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204/19/23
AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT
WelcomeWelcome Charles Betterson Charles Betterson
RemarksRemarks
Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson
Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly
Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion
Industry ConcernsIndustry Concerns De Vorhees De Vorhees
Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony Delicati Tony Delicati
Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat Schaub Pat Schaub
NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman
Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano
Discussion ItemsDiscussion Items All All
Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson
304/19/23
AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT
WelcomeWelcome Charles Betterson Charles Betterson
RemarksRemarks
Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson
Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly
Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion
Industry ConcernsIndustry Concerns De Vorhees De Vorhees
Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony DelicatiTony Delicati
Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat Schaub Pat Schaub
NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman
Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano
Discussion ItemsDiscussion Items All All
Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson
504/19/23
ITEMS
• Organizational Overview and Contracting Organizational Overview and Contracting Authority/Purpose/GuidanceAuthority/Purpose/Guidance
• Multiple Award Contracts UpdateMultiple Award Contracts Update
– Current Status
– Award Information
• Standup of Follow-on Multiple Award ContractsStandup of Follow-on Multiple Award Contracts
• NAWCTSD Business Opportunities websiteNAWCTSD Business Opportunities website
• FAR Case 2007-006, Contractor Business Ethics FAR Case 2007-006, Contractor Business Ethics Compliance Program and Disclosure Compliance Program and Disclosure RequirementsRequirements
604/19/23
AIR-2.0 ORGANIZATION
2.0ASSISTANT COMMANDER FOR CONTRACTS
2.0ASSISTANT COMMANDER FOR CONTRACTS
2.0A/B DEPUTY ASSISTANT COMMANDER
FOR CONTRACTS& MILITARY DEPUTY
2.0A/B DEPUTY ASSISTANT COMMANDER
FOR CONTRACTS& MILITARY DEPUTY
2.1POLICY & PROCESS
MANAGEMENT
2.1POLICY & PROCESS
MANAGEMENT
2.2MAJOR WEAPONS SYSTEMS
FOR TACTICAL AIRCRAFTAND MISSILES
2.2MAJOR WEAPONS SYSTEMS
FOR TACTICAL AIRCRAFTAND MISSILES
2.3MAJOR WEAPONS SYSTEMS
FOR AIR ASW, ASSAULT &SPECIAL MISSION PROGRAMS
2.3MAJOR WEAPONS SYSTEMS
FOR AIR ASW, ASSAULT &SPECIAL MISSION PROGRAMS
2.4STRIKE WEAPONS AND
UNMANNED AVIATION & AIR1.0 PROGRAMS
2.4STRIKE WEAPONS AND
UNMANNED AVIATION & AIR1.0 PROGRAMS
2.5AIRCRAFT SUPPORT
CONTRACTS
2.5AIRCRAFT SUPPORT
CONTRACTS
2.6JOINT STRIKE
FIGHTER
2.6JOINT STRIKE
FIGHTER
Deputy2.1A
Deputy2.1A Deputy
2.2A
Deputy2.2A Deputy
2.3A
Deputy2.3A Deputy
2.4A
Deputy 2.4A
2.1 DIVISION HEADS
2.1.1 POLICY & PROCESS2.1.2 ELECTRONIC COMMERCE2.1.3 RESOURCE MANAGEMENT
2.1 DIVISION HEADS
2.1.1 POLICY & PROCESS2.1.2 ELECTRONIC COMMERCE2.1.3 RESOURCE MANAGEMENT
2.2 DIVISION HEADS
2.2.1 TACTICAL EW/ MISSILES2.2.2 E-2/C-2, E-2D, F-142.2.3 F/A-18
2.2 DIVISION HEADS
2.2.1 TACTICAL EW/ MISSILES2.2.2 E-2/C-2, E-2D, F-142.2.3 F/A-18
2.3 DIVISION HEADS
2.3.1 AIR ASSAULT & SPECIAL MISSION2.3.2 AIR ANTI-SUBMARINE WARFARE (ASW)2.3.3 V-22 MAJOR PROGRAMS2.3.4 H-60 MAJOR PROGRAMS
2.3 DIVISION HEADS
2.3.1 AIR ASSAULT & SPECIAL MISSION2.3.2 AIR ANTI-SUBMARINE WARFARE (ASW)2.3.3 V-22 MAJOR PROGRAMS2.3.4 H-60 MAJOR PROGRAMS
2.4 DIVISION HEADS
2.4.1 CRUISE MISSILES2.4.2 MULTI-MISSION PLATFORM SUPPORT 2.4.3 MULTI-MISSION AIRCRAFT SUPPORT2.4.4 PRECISION STRIKE WEAPONS & UNMANNED AVIATION PROGRAMS
2.4 DIVISION HEADS
2.4.1 CRUISE MISSILES2.4.2 MULTI-MISSION PLATFORM SUPPORT 2.4.3 MULTI-MISSION AIRCRAFT SUPPORT2.4.4 PRECISION STRIKE WEAPONS & UNMANNED AVIATION PROGRAMS
2.5 DIVISION HEADS
2.5.1 AD-PAX2.5.2 AD-LAKEHURST 2.5.3 TRAINING SYSTEMS- ORLANDO2.5.4 CHINA LAKE/PT MUGU
2.5 DIVISION HEADS
2.5.1 AD-PAX2.5.2 AD-LAKEHURST 2.5.3 TRAINING SYSTEMS- ORLANDO2.5.4 CHINA LAKE/PT MUGU
2.0CRESOURCE MANAGEMENT
2.0CRESOURCE MANAGEMENT
Deputy 2.5A
Deputy 2.5A
Deputy 2.6A
Deputy 2.6A
2.0EAIRSPEED DEPLOYMENT CHAMPION
2.0EAIRSPEED DEPLOYMENT CHAMPION
704/19/23
2.5.3AAssociate Director
x8037
2.5.3Directorx4121
NAWCTSD NAWCTSD AIR-2.5.3 Organizational StructureAIR-2.5.3 Organizational Structure
Division Head2.5.3.1x8172
Division Head2.5.3.4x4083
Division Head2.5.3.2x4350
Division Head2.5.3.3x8170
2.5.3EElectronic Acquisition
x8037
Procurement Analystx4084
Administrative Assistant7.1
x8061
804/19/23
NAWCTSD NAWCTSD AIR-2.5.3 Organizational Structure AIR-2.5.3 Organizational Structure
(continued)(continued)
Division Head2.5.3.1x8172
Division Head2.5.3.4x4083
Division Head2.5.3.2x4350
Division Head2.5.3.3x8170
2.5.3EElectronic Acquisition
x8037
Team Lead PCOx8020
Team Lead PCOx4475
Team Lead PCOx4017
Team Lead PCOVacant
Team Lead PCOx4064
Team Lead PCOx4108
Team Lead PCOx4054
Team Lead PCOx4048
Team Lead PCOx8487
Team Lead PCOx4085
Team Lead PCOx8631
Team Lead PCOx4473
Team Lead PCOx4524
Deputy for Small Business
x8253
904/19/23
Contracting Authority/Purpose/Guidance
• AuthorityAuthority– AIR-00 AIR-2.0 AIR-2.5 AIR-2.5.3
• PurposePurpose– Pursuit of fulfillment of NAWCTSD mission– Seamless AIR-2.0 competency support
• GuidanceGuidance– FAR DFARS NMCARS NAVAIR– Approval thresholds for acquisition and
contracting activity
1004/19/23
Multiple Award Contracts Update Current Status
• TSC IITSC II– Ordering period extends through August 2011– Ample ceiling remains (~47% expended)
• FTSS IIFTSS II– Ordering period extends through March 2010– Adequate ceiling remains (~70% expended)
*Data provided is as of 1 November 2008*Data provided is as of 1 November 2008
1104/19/23
TSC II Award Information(As of 1 November 2008)
ContractorContractor
# of Delivery # of Delivery Order AwardsOrder Awards
Cumulative Cumulative Obligations ($)Obligations ($)
Cumulative Cumulative Value ($)Value ($)
ASIASI 77 30,994,45130,994,451 37,844,85937,844,859
CAE USACAE USA 55 238,648,077238,648,077 293,094,187293,094,187
DEIDEI 99 18,665,90318,665,903 19,493,90619,493,906
IndraIndra 33 63,717,91763,717,917 69,322,25969,322,259
J.F. TaylorJ.F. Taylor 22 10,819,40110,819,401 10,819,40110,819,401
L3 LINKL3 LINK 55 220,566,931220,566,931 264,579,504264,579,504
1204/19/23
TSC II Award Information (continued)
(As of 1 November 2008)
Contractor
# of Delivery Order Awards
Cumulative Obligations ($)
Cumulative Value ($)
Rockwell 2 46,823,834 172,923,233
Northrop Grumman
1 853,892 853,892
Symvionics 5 25,707,708 39,461,846
Boeing 4 43,869,855 65,495,123
Carley 8 44,090,819 46,691,494
Delex 7 15,876,294 38,027,318
1304/19/23
TSC II Award Information (continued)
(As of 1 November 2008)
ContractorContractor
# of Delivery # of Delivery Order AwardsOrder Awards
Cumulative Cumulative Obligations ($)Obligations ($)
Cumulative Cumulative Value ($)Value ($)
DPADPA 2020 204,969,563204,969,563 345,757,201345,757,201
LockheedLockheed 22 2,270,0962,270,096 4,480,1634,480,163
General General DynamicsDynamics
33 1,680,8011,680,801 4,066,2764,066,276
TOTALSTOTALS 8383 969,555,541969,555,541 1,412,910,6601,412,910,660
1404/19/23
FTSS II Award InformationFTSS II Award Information(As of 1 November 2008)(As of 1 November 2008)
ContractorContractor
# of Task Order # of Task Order AwardsAwards
Cumulative Cumulative Obligations ($)Obligations ($)
Cumulative Value Cumulative Value ($)($)
BoeingBoeing 22 4,246,2944,246,294 9,154,8129,154,812
CAE USACAE USA 22 5,486,1045,486,104 16,365,87016,365,870
CSCCSC 44 1,944,0701,944,070 1,944,0701,944,070
CubicCubic 44 71,914,81471,914,814 99,103,28499,103,284
ESPESP 99 24,388,28724,388,287 56,817,44456,817,444
FidelityFidelity 55 59,700,71359,700,713 126,082,859126,082,859
1504/19/23
FTSS II Award InformationFTSS II Award Information (continued)(continued)
(As of 1 November 2008)(As of 1 November 2008)
Contractor
# of Task Order Awards
Cumulative Obligations ($)
Cumulative Value ($)
L3 LINK 3 57,217,049 160,189,327
LB&B 2 9,434,753 31,834,001
Lockheed 1 27,405,077 44,990,065
Proactive 3 5,191,185 13,876,383
TOTAL 35 266,928,347 560,358,115
1604/19/23
Standup of Follow-on MACsStandup of Follow-on MACs
• In short, “TBD” – Discussions on-going with key government In short, “TBD” – Discussions on-going with key government stakeholdersstakeholders
• Key considerations include:Key considerations include:
– Socio-economic considerations
• Sustainment of a viable base of small business concerns
• Various categories of small business concerns
– “Fair opportunity” process
– Length of ordering period
– Anticipated efficiencies
– Initial personnel and financial investment for both government and industry
• Decision anticipated 2Decision anticipated 2ndnd Quarter FY09 Quarter FY09
• If a “go,” then anticipate extensive upfront participationIf a “go,” then anticipate extensive upfront participation
1704/19/23
NAWCTSD Business Opportunities NAWCTSD Business Opportunities websitewebsite
• Accessed at: Accessed at: ““http://nawctsd.navair.navy.mil/EBusiness/BusOps/Ihttp://nawctsd.navair.navy.mil/EBusiness/BusOps/Index.cfmndex.cfm” - “Open Acquisitions” link” - “Open Acquisitions” link
• Used for acquisitions >$10KUsed for acquisitions >$10K
• Does not serve as a substitute for Government Does not serve as a substitute for Government Point of Entry solicitation posting requirements for Point of Entry solicitation posting requirements for acquisitions >$25K (i.e. “acquisitions >$25K (i.e. “www.fedbizopps.gov”www.fedbizopps.gov”))
• Includes acquisitions conducted under NAWCTSD’s Includes acquisitions conducted under NAWCTSD’s Multiple Award ContractsMultiple Award Contracts
1804/19/23
FAR Case 2007-006, FAR Case 2007-006, Contractor Business Ethics Compliance Program and Contractor Business Ethics Compliance Program and
Disclosure RequirementsDisclosure Requirements
• Implements “The Close the Contractor Fraud Loophole Act,” Implements “The Close the Contractor Fraud Loophole Act,” Pub. L. 110-252, Title VI, Chapter 1Pub. L. 110-252, Title VI, Chapter 1
• Final rule published in the Federal RegisterFinal rule published in the Federal Register• Effective date of 12 December 2008Effective date of 12 December 2008• Numerous regulatory (i.e. FAR) updatesNumerous regulatory (i.e. FAR) updates• HighlightsHighlights
– Amplifies requirements for a contractor code of business ethics and conduct, an internal control system, and disclosure to the Government of certain violations of criminal law, violations of the civil False Claims Act (FCA), or significant overpayments
– Provides for the suspension/debarment for knowing failure by a (company) principal to timely disclose, in writing, to the agency Inspector General, copy to the contracting officer, certain violations of criminal law, violations of the civil FCA, or significant overpayments
2004/19/23
AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT
WelcomeWelcome Charles Betterson Charles Betterson
RemarksRemarks
Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson
Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly
Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion
Industry ConcernsIndustry Concerns De Vorhees De Vorhees
Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony Delicati Tony Delicati
Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat SchaubPat Schaub
NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman
Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano
Discussion ItemsDiscussion Items All All
Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson
2104/19/23
AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT
WelcomeWelcome Charles Betterson Charles Betterson
RemarksRemarks
Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson
Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly
Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion
Industry ConcernsIndustry Concerns De Vorhees De Vorhees
Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony Delicati Tony Delicati
Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat Schaub Pat Schaub
NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman
Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano
Discussion ItemsDiscussion Items All All
Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson
2304/19/23
BackgroundBackground
• July 07 - NAWCTSD leadership engages AIRSpeedJuly 07 - NAWCTSD leadership engages AIRSpeed
• Aug thru Sep 07 – AIRSpeed conducts Strategic Aug thru Sep 07 – AIRSpeed conducts Strategic AssessmentAssessment
• Oct 07 to June 08 – Command considers Oct 07 to June 08 – Command considers assessment findings, recommendations, & risksassessment findings, recommendations, & risks
• 06 Aug 08 - Project ACQ06 Aug 08 - Project ACQcelcel launched launched
2404/19/23
Strategic Assessment RecommendationsStrategic Assessment Recommendations
• 32 opportunities identified & linked to strategy32 opportunities identified & linked to strategy• Two proposed paths to accomplish:Two proposed paths to accomplish:
Path 1 – Individual projects using Define Measure Analyze Improve Control (DMAIC) model
Pros: • Accomplishes strategy• Low change management risk• Medium internal benefit
Cons: • 3.5 years to complete• 40 – 50 personnel to support• “Band-aid” improvement• Low external benefit
Path 2 – Single project using Design For Lean Six Sigma and Define Measure Explore Develop Implement (DMEDI) model
Pros:• Accomplishes strategy• 1.5 years to complete• Systemic improvement• 15 Personnel to support• High internal benefit• High external benefit
Cons:• Higher change management risk
Problem: Problem: The acquisition process for acquiring training solutions has The acquisition process for acquiring training solutions has experienced issues in the areas of: speed, quality, and costs. experienced issues in the areas of: speed, quality, and costs. The average total process cycle time exceeds the average total The average total process cycle time exceeds the average total available time between customer order receipt and negotiated available time between customer order receipt and negotiated customer actual delivery date which has resulted in missed customer actual delivery date which has resulted in missed delivery dates, product quality issues, and cost overruns. delivery dates, product quality issues, and cost overruns.
Goals:Goals:Reduce the acquisition process median PCT to 50% of the total Reduce the acquisition process median PCT to 50% of the total available time between customer order receipt and negotiated available time between customer order receipt and negotiated customer actual delivery date for all Warfare Area programs customer actual delivery date for all Warfare Area programs while increasing current process quality levels and decreasing while increasing current process quality levels and decreasing current process costs. current process costs.
Problem/Goal Statement
DFLSS Tollgate Review Schedule
Business Impact
Core Team
The acquisition process for acquiring training solutions The acquisition process for acquiring training solutions has experienced issues in the areas of: speed, quality, and has experienced issues in the areas of: speed, quality, and costs. The average total process cycle time (PCT) exceeds costs. The average total process cycle time (PCT) exceeds the average total available time between customer order the average total available time between customer order receipt and negotiated customer actual delivery date. This is receipt and negotiated customer actual delivery date. This is resulting in missed delivery dates, product quality problems, resulting in missed delivery dates, product quality problems, cost overruns, and high frustration levels in both TSD cost overruns, and high frustration levels in both TSD customers and TSD employees.customers and TSD employees.
– Type I – TBD– Type II – $28 Million– Type III – Increased customer satisfaction, reduced employee
frustration, and increased morale.
Tollgate Scheduled Revised Complete
Team Launch: 08/04/08 08/06/08 08/06/08
Define: 09/26/08 10/07/08 10/07/08
Measure: 11/28/08 12/11/08 XX/XX/08
Explore: 01/09/09 XX/XX/09 XX/XX/09
Develop: 02/13/09 XX/XX/09 XX/XX/09
Implement: 04/17/09 XX/XX/09 XX/XX/09
Validate: 10/30/09 XX/XX/09 XX/XX/09
PS - CAPT Harry Robinson/Robert MatthewsPS - CAPT Harry Robinson/Robert Matthews
DC - Dan OwensDC - Dan Owens
MBB - Mike Meaney; Rex Groves (GG)MBB - Mike Meaney; Rex Groves (GG)
BB - Amy Bostick; BB - Amy Bostick;
Team Lead - Rosanne SchwermanTeam Lead - Rosanne Schwerman
PMA-205 SME - CDR Miguel OrtizPMA-205 SME - CDR Miguel Ortiz
SME’s TSD 1.0 - Michael Merritt, Dan Patton, Paul Honold, Steve Minning SME’s TSD 1.0 - Michael Merritt, Dan Patton, Paul Honold, Steve Minning & Mike Kolb & Mike Kolb
SME TSD 2.5 - Timothy Cichon SME TSD 11.0 - Geoffrey ChunSME TSD 2.5 - Timothy Cichon SME TSD 11.0 - Geoffrey Chun
SME TSD 4.6 - Inez KellySME TSD 4.6 - Inez Kelly SME TSD 6.0 SME TSD 6.0 - Claude (Nick) Nichols - Claude (Nick) Nichols
SME TSD 7.8 - Laurie KeisterSME TSD 7.8 - Laurie Keister SME TSD 10.0 - Gerald Dunn SME TSD 10.0 - Gerald Dunn
2604/19/23
High-Level Value Stream MapHigh-Level Value Stream Map
• Team focus is on identifying constraint (Lean) and Team focus is on identifying constraint (Lean) and reducing variation (Six Sigma)reducing variation (Six Sigma)
2704/19/23
Progress as of
12-01-08
Team activity by DFLSS phase:
Project is front loaded
high
• Charter• VSA• VOC• Simulation
• Quality Function Deployment• Kano • Scorecards
• Functional Analysis
• High Level Design• TOC
• Piloting• Simulation
• Detail Design Analysis• Conjoint Analysis
ImplementDevelopExploreDefine Measure
Personnel resource demand curve by phase
Tim
e
De
ma
nd
Start
low
End
Project ACQcelProject ACQcel
Started8-6-08
End (est)4-17-09
2804/19/23
AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT
WelcomeWelcome Charles Betterson Charles Betterson
RemarksRemarks
Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson
Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly
Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion
Industry ConcernsIndustry Concerns De Vorhees De Vorhees
Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony Delicati Tony Delicati
Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat Schaub Pat Schaub
NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman
Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano
Discussion ItemsDiscussion Items All All
Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson
Training SystemTraining SystemWork Break-Down Structure Work Break-Down Structure
(WBS) Update(WBS) Update
3004/19/23
WBS Time Line
What we did• Kick off Working Group• Received input from Industry/DoD Partners
• Re-staffed WBS/made clarifications as appropriate• Test WBS structure in OSD interest and smaller procurements
Where are we now• Capturing issues/concerns Where we are going• Staff/Get buy in from functional stake holders• Gain OSD staff concurrence
DRAFT TRAINING SYSTEM WBS
Level 1 Training System WBS
Level 2 Training System WBS
Level 3 Training System WBS
Reference: Mil Handbook 881A, Appendix B “Electronic Systems”
1.0 Training System (TS)
1.4 System Eng /Program Mgt
MasterSyllabus
Courseware& Instructional
Materials
Instructional System
Hardware
InstructionalSystem Tools
New EquipmentTraining
1.2 Training & Instructional
Systems
1.1 Training Prime
Mission Product
Crew WorkStation
Aural Generation & Communications
System
Visual System
Instructor Operating Station (IOS)
Data Processing /Computational
System
System Software & Databases
Brief/Debrief System
Weapon Sensors& Countermeasures
Motion System
Enclosure System
PMP Application Software
Integration, Assembly, Test &
Test Checkout
1.3 System
Integration
Final Assembly
Hardware/SoftwareIntegration
Interoperability& Networking
1.5 Test &
Evaluation
T&E Support
Test Facilities
Mock-Ups/SILs
Development T&E
Instructional SystemTest & Evaluation
1.6 Common Support
Equipment
ProductionEquipment
Software SupportEnvironment
Diagnostic Support Equip
1.8 Provisioning (Spares)
& Repair Parts
ICS
Post DeploymentSoftware Support
Post DeploymentHardware Support
1.10 Fielded System
Support
ManagementData
SystemDocumentation
Support Data
Engineering Data
Test Plans
Assembly Plans
Test Procedures
IntegrationPlans
Instruction System Source
Files
Data Depository
TechnicalPublications
1.7 Data
Facilities
Delivery &On-Site Install
1.9 Site Activation
DRAFT TRAINING SYSTEM WBS
Level 1 Training System WBS
Level 2 Training System WBS
Level 3 Training System WBS
Reference: Mil Handbook 881A, Appendix B “Electronic Systems”
1.0 Training System (TS)
1.4 System Eng /Program Mgt
MasterSyllabus
Courseware& Instructional
Materials
Instructional System
Hardware
InstructionalSystem Tools
New EquipmentTraining
1.2 Training & Instructional
Systems
1.1 Training Prime
Mission Product
Crew WorkStation
Aural Generation & Communications
System
Visual System
Instructor Operating Station (IOS)
Computational System
Brief/Debrief System
Weapon Sensors& Countermeasures
Trainer Motion System
Trainer Enclosure
PMP Application Software
System Software & Databases
1.3 System
Integration
System Engineering (ILS/Non ILS)
Hardware/SoftwareIntegration
Interoperability& Networking
1.5 Test &
Evaluation
T&E Support
Test Facilities
Mock-Ups/SILs
Development T&E
Instructional SystemTest & Evaluation
1.6 Peculiar Support
Equipment
Test measurementEquipment
Support & HandlingEquipment
1.10Initial (Spares) & Repair Parts
ManagementData
Support Data
Engineering Data
Data Depository
TechnicalPublications
1.8 Data
1.9 Site Activation
•Training SystemsTraining Systems•Training ServicesTraining Services•Training ContentTraining Content•Intellectual ServicesIntellectual Services
Program Mgt (ILS/Non ILS)
1.7Common Support
Equipment
Test measurementEquipment
Support & HandlingEquipment
System Assembly Test & Checkout on site
Contractor TechnicalSupport
Site Conversion
3504/19/23
AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT
WelcomeWelcome Charles Betterson Charles Betterson
RemarksRemarks
Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson
Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly
Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion
Industry ConcernsIndustry Concerns De Vorhees De Vorhees
Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony Delicati Tony Delicati
Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat Schaub Pat Schaub
NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman
Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano
Discussion ItemsDiscussion Items All All
Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson
3704/19/23
AGENDAAGENDAGovernment/Industry IPTGovernment/Industry IPT
WelcomeWelcome Charles Betterson Charles Betterson
RemarksRemarks
Commanding Officer NAWCTSD Commanding Officer NAWCTSD Captain RobinsonCaptain Robinson
Commanding Officer PMTRASYSCommanding Officer PMTRASYS COL KellyCOL Kelly
Customer Support Group PEOSTRICustomer Support Group PEOSTRI Pete Marion Pete Marion
Industry ConcernsIndustry Concerns De Vorhees De Vorhees
Contracts Update (NAWCTSD)Contracts Update (NAWCTSD) Tony Delicati Tony Delicati
Contracts Update (PEOSTRI) Contracts Update (PEOSTRI) Pat Schaub Pat Schaub
NAWCTSD Process Improvement NAWCTSD Process Improvement Rosanne SchwermanRosanne Schwerman
Work Break Down (WBS) UpdateWork Break Down (WBS) Update Ivette FelicianoIvette Feliciano
Discussion ItemsDiscussion Items All All
Concluding RemarksConcluding Remarks Charles BettersonCharles Betterson
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