acquisition at the air armament center
DESCRIPTION
Acquisition at the Air Armament Center. War Winning Capabilities… On Time, On Cost. Judy A. Stokley Deputy PEO And Executive Director Air Armament Center Eglin AFB FL. DISTRIBUTION STATEMENT A : Approved for public release; distribution is unlimited. Acquisition at the Air Armament Center. - PowerPoint PPT PresentationTRANSCRIPT
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Acquisition at the Air Armament CenterAcquisition at the Air Armament Center
War Winning Capabilities…On Time, On Cost
Judy A. StokleyDeputy PEO And Executive DirectorAir Armament CenterEglin AFB FL
DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.
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Acquisition at the Air Armament CenterAcquisition at the Air Armament Center
Pulling It All Together… Government & Industry
19 Feb, 28 Feb Government Days
18 Mar Industry Day
19 Mar One-on-Ones with Companies Upon Request
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PurposesPurposes
• Provide information on what we are doing at the Air Armament Center to improve our program results
• Foster alignment of expectations between our Government teams and our Industry counterparts
• Get creative juices flowing on “both sides of the table” to develop better ways to establish and execute our programs
• Integrate and rationalize improvement efforts
On-Time, On Cost… CRADLE-TO-GRAVE!For Our Warfighters
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OverviewOverview
• Organization• Execution• Our Journey to Excellence• Zero Based Documentation
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Air Armament CenterAir Armament Center
Program Executive Officer for Weapons andCommander
Maj Gen Eidsaune
308th ARSWDr Simpson
EN (Engineering & AE)Mr Israel
XR (Capabilities Integ)Dr Corley
Deputy PEO and Executive Director
Ms Stokley
Vice CommanderDeputy For Support
Brig Gen Wilson
XP (Planning)Mr Arnold
PK (Contracting)Ms Jay
SE (Safety)Mr Phillips
CS (Chief of Staff)Col Buell
JA (Judge Advocate)Col Caggiano
FM (Financial)Col Shaw
DP (Manpower)Ms McGehee
IG (Inspector Gen)Col Denison
96th Air Base WingCol Pohland
46th Test WingCol Plumb
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308th Armament Systems Wing308th Armament Systems Wing
Lynda RutledgeDirector
708th ARSG850-882-3525 x3311
(DSN 872)
Col John R. GriggsCommander308th ARSG
850-883-5340 (DSN 875)
Col Richard D. JusticeCommander918th ARSG
850-882-7321 x2253DSN (872)
Gary A. WilliamsChief of Contracting
850-883-0688 (DSN 875)
Margaret R. VillagranChief of Logistics
850-883-0674 (DSN 875)
Terrence MayDirector
408th ARSG850-883-3801 (DSN 875)
Della R. McPhailChief Financial Officer850-883-0304 (DSN 875)
Col Cyril SochaCommander 728th ARSG
850-883-1088 (DSN 875)
Christopher L. ClayTechnical Director
850-883-3083 (DSN 875)
Col Scott RumphCommander328th ARSG
850-883-0343 (DSN 875)
Brian RutledgeDirector
808th ARSG 850-883-3531 (DSN 875)
John S. BatogVice Director Navy
850-882-8623 (DSN 872)
Dr. L. Bruce Simpson, SESDirector
850-883-0673 (DSN 875)Col Michelle Miller PeckVice Director
850-883-0687 (DSN 875)
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308th Armament Systems Wing308th Armament Systems Wing308th ARSW
Dr. Bruce Simpson, CLMr. Batog, DV (Navy)Col Miller Peck, DV
408th ARSGArmament Support
308th ARSGLong Range Systems 328th ARSG
Air Dominance728th ARSG
Test and Training808th ARSG
Advanced Programs918th ARSG
Miniature Munitions 708th ARSG
Direct Attack
Technical Director:Mr. ClayChief Of Contracting: Mr. WilliamsChief Financial Officer: Ms. McPhail
Chief Of Logistics: Ms. Villagran
MALD
HTS
AIM-9X
AMRAAM
P5
CRIIS
AMRAAMFMSJASSM Impact
SFW Impacts
WCMD
C&IT andInfrastructure
SDB
ARTSMTRS
UMT
SDB Test Flight
SDB Impact
Weaponeering
New/JSuW
AFSAT
JDAM
DSU-33
JPF
IM BLU-122
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Capabilities Integration DirectorateCapabilities Integration DirectorateAAC/XRAAC/XR
Acquisition Intel (A2)Mr. Paul Schroeder
Deputy DirectorLt Col Will Evans
Director Dr. John Corley
Business OperationsMs. DeAnna Morales
Capability Development (A5)Mr. Roger Barrett
Tech DirectorMr. Gene Estep
Hard & DeeplyBuried Targets
(HDBT)Ms. Marya Bard
Directed Energy
Mr. Steve Whitten
Advanced Concepts
Mr. Ron Johnson
Cross Enterprise
Mr. James Schoeneman
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BudgetBudget
RDT&E
$621M
FMS
$2,709M
Sustainment
$28M
Procurement
$2493M
Portfolio Funding = $5,851MFMS is for All Active CasesRDT&E is for FY07 & FY08Procurement is for FY06, FY07, & FY08Sustainment is for FY08
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OverviewOverview
• Organization• Execution• Our Journey to Excellence• Zero Based Documentation
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CY 2007 Overall Program Health
1011 11 11 11 11 11 11 11
12 12 12
54 4
34 4 4 4 4 2 2 2
1 1 12
1 1 1 1 12 2 2
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Months Red ProgramsYellow ProgramsGreen Programs
AAC Portfolio PerformanceAAC Portfolio Performance
FY 08: Add 6 Projects
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Overall Portfolio HealthOverall Portfolio Health
Program Jan 07MAR
Jan 08MAR
Jan 08PoPS
Program Jan 07MAR
Jan 08MAR
Jan 08PoPS
AFSAT 81 MALD 64
AMRAAM 80 MDS HTS 90
ARTS* 69 P5CTS 87.5
JASSM 76 QF4 92
JASSM ER 72 SDB I 95
JDAM 97 SDB II 84
JPF 85.5 SFW* 81
JTE 71 WCMD* 84
*Program Transition Planned
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Focus and Transition Focus and Transition Weapons TechnologyWeapons Technology
2010 Program Objective Memorandum (POM) Initiatives
• Hard Target Void Sensing Fuze• Eglin Steel Producibility Enhancement• Active Denial System • Counter Electronics HPM• Airborne Tactical Laser Weapon• Mk-82 Reactive Liner • Chemical Biological Agent Defeat • Reliable Replacement Warhead-2
Damaged Containers & Remaining Viable Agent
Neutralized Vented Agent
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Just Some of Our SuccessesJust Some of Our Successes
• Delivered 181,611 Joint Direct Attack Munitions – Zero late• Delivered 11 Quick Reaction Variants of JDAMs/Aircraft
Integrations to War – record timelines, Zero late• Delivered 5,855 Joint Programmable Fuzes over last 12 months
– 3,269 combat drops--6X more than previous 12 months• Delivered 22,634 DSU-33 height of burst sensors over last 12
months– 1,362 combat drops--50%+ increase over previous 12 months
• Maintained 887 hours MTBF on AMRAAMs (Req’t is 450 hours)– Over 1,500,000 total AMRAAM flight hours flown
• SDB logged 40,000 captive carry hrs & 49 combat drops in FY07 • Matured FLM technology & transitioned from lab to field in less
than 19 months--delivered to warfighter 2 months early!
~107 Promotions, ~124 Awards for Acquisition Workforce
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OverviewOverview
• Organization• Execution• Our Journey to Excellence• Zero Based Documentation
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Our Journey to ExcellenceOur Journey to Excellence
LtGen Hoffman, On restoring credibility in Air Force acquisition:
… I mentioned the widespread view that our weapon systems cost too much and take longer than predicted. We need to ensure "false optimism" does not cloud our judgment. I am a natural optimist, but we need to be firmly grounded in reality as we assess program risk. Wanting something badly does not make it happen. This is especially important as we start a program….do we have a solid lock on the requirements, have we included all the elements of the program, do we have our best estimate of cost and schedule? Once we define the start of the program, we will be forever measured by that definition so take the time to do it right.
We are on a quest to launch more realistic programs and bolster existing programs.
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Our EnvironmentOur Environment
Program Acquisition
Team
CongressS&T
LaboratoriesDefense Threat
Reduction Agency (DTRA)Defense Advanced Research
Projects Agency (DARPA)
Industry
Primes & Suppliers
Warfighters
Major CommandsCombatant Commanders
Joint Staff
Financial Management
Planning, Programming and Budgeting System (PPBE)
Service StaffsOSD
Congress
Oversight
Program Executive OfficesMateriel Commanders
Service Acquisition ExecutivesOffice of
Secretary of Defense (OSD)
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What are the Expectations?What are the Expectations?
• Safe, effective, reliable, affordable products on time and within budget
• Ownership of product health without legal wrangling
• Realistic marketing and budget entries
• Technical competencies to leverage leading edge technologies
• Agility to surge or decrease production and respond to changing rule-sets
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Integrating & Rationalizing Improvement EffortsIntegrating & Rationalizing Improvement Efforts
Sub-Functional PillarsSystems Engineering Risk Assessment & Management
Cost Estimating Programming
Reliability Financial Execution
Technology & Integration Readiness Earned Value Management System
Manufacturing Readiness Award & Incentive Fees
Logistics Health Assessment Contract Performance Asst Reports
Integrate and Rationalize for Workable Program Constructs
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Overarching TopicsOverarching Topics
• Reliability• Joint Capabilities Integration & Development System (JCIDS)
–Training / Certification Program• Networked Weapons• Open Architectures• M-Code – Next GPS Challenges
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Red Flags for Weapons Programs*Red Flags for Weapons Programs*
1) Relying on COTS/NDI to meet Robust Military Requirements – Systems Engineering – staffing and tasks
2) Going into SDD without RR or “SDD-readiness” phase3) Lack of early wind tunnel and instrumented captive carry4) Program Plans, Budget, IBR missing key elements
– Explicit requirements/verification of captive carry and in-flight reliabilities and service life
– Transition to Production– Reliability Growth program– Safety-of-flight analyses at design reviews
5) Contractors decline to make an offer6) Back-loaded development budget
*From Study of Troubled Weapon Programs 1997-2007
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High-Confidence ProgramsHigh-Confidence ProgramsKey Characteristics*Key Characteristics*
• Good “Should-Cost” Estimate• Budget/Cost Estimate alignment• Approved time-phased CDD requirements• Program office resourcing• Requirements stability• Budget stability mechanism• Incremental program plan• Short-duration capability release/production schedules• SDD phase no greater than 6 years• Tech maturity assessment thresholds met• Integrated sustainment and depot strategy• Realistic test planning, Approved IOT&E plan• Life-cycle acquisition strategy – time certain success incentive• Executing according to “plan”• Probability of Program Success (PoPS) measures
* As Defined by Develop & Sustain Weapon Systems (D&SWS) design teams
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Engineering -- design, verification, manufacturing, Engineering -- design, verification, manufacturing, and quality, throughout voluminous supplier base and quality, throughout voluminous supplier base -- determines fate of programs-- determines fate of programs
It’s the Engineering!It’s the Engineering!
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Team DynamicsTeam Dynamics
I CAN DO IT!
Warfighters
Capability Needs
Budget Choices
Program Execution Team
What’s In, What’s Out
How Much Risk?
NATURAL AMERICAN OPTIMISM
COMPETITION FOR BUDGET
FRAGMENTED AUTHORITIES
(REQUIREMENTS, PROGRAMMING, ACQUISITION)
START AGGRESSIVE SDD ASAP
DO YOU HEAR ME?
Is the Information Compelling?
How do we use the
Information?
Mixed messages
from the Bosses
& the “System”
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Proven Acquisition ApproachProven Acquisition Approach
• Structure ROBUST SDD-Readiness Phase to size a realistic SDD phase
– Block requirements into increments - deliver in 3-6 year SDD phases– Execute SDD-Readiness contract(s) for each increment– Demonstrate technologies in robust environment– Mature design to PDR or later– Build SDD plan including Integrated Baseline Review (Design, V&V, OT,
Transition to production and support) during readiness phase– Program funds to realistic cost estimate based on detailed SDD Plan and
rigorous benchmarking
• Conduct Rigorous Milestone A & B Reviews whether required or not
Launch incremental and realistic SDD phases that position programs for long term success
SDD is where we spend most of the development dollars, and determine most of the production and sustainment costs for Weapons.
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Win-Win Business ArrangementWin-Win Business Arrangement
CongressOSD
Service(s)
Affordable, Combat Ready Products to
Warfighters
Stockholders, Corporate Construct,
Profits, Marketing, Suppliers
ProfitsNew Business
Reputation
RequirementsResourcesReports Government and
Industry Team
Accountable Accountable
ACCOUNTABLE
Develop and Execute Win-Win Strategies In An Atmosphere of Teamwork and Trust
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OverviewOverview
• Organization• Execution• Our Journey to Excellence• Zero Based Documentation
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A Golden Opportunity A Golden Opportunity AAC Zero Based Documentation Pilot ProgramAAC Zero Based Documentation Pilot Program
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Zero – Based Documentation Pilots at AACZero – Based Documentation Pilots at AAC
• Pilot Programs Approved by Senior Acquisition Executive Memo 6 Nov 2007
• Retain the documents that the Program Manager needs• Consolidate other documents into Life Cycle Management
Plan (LCMP)• Develop one each Systems Engineering Plan (SEP) and Risk
Management Plan (RMP) for AAC– Declare compliance, variances and program specifics in LCMP – For the Pilot Programs, use QF-4 for QF-16 and Miniature Air
Launched Decoy (MALD) for MALD-J• Allow Program Manager discretion on format, including the
use of briefing charts
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What a Program Manager Needs to What a Program Manager Needs to Run ProgramsRun Programs
• Requirements– Initial Capabilities Document (ICD) – Capability Development Document (CDD)– Capability Production Document (CPD)
• Test & Evaluation Master Plan (TEMP)• Life Cycle Management Plan (LCMP)• Program Status
– Earned Value Management System (EVMS)– Integrated Master Plan (IMP)– Integrated Master Schedule (IMS)– Technical Performance Measures
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What AFPEO for WeaponsWhat AFPEO for WeaponsUses to Drive Portfolio PerformanceUses to Drive Portfolio Performance
• Personal Interfaces• Acquisition Strategies &
Baselines• Integrated Assessment Tools
• Status Reporting– Activity Reports– Monthly Acquisition Reviews– PEO Chats
• Customer Relationships– Expectation Management
Agreements
CostSufficiency
Review
ManufacturingReadiness
Assessment
TechnologyReadiness
Assessment
Probabilityof Program
Success(PoPS)
SystemsEngineeringAssessment
SufficiencyReview
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Approach to Coordination forApproach to Coordination for Pilot Programs Pilot Programs
• Approvals delegated as low as allowable
• When required, approval chain is Group to PEO to SAE
• AAC/ACE will codify distribution list that includes all current coordination/approval offices
– Copies will be provided electronically FYI only
– Offices will be given 2 working days to respond with CAT I and CAT II Deficiencies* if they choose to respond
– AAC/ACE will maintain log through this process for learning
* CAT I changes program content; CAT II needed for record or compliance with law/reg; CAT III comments and suggestions
GOAL: Final approval of meaningful, quality documents within 2 weeks of PM release
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Expected BenefitsExpected Benefits
• Put focus on Integrated Life Cycle Management• Allow workforce to focus on establishing and
executing successful programs• Garner enthusiasm and pave way for standard work• Elevate our workforce from drudgery to innovation• Promote critical thinking and collaboration
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It’s a JourneyIt’s a Journey
Move our culture to one that warfighters and stakeholders can depend on for realistic expectations and high quality, high performing, affordable products.
Vision: War Winning Capabilities…On Time, On Cost!
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It’s a JourneyIt’s a Journey
• Wouldn’t it be wonderful if the DoD had to develop a process to allocate the margin we did not spend each year instead of determining which programs to terminate or stretch out due to overruns?
• Wouldn't it be wonderful if Combatant Commanders spoke of us, Industry and Government, as “those Acquisition people – the ones we can always count on…”
War Winning Capabilities … On Time, On Cost …Cradle-to-Grave
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Thank You for All You Do for our CountryThank You for All You Do for our Country
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AgendaAgenda
Welcome/Announcements/Opening Remarks Mr IsraelOverview of Acquisition at the AAC Ms StokleyUpdate on Integrated Tools/AssessmentsMr IsraelLogistics Health Assessment (LHA) Ms BrinstonSystem Engineering Update Mr MistrettaAnnouncement on Symposium’s SE Panel Mr MistrettaAcquisition Cost Estimating Update Ms Golden, Mr KennedyNunn McCurdy Legislation and Impacts Ms McPhailMorning Recap & Answers to Questions Ms StokleyIndependent Review Team (IRT) Results Mr ClayAAC response to IRT Results Mr ClayAcquisition Contracting Update Ms JayFuture Concepts & Capabilities LtCol Evans, Mr FurlongPortfolio Results Col Miller PeckQuestion/Answer Session All