| JPALS: Surviving and Thriving through a Nunn McCurdy Breach | https://www.dau.edu/powerful-examples/Lists/Blog/DispForm.aspx?ID=30 | JPALS: Surviving and Thriving through a Nunn McCurdy Breach | 2023-05-11T04:00:00Z | https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/DAU Mike Paul v2.jpg, https://www.dau.edu/powerful-examples/PublishingImages/DAU Mike Paul v2.jpg
https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/DAU Mike Paul v2.jpg | <div class="ExternalClass1632C97AD5FD4468AAE9639E62C4C223"><iframe frameborder="0" height="450" id="kaltura_player" src="https://cdnapisec.kaltura.com/p/2203981/sp/220398100/embedIframeJs/uiconf_id/39997971%20%20/partner_id/2203981?iframeembed=true&playerId=kaltura_player&entry_id=1_fdbfqwp1&flashvars%5bstreamerType%5d=auto&flashvars%5blocalizationCode%5d=en&flashvars%5bhotspots.plugin%5d=1&flashvars%5bKaltura.addCrossoriginToIframe%5d=true&&wid=1_ioeh2atn" title="Powerful Examples Hacking Program Management Series Surviving and Thriving through a Nunn McCurdy Breach 10.11.2022" width="100%"></iframe><br>
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<a href="https://media.dau.edu/media/t/1_fdbfqwp1" target="_blank">Link to Full Screen Video</a><br>
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<a href="/EventDocuments/Hacking-Program-management-DAU-Nunn-McCurdy.pdf?Web=1">Link to presentation</a><br>
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The Joint Precision Approach and Landing System (JPALS) program was originally structured to support all United States (U.S.) Department of Defense (DOD) aircraft for ship, shore and expeditionary Global Positioning System (GPS)-based precision landing. At the time, the Federal Aviation Administration (FAA) was planning to phase out the Instrument Landing System (ILS), necessitating an alternate precision landing system for DOD aircraft.<br>
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Starting in 2010, FAA diverged from DOD’s incremental phased approach to move toward a shore-based GPS based technology. Subsequently, the U.S. Army and U.S. Air Force reassessed their precision approach and landing capability and requirements. In 2013, the U.S. Navy decided to remove shore JPALS requirements, reducing the quantity from 33 to 23. The Navy also restructured JPALS to a single increment supporting sea based F-35 and UCLASS. This resulted in a critical Nunn-McCurdy (NM) breach for Procurement Acquisition Unit Cost.<br>
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The success of the JPALS program following the critical NM breach, was primarily due to the development of a realistic plan and excellent communications between PMA 213, industry, test and the Fleet. The acquisition program schedule was developed using realistic dates and without dependency on individual platform integration schedules. Incentive contracting and involvement of the appropriate Subject Matter Experts during proposal discussions resulted in clear communications of Government requirements to the Contractor. The Engineering Team worked closely with fleet users (the customer) and resource sponsors to capture requirements accurately. Finally, close coordination and transparency with the test community fostered an environment of trust between DOT&E, Operational Test and Evaluation Force and PMA 213. Trust, good communication and flexibility are core competencies that were key to JPALS success.
<p><span style="text-decoration:underline;"><a href="/powerful-examples/Pages/Browse-All-Blogs.aspx">Browse All Powerful Examples</a></span></p></div> | string;#/powerful-examples/Blog/JPALS-Surviving-and-Thriving-through-a-Nunn-McCurdy-Breach | | | | | | | |
| Powerful Example: GBSD Uses Novel Approaches to Deliver Cutting Edge Capabilities | https://www.dau.edu/powerful-examples/Lists/Blog/DispForm.aspx?ID=29 | Powerful Example: GBSD Uses Novel Approaches to Deliver Cutting Edge Capabilities | 2022-07-07T16:00:00Z | https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/Powerful%20Example_GBSD%20Banner.jpg, https://www.dau.edu/powerful-examples/PublishingImages/Powerful Example_GBSD Banner.jpg
https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/Powerful%20Example_GBSD%20Banner.jpg | <div class="ExternalClass3F4C6287444544DB96948820AB4C06D2"><iframe frameborder="0" height="450" src="https://www.kaltura.com/p/2203981/sp/220398100/embedIframeJs/uiconf_id/39804931/partner_id/2203981/widget_id/1_593n3x7m?iframeembed=true&playerId=kaltura_player_&flashvars%5bplaylistAPI.kpl0Id%5d=1_i9iy9b6h&flashvars%5bks%5d=&&flashvars%5bimageDefaultDuration%5d=30&flashvars%5bstreamerType%5d=auto&flashvars%5blocalizationCode%5d=en&flashvars%5bnextPrevBtn.plugin%5d=true&flashvars%5bhotspots.plugin%5d=true&flashvars%5bplaylistAPI.playlistUrl%5d=https://media.dau.edu/playlist/details/%7bplaylistAPI.kpl0Id%7d" title="Powerful Example - Ground Based Strategic Deterrent Program" width="100%"></iframe>
<div style="text-align:center;">(<em><strong><a href="https://media.dau.edu/playlist/details/1_i9iy9b6h">Click here for full-screen viewing options</a></strong></em>)</div>
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The Sentinel, formerly known as the Ground Based Strategic Deterrent (GBSD), is the Air Force’s program to modernize the intercontinental ballistic missile system (ICBM). DAU sat down with leaders from multiple teams across the program to better understand how they are pushing the envelope of DoD acquisition to deliver cutting-edge capabilities.<br>
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For an in-depth look at the GBSD team's journey to adopt Agile methodologies, be sure to check out the recording of the from the <strong><a href="https://media.dau.edu/media/t/1_gk7b4ajb">March 2021 "Let's Talk Agile" web event</a></strong>. <br>
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<strong>(DAU POC: Dr. Renee Butler, <a class="ak-cke-href" href="mailto:[email protected]">[email protected]</a>)</strong>
<hr />[<strong><a href="/powerful-examples">RELATED CONTENT: DAU Powerful Examples Homepage</a></strong>]<br>
[<strong><a href="http://www.dau.edu/aaf">RELATED CONTENT: Adaptive Acquisition Framework</a></strong>]<br>
[<strong><a href="https://aaf.dau.edu/ot-guide/">RELATED CONTENT: DoD Other Transaction Guide</a></strong>]<br>
[<strong><a href="https://aaf.dau.edu/aaf/mta/">RELATED CONTENT: Middle Tier of Acquisition Resource Page</a></strong>]<br>
[<strong><a href="https://media.dau.edu/media/t/1_gk7b4ajb">RELATED CONTENT: "Let's Talk Agile" Web Event</a></strong>]<br>
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For more information about this story, or to submit your own Powerful Example, send an email to the DAU Powerful Examples Team at <strong><a href="mailto:[email protected]?subject=Powerful%20Example">[email protected]</a>.</strong></div> | string;#/powerful-examples/Blog/Powerful-Example-GBSD-Uses-Novel-Approaches-to-Deliver-Cutting-Edge-Capabilities | | | | | | | |
| Powerful Example: Assessing the health of your Contracting organization | https://www.dau.edu/powerful-examples/Lists/Blog/DispForm.aspx?ID=27 | Powerful Example: Assessing the health of your Contracting organization | 2022-01-04T17:00:00Z | https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/COHAD%20Dashboard%20Web%20Version.jpg, https://www.dau.edu/powerful-examples/PublishingImages/COHAD Dashboard Web Version.jpg
https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/COHAD%20Dashboard%20Web%20Version.jpg | <div class="ExternalClassEDFFE076C94C40B8B63F967E8F487DBA">How do contracting leaders know they are making the right decisions regarding resource allocation, workload priorities, long and short term planning? A tool has been developed by a team in Defense Health Agency (DHA) to help answer these questions. The Contracting Office Health Assessment Dashboard (COHAD) has been developed to communicate clearly and rapidly about the health of internal contracting organizations across a wide variety of metrics.<br>
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<iframe frameborder="0" height="450" src="https://cdnapisec.kaltura.com/p/2203981/sp/220398100/embedIframeJs/uiconf_id/39997971/partner_id/2203981?iframeembed=true&playerId=kaltura_player&entry_id=1_3tzosdyz&flashvars%5bstreamerType%5d=auto" width="100%"></iframe>
<div style="text-align:center;"><strong><a href="https://cdnapisec.kaltura.com/index.php/extwidget/preview/partner_id/2203981/uiconf_id/39997971/entry_id/1_3tzosdyz/embed/dynamic">(Click here for full-screen viewing options)</a></strong></div>
Hilary Lewis, project lead and Chief for the Managed Care Contracting Division’s TRICARE Support Branch spoke with Jeff Schmidt, DAU. They discussed the challenges, benefits, and lessons learned from the development of this tool.<br>
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Identifying some of the challenges in developing the COHAD, Lewis said, “I wish I had known how everyone we share this with has a vested interest in what should be included/excluded and how the information should be presented/labeled. There are a lot of leaders with strong opinions! I would have polled more widely for metric ideas before starting out and did research about which metrics had the most robust data sources.There were some elements of the dashboard originally included that have very little data to support them and probably shouldn’t have been included because they don’t provide meaningful information.”<br>
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The intended benefit is leadership uses the dashboard as a measure of the health of individual contracting offices – and to make fully informed decisions using the dashboard as their guide. In addition, the intended outcome is for contracting organizations within DHA to take actions that will improve their operating efficiency and effectiveness and be reflected in the Dashboard.<br>
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Lewis identified the biggest benefit COHAD brings is it “synthesizes large volumes of data currently found in a wide variety of locations/sources. It brings the data into one place where the information can be accessed and utilized to make meaningful decisions. Also, this eliminates the need for iterative data calls/taskers—allowing information to be pulled when needed by leadership.”<br>
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When it comes to lessons learned, “having a team of SMEs dedicated to this task is essential. While the tool is simple, it was anything but easy to develop and finalize. Having a champion is also key—someone who can understand and speak to both the acquisition and data systems makes things much easier. There were often times when the dashboard developers who fully understand how to manipulate data were at a standstill with acquisition professionals over a single word – it was key to have a translator who could speak to both acquisition terms of art and data analysis” said Lewis.</div> | string;#/powerful-examples/Blog/Assessing-the-health-of-your-Contracting-organization | | | | | | | |
| Powerful Example: Using Commercial Solutions Opening as a Force Enabler | https://www.dau.edu/powerful-examples/Lists/Blog/DispForm.aspx?ID=28 | Powerful Example: Using Commercial Solutions Opening as a Force Enabler | 2022-01-04T17:00:00Z | https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/CSO%20Pilot%20Program.jpg, https://www.dau.edu/powerful-examples/PublishingImages/CSO Pilot Program.jpg
https://wwwad.dauext.dau.mil/powerful-examples/PublishingImages/CSO%20Pilot%20Program.jpg | <div class="ExternalClass11977EFEF1FE499F8FE5B81402250DDA"><p>A Commercial Solutions Opening (CSO) is a merit-based source selection strategy for the Department of Defense (DoD) to acquire innovative commercial items, technologies, or services that directly fulfill requirements, close capability gaps, or provide potential technological advances. It’s focused on businesses or institutions that have “not traditionally” done business with the U.S. Government. CSO was authorized by Section 879 of the FY17 National Defense Authorization Act (NDAA).</p>
<iframe frameborder="0" height="450" src="https://cdnapisec.kaltura.com/p/2203981/sp/220398100/embedIframeJs/uiconf_id/39997971/partner_id/2203981?iframeembed=true&playerId=kaltura_player&entry_id=1_61munw4l&flashvars%5bstreamerType%5d=auto" width="100%"></iframe>
<div style="text-align:center;"><strong><a href="https://cdnapisec.kaltura.com/index.php/extwidget/preview/partner_id/2203981/uiconf_id/39997971/entry_id/1_61munw4l/embed/dynamic">(Click here for full-screen viewing options)</a></strong></div>
<p>Hilary Lewis, Chief for the Managed Care Contracting Division’s TRICARE Support Branch spoke with Jeff Schmidt, DAU. They discussed the challenges, benefits, and lessons learned using this innovative acquisition approach.</p>
<p>In November 2019, Lewis served as the lead business advisor for the $39 million FY2018 NDAA Section 731. Section 731 directed the Patient Navigator Pilot Program using Commercial Solutions Opening (CSO) Pilot Program. The goal of the CSO program was to improve the health outcomes and the patient experience for certain TRICARE Select beneficiaries.</p>
<p>Lewis and her team brainstormed on how they could use this pilot program to resolve challenges. The team decided to pursue this pilot under a stand-alone contract apart from the existing TRICARE managed care support contracts. Meckel saw an opportunity to inject innovation and creativity into the contracting process by opening the bidding process to a more diverse vendor pool.</p>
<p>Lewis and her team discussed the opportunities and limitations of the directive and created a plan to leverage non-traditional government sources. In addition to expanding the pool of possible industry partners, Lewis's team streamlined the way they evaluated source selection. The team knew when awarding a contract to a non-traditional source extra administrative steps are required. These steps ensure all pro-forma and government specific are met. Lewis and her team created a framework that met all of the requirements and then allowed vendors to share their proposed solutions.</p>
<p>The CSO framework Lewis and team established reduced the burden on industry to compete, enhanced the communication and collaboration between industry and the Government and allowed greater flexibility to obtain widely varying proposed solutions. The CSO authority allowed the team to take advantage of innovation present in the commercial marketplace. In addition to more options the team found this approach led to a more compact schedule and competitive commercial pricing. Lewis stated that she and her team were able to collapse the traditional acquisition schedule from over 28 months to less than 10 months.</p>
<p>Lewis shared how Industry responded and how highly they valued the opportunity to sell their approach in person at the "pitch day". The contracting team was able to focus on the key elements of the solutions during the presentations. This added focus allowed the team to streamline the selection process. They call their new approach a 'collaborative consensus' which allowed all participants to work together as a team to select the awardee.</p>
<p>Lewis commented on the impact of creative thinking, specifically 'how much streamlining is possible if you think creatively."</p>
<p>The past Defense Health Agency Head of Contracting Agency and current Defense Pricing and Contracting, John Tenaglia, noted; "Well done! Very thoughtful and creative."</p></div> | string;#/powerful-examples/Blog/Using-Commercial-Solutions-Opening-as-a-Force-Enabler | | | | | | | |
