIS and MDAP programs are required to submit affordability assessments at Milestones B and C, demonstrating that the program’s projected funding and manpower requirements are realistic and achievable, in the context of the DoD Component’s overall long-range modernization plan. The assessment typically should be conducted by resource analysts in the DoD Component headquarters or supporting organization. All other programs conduct an affordability assessment in the course of an Analysis of Alternatives (AoA).
BofV

PM's Compendium of Business Management Roles, Actions and Activities from Chapter 1 of the Defense Acquisition Guidebook (DAG), August 2016

The Joint Program Executive Office for Chemical and Biological Defense (JPEO-CBD) has partnered with Defense Acquisition University (DAU) Mission Assistance to sponsor a series of workshops designed specifically to improve acquisition timelines. The curricula are intended for pre-milestone A or B program teams of Acquisition Category (ACAT) III programs but can be tailored to any effort. They focus on understanding contracting and applying that understanding to achieve superior contract vehicles and contractor performance. Other workshops allow credentialed DAU instructors and program teams to immerse themselves in developing exceptional solicitation documentation and finding ways to reduce the administrative burden by eliminating oversight that is appropriate for ACAT I programs but overkill for the ACAT III efforts that make up the bulk of the JPEO-CBD’s portfolio. The JPEO-CBD is in the second year of this program and recently offered the curricula to other PEOs across ASA(ALT).

Template for Multiyear Procurement Authority for XYZ Program.

This article by Eugene Razzetti, retired Navy Captain, is from the January-February 2019 edition of the Defense Acquisition magazine.

EVERY RELATIONSHIP BEGINS WITH A CONTRACT. Contracts (aka Proposals) can be hundreds of pages long; reflect brilliant ideas and policies; be replete with ambitious goals, objectives and milestones; packed with supercharged people with “walk-on-water” resumés; display nicely designed organizational relationships; deftly cross all t’s and dot all i’s; and (of course) contain a cost proposal dogmatically intent on spending every penny you have—and then some. But what happens when these fanciful literary masterpieces don’t work? Then what do you do, or is it too late to do anything?

Richard L. Dunn
Center for Public Policy and Private Enterprise
University of Maryland School of Public Policy
April 2005
 
This study was conducted in collaboration with the Center for Public Policy and Private Enterprise and with a grant from The Naval Postgraduate School.  The paper will be presented at the Second Annual Acquisition Research Symposium, Monterey, California, 18-19th May 2005.
 
ABSTRACT
     Victory in the Cold War brought reduced military budgets and lower end-strengths. Contemporaneously, operations' tempo rose dramatically. This, plus government policies favoring outsourcing, led to a growth in importance of contracted support for military operations; and, correspondingly an increasing prevalence of contractor personnel in proximity to combat.
     This paper reviews the legal status of civilian contractors in proximity to combat; control, discipline and force protection of such personnel; and, the impact and cost effectiveness of contract support on combat operations.