NAVY ARO – DAU PartnershipNAVY ARO – DAU Partnership
Building a Risk Management Community
&Other Topics
John DriessnackDAU – NE/CapitalPML Department
http://www.pmcop.dau.mil
OUTLINEOUTLINE
The CHALLENGE• DoD 5000 to CJCS 3170.01 changes• Understanding of Risks in this business
DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP)• Risk Community (go through the site)• Transition from pilot at Navy ARO to DAU
From DeskbookKickoff article:PM Mag Jul/Aug 95
The Challenge
Knowledge Management for the DOD and Industry Acq, Tech and Logistics Force
Three Major Decision Support Systems (Management Systems That Control The Program Manager)
Three Major Decision Support Systems (Management Systems That Control The Program Manager)
RULES
REVIEWS
DECISION
FOCUS
PLAYERS
Defense AcquisitionRequirements
GenerationPPBS-Resource
Management
CJCSI 3170.01
USER/SVC CHIEFVJCS/JROC
JROC
MSN NEED
THREAT/CAPABILITY
Life CycleManagement
ContractManagement
DOD 5000 SERIES
PEO/CAE/DAE
MILESTONE
NEXT PHASE
SYS LIFE CYCLER&D/PROC/O&S
FARDFARS
PCO/HCA/SPECAG/DCMA
BUSINESS
CONTRACTS
CONTRACTORPERFORMANCE
DPG/POM/BUDGETDoD 7000 SERIES
PEO/SVC HQ/OSDOMB/CONGRESS
DRB
FUNDING
ANNUALFUNDING
CAG: Competition Advocate General CJCS: Chairman, Joint Chiefs of StaffCJCSI: Chairman, Joint Chiefs of Staff InstructionDAB: Defense Acquisition BoardDFARS: Defense FAR SupplementDCMA: Defense Contract Mgmt Agency
DPG: Defense Planning Guidance DRB: Defense Resources Board FAR: Federal Acq RegulationHCA: Head of Contracting Activity JROC: Joint Requirements Oversight Council OMB: Office of Management & Budget
OSD: Office of the Secretary of DefensePCO: Procuring Contracting Officer PEO: Program Executive OfficerPOM: Program Objectives MemorandumSPE: Senior Procurement ExecutiveVCJS: Vice Chairman, Joint Chiefs of Staff
New Acquisition PolicyNew Acquisition Policy
•Interim Guidance Documents:-The Defense Acquisition System-Operation of the Defense Acquisition System-Interim Defense Acquisition Guidebook
To This(30 Oct 2002)
• DoD Directive 5000.1• DoD Instruction 5000.2• DoD Regulation 5000.2-R
From This(April 2002)
• DoDD 5000.1 & DoDI 5000.2 will be reissued in January 2003.• DoD 5000.2-R will not be reissued.• The former DoD 5000.2-R serves as the Interim Guidebook pending issuance
of a streamlined guidebook. The former DoD 5000.2-R is NOT mandatory.
www.dod5000.dau.mil
• Five major categories containing 14 definitive policy statements:
− Achieving Interoperability− Rapid & Effective Transition from
S&T to Products− Rapid & Effective Transition from
Acquisition to Production− Integrated & Effective Operational
Support− Effective Management
• 8 pages and 3 enclosures
• Thirty short, clear and concise policy statements, with following additions:
−Decentralized Responsibility−Reduced Cycle Time−Collaboration−Information Superiority−Information Assurance−Intelligence Support−Knowledge-Based Acquisition−Systems Engineering−Products, Services & Technologies−Performance-Based Logistics−Program Goals−Legal Compliance−International Agreements−Cost Realism−Cost Sharing−Program Information
• 5.5 pages, No enclosures
DoDD 5000.1, chg1, 4 Jan 01 The Defense Acq System, 30 Oct 02
Most policy statements from DoDD 5000.1 have been summarized and included in the new interim guidance. Many policy areas were added from cancelledDoDI 5000.2 and DoD 5000.2-R
DEPSECDEF Memo, Defense Acquisition, 30 Oct DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, 2002, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System
DEPSECDEF Memo, Defense Acquisition, 30 Oct DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, 2002, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System
− Information Superiority− Information Assurance− Products, Services & Technologies
From DoDI 5000.2 & DoD 5000.2-R
− Tailoring− Innovation, Continuous
Improvement, and Lessons Learned− Technology Development &
Transition− Interoperability− Research & Technology Protection− Performance-Based Acquisition− Competition− Independent Operational Test
Agency− Streamlined Organizations− Professional Workforce
From DoDD 5000.1
−Intelligence Support−Systems Engineering−Performance-Based Logistics−Program Goals−Program Information
From DoD 5000.2-R
− Cost Sharing− Cost Realism− Reduced Cycle Time− Collaboration− Legal Compliance− International Agreements
From DoDI 5000.2
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System
Major Policy Statements
• Two development processes to implement Evolutionary Acquisition Strategy- Incremental Development: End-state requirement is
known, and requirement will be met over time in several increments
- Spiral Development: Desired capability is identified, but end-state requirements are not known at Program Initiation. Requirements for future increments dependent upon technology maturation and user feedback from initial increments
• Evolutionary acquisition strategies shall be preferred approach to satisfying operational needs.
• Spiral development shall be the preferred process.
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System
Evolutionary Acquisition
• Initial Capability Document (ICD) replaces MNS at Milestone A
Captures capability shortfall in terms of integrated architectures; identifies critical capabilities to satisfy the requirement, and best joint solution(s).
• Capability Development Document (CDD) replaces ORD at Milestone B
Each CDD will have a set of validated KPPs that will apply only to that increment of the evolutionary acquisition strategy.
• Capability Production Document (CPD) replaces ORD at Milestone C (updated CDD)
• Common element is CAPABILITIES that may be required to:
Resolve a shortfall in warfighting capability, accommodate technology breakthrough or intelligence discoveries.
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System
New Requirements Documents
Details will be implemented by revisions to CJCSI 3170.01B.
Production, Fielding/Deployment, &
Operational Support
ProgramDefinition & Risk
Reduction
Concept &Technology
Development
Production & Deployment
Operations & Support
Technology Opportunities & User Needs
ConceptExploration
Determination
of Mission
Need
Engineering & Manufacturing Development
Demilitarization
&
Disposal
I II III
1996 DoD 5000.2-R Process
Current DoD 5000 Process
System Development& Demonstration
CA BA B
0
The 5000 Processold and new
The 5000 Processold and new
IOCBA
Concept &Tech Development
System Development& Demonstration Production & Deployment
Pre-Systems Acquisition
Systems Acquisition(Demonstration, Engineering
Development, LRIP & Production)
Operations & Support
C
Sustainment
Technology Opportunities & User Needs
Concept Exploration
TechnologyDevelopment
System Integration
System Demonstration
LRIP Full-Rate Prod & Deployment
CriticalDesignReview
FRPDecisionReview
Sustainment Disposal
FOC
IOC: Initial Operational CapabilityFOC: Full Operational Capability
The 5000 ModelThe 5000 Model
Relationship to Requirements Process
Initial Capabilities Document (ICD)
Capabilities Development Document (CDD)
Validated & approved by operational validation authority
• Process entry at Milestones A, B, or C• Entrance criteria met before entering phases• Evolutionary Acquisition or Single Step to
Full Capability
Capabilities Production Document (CPD)
Ongoing MissionArea Analysis
DOTMLPF
Enterprise Architecture
ICD
MS A
AnalysisOf
CapabilitySolution
Sets Demo
Refinement ofSolution Sets
Concept and TechnologyDevelopment
LRIP
LRIP
LRIP
SDD
Oversight
RequirementsAcquisition
FRP
FRP
FRP
Increment 1
MS B
MS C
MS CMS B
MS CMS B
MDA RA
Integrated Decision Meetings
CDD
MDA RA
MDA RA
CPD
Demo
Demo
Demo
Demo
Demo
Increment 2
Increment 3
Approved
Doctrine, organizations, training, materiel, leadership, personnel & facilities
Requirements/Acquisition Process
New
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System
DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System
UNCLASSIFIED
UNCLASSIFIED
JO TNI
S TA FFCH IE FS OF
Functional AreaFunctional Concept
Integrated Arch
DOTLPF
Process
Materiel Process
Analysis of Materiel Approaches
D
O
T
M
L
P
F FCB
Feedback
Overarching PolicyNSS/NMS/Joint Vision
Joint Concept of Operations
Functional Area
Analysis
MS A
Demo Increment 1Increment 1
Demo Increment 2Increment 2
MS B MS C
MS B MS C
AoA
Concept
Refinement
JROC DAB
JROC DAB
JROC DABTechnology
Development
CDD
1
3
2
2
31 - Concept Refinement Decision2 - Critical Design Review3 - Full Rate Production Decision
IOC
ICD - Initial Capabilities DocumentCDD - Capability Development DocumentCPD - Capability Production Document
CPD
ICD
Joint Capabilities Integration and Joint Capabilities Integration and Development System (JCIDS)Development System (JCIDS)
UNCLASSIFIED
UNCLASSIFIED
JO TNI
S TA FFCH IE FS OF
Service or Other Input to the FCBService or Other Input to the FCB
Functional AreaFunctional Concept
Integrated ArchFunctional Area Analysis
Functional Needs
Analysis
DOTLPF Process
Materiel Process
Analysis of Materiel Approaches
D
O
T
M
L
P
F
Alternative 1
Alternative 2
JROC InterestJROC/ DAB
AoA
FCB
Joint ImpactFCB/ Component
MDA
Overarching PolicyNSS/NMS/Joint Vision
Joint Concept of Operations
ICD
ICD 1
1 - Concept Refinement Decision
Gatekeeper
Source Requirements
Process
JROC InterestJoint Impact
JCPAT Review
Independent
Joint Integration
Additional FCBs
Input Source
ICD/CDD/CPD
InteroperabilityCertification
CDDCPD
OUTLINEOUTLINE
The CHALLENGE• DoD 5000 to CJCS 3170.01 changes• Understanding of Risks in this business
DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP)• Risk Community (go through the site)• Transition from pilot at Navy ARO to DAU
CommunitiesOf Practice
PerformanceSupport
Continuous Learning
Executive
Job Experience
Level 3 DAWIA Certification
Job Experience
Level 2 DAWIA Certification
Job Experience
Level 1 DAWIA Certification
A Structured Approach to Organizing AT&L Intellectual Capital
DAU Performance Learning ModelDAU Performance Learning Model
DAU’s Learning Paradigm Shift
InstructorInstructorStudentStudent
StudentStudent
StudentStudent
LearnerLearner
InstructorInstructor Library Resource CenterLibrary Resource Center
Communities of PracticeCommunities of PracticeInternet products
XXX.dau.mil
Instructor CentricInstructor Centric
Learner CentricLearner Centric(Knowledge Seekers)(Knowledge Seekers)
ExpertsExperts
ClassClass
Other UniversitiesOther Universities& Organizations& Organizations
13
Driessnack
DAU PM Tool Kit Feb 2002
http://www.dau.mil/pubs/misc/toolkit.asp
Driessnack
Driessnack
DoD AT&L Knowledge
Sharing System
DAU 5000 Resource Center
New Gateway to Policy, Processes, Tools
and Experts Career Field and Business Process On-Line Knowledge Communities
Expands upon and replaces
DoD Desk Book
www.deskbook.dau.mil
OUTLINEOUTLINE
The CHALLENGE• DoD 5000 to CJCS 3170.01 changes• Understanding of Risks in this business
DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP)• Risk Community (go through the site)• Transition from pilot at Navy ARO to DAU
4 December 2002
PM Community of Practice
WhyOSD-championed, DAU partnershipBusiness process oriented, PM-selected communitiesConcentrated on ACAT program team performance
WhoTotal acquisition workforce, Open to industryLeadership, experts, practitioners, peers
WhatCollaboration forumsInformation, knowledge, expert, and peer searchPerformance centered learningFAQs, tools, templates, resources, references
HowPractitioner drivenEvolutionary developmentDesktop compatible, web-based, server basedMaximize leverage of other efforts & investmentsMeasure progress towards organizational & cultural
change
http:/www.pmcop.dau.mil
4 December 2002
Building Trust
Community Build Maturity Model
Surfer Member SME Leader
Functionality&
Performance
Register
Contribute
Search
Collaboration
Feedback Facilitation
Community Building
Content Audit Mentoring
Publish
Find Members
Champion
CommunityResponsibility
Advanced PortalHelp Others
Get OurJob Done
Help MeGet My
Job Done
Advanced Search
4 December 2002
Need support from the top … LEADERS MUST USE IT/PARTICIPATE Focus on community development … PEOPLE Must earn support from the bottom up … MUST SHOW VALUE Target business needs/objectives up front … HIGH PAYOFF TARGET Need a facilitation team … MUST HAVE BELIEVERS Audit knowledge sources … LEVERAGE EXISTING SOURCES Use spiral development … EVOLVE IT is only part of the solution Start with a quick win … start small & build Assess organizational culture and acceptance Let the community … experts … determine requirements Keep it simple … consistent navigation and feel Place a name to every contribution … assign responsibility Database driven … facilitates capture/reuse KM is cost effective ... but, requires an investment This is a 3-5 year cultural change process BUILDING A KM PROGRAM IS NOT EASY OR CHEAP!
KM Lessons LearnedKM Lessons Learned
Risk Management Community Risk Management Community ObjectivesObjectives
Build a robust online community of risk management professionalsLeverage community expertise to improve the performance of RM tasks, questions and problemsIntegrate fundamental learning content with practitioner developed knowledge assets to improve performance
Risk Management CommunityRisk Management Community“Entice, Excite & Engage”“Entice, Excite & Engage”
The essence of this community is its membersDevelop and Evolve RM Community direction based on community needs and concernsExpand Risk Management community by reaching out and interacting with potential members• Conferences, presentations, brochures, website, phone calls,
emails, interviews, assistance to community members, trinkets, word of mouth
Cultivate community interaction through PMCoP Site, Contributions, Discussions, Community Meetings
Risk Management Community Risk Management Community Identified TasksIdentified Tasks
Planning Tasks• Develop and document a well organized risk
strategy • Determine Methods to implement the risk
management strategy• Create a Risk Management Plan
Assessment Tasks• Identify Risk Events • Conduct Risk Analysis • Perform a Performance/Technical
Assessment
Lessons Learned Lessons Learned Cultivating a CopCultivating a Cop
Hard to track in database driven web sitesCRM Systems critical for effective metrics of KM Community based sites65% of overall effort spent community buildingReal relationships are the keyObjective is more important than the plan
Transition from Pilot to DoD AKSSTransition from Pilot to DoD AKSS
Transition in progress...next 6 months• Use www.DESKBOOK.DAU (AKSS) www.PMCOP.DAU (PMCOP)
Continue integration into Learning Model Come join and use and/or contribute My vision…• Functional + Process + Program COPs• Expanded Industry/DoD/other partnerships