PM S Compendium of Acquisition Management Roles, Actions and Activities

PM S Compendium of Acquisition Management Roles, Actions and Activities

PM’s Compendium of Acquisition Management Roles, Actions and Activities

PM Roles / PM Actions / PM’s Necessary Product or Outcome / Activities / Amplifying Steps and Guidance
AM 1 Capability Integration Planning: Ability to develop both a short and long range, innovative acquisition plan/ strategy that provides industry with the frame work for creating functional activities essential to the development of a technology or weapon, and manufacturing and fielding. / 1.1 Requirements Management
1.1.1 Derive feasible program and portfolio requirements from the user capability needs statement and CONOPs per Joint Capabilities Integration and Development System (JCIDS) outputs or functional problem statements (for business systems) to establish the Acquisition Program Baseline (APB). / Analysis of Alternatives Report;
Economic Analysis (can be part of AoA report) / 1.1.1.1 Critically assess alternatives that meet user needs
1.1.1.2 Participate in and contribute to the customer-led alternatives analysis process
1.1.1.3 Evaluate a materiel solution decision based on review of DOTMLPFP documentation. / Steps:
  1. Review ICD, CDD, CPD, Problem Statement, and /or CONOPS
  2. Assess the potential material solutions to ensure operational needs are evaluated for cost, schedule, performance, and risk/opportunity.
  3. Develop a working relationship with user counterparts
References:
  • DODI 5000.02, Enclosure 9

Acquisition Program Baseline / 1.1.1.3 Develop a program baseline which contain cost, schedule, and performance objectives and threshold values for the approved acquisition program / Steps:
  1. During MSA phase, work with user to identify cost drivers associated with key AoA decision elements.
  2. Manage the trade space between program goals within the bounds of cost, schedule and performance.
  3. Ensure user CONOPs are considered during the business case analysis/AoA (Materiel Solution Analysis phase) to understand its impact on system architecture and design factors
  4. Understand overall portfolio considerations relative to affordability of program within larger context
  5. With user, set affordability goals at entry to TMRR phase.
  6. During TMRR phase, work with contractor on fine tuning cost and schedule drivers
  1. With user, update affordability assessment to establish affordability caps for development and life cycle.

1.1.2 Implement a process, in coordination with the user, to create and manage program requirements baseline (including interfaces) across the program life cycle / System Performance Requirements (e.g., SRD, TRD, PRD)
Interface agreement documents and interface specifications (various titles used) / 1.1.2.1 Translate user requirements in Initial Capabilities Document (ICD), Capabilities Development Document (CDD), Capability Production Document (CPD), and CONOPS into performance-based requirements for use in development, production, and sustainment solutions.
1.1.2.2 Establish and maintain interface management agreements and technical interface specifications with all program offices/support offices for interfacing systems (both incoming and outgoing interfaces).
1.1.2.3 Implement performance requirements changes or interface specification changes using established configuration management process in response to changes to user needs, design trade-off analyses, interface changes, funding changes, and supportability concerns. / Steps:
1. Identify all potential interfaces for the selected program architecture
2. Identify the products and services provided and received from the various interfaces
3. Chair a working group to ensure all interfaces are defined and able to provide / receive the data / products provided
References:
  • DoDI 5000.02

1.1.3 Establish a time-sensitive process for implementing requirements changes resulting from emerging intelligence information or other sources. / Configuration Steering Board Decision / 1.1.3.1 Establish and conduct recurring interface with Intelligence Community for timely mission threat and cyber threat updates relevant to program/portfolio.
1.1.3.2 Monitor the requirements management process, in consultation with user, to synchronize the latest threat information to maintain operational relevance of the materiel solution or services. / Steps:
1. With the user, establish Critical Intelligence Parameters that enables the program to focus intelligence assessments on driving factors in between STAR updates IAW.
2. When beneficial, conduct periodic reviews with intel sources at Service and DoD level to maintain currency of threat assessments for program
3. As changes in threat emerge, establish end-to-end process, in coordination with user, to adapt program performance-based requirements and test planning, as well as associated changes to contract and cost/schedule.
References:
  • DoDI 8500.2

1.1.4 Identify and articulate rapid response situations, and understand the unique documents and procedures needed to support urgent warfighter needs / Rapid Acquisition Strategy / 1.1.4.1 Evaluate the urgent warfighter need in the context of rapid acquisition response.
1.1.4.2 Prepare (or assess) the strategic plan needed to deliver the needed capability to the warfighter as defined in an urgent user requirement. / Steps:
  1. Establish assessment criteria for rapid response situations.
  2. Establish single pass review of requirements documents for urgent/rapid fielding efforts.
References:
  • DoDI 5000.02, enclosure 13

1.1.5 Guide the requirements process together with the user to meet “customer needs” and support decisions in the context of system of systems architecture / System Architecture
Configuration Control Board (CCB) Directives / 1.1.5.1 Identify system of systems implications and interoperability impacts when making program level requirements decisions or changes.
1.1.5.2 Through interface control agreements, ensure interface partners to include your program(s) in their configuration control process. / Steps:
  1. Ensure current system-of-systems architectural views (System Views) are co-developed with the user and are available to support requirements analysis.
  2. As changes in architecture emerge, establish end-to-end process, in coordination with the user, to adapt program performance-based requirements and test planning as well as associated changes to contract and cost/schedule.
Note:
  • Architectural views are based on most recent Department of Defense Architecture Framework (DODAF).

1.1.6 Incorporate best practices in trade-off analysis and system engineering to make requirements related program decisions / Functional Trade Study (or needs analysis)
AoA, Design Trade Study
Configuration Steering Board (CSB) / 1.1.6.1 , Manage (and/or evaluate) a Departmental/Agency effort aimed at identifying, assessing and prioritizing needed mission-oriented Agency capabilities / Steps:
  1. Execute this task as part of an interdisciplinary team of functional SME's 3.
  2. Ensure that functions are balanced with the designated interface requirements, required equipment, functional partitioning, requirements flow down, and configurations items.
  3. Define a preferred set of performance requirements that satisfies identified functional interfaces.
References:
  • DoD 5000.02 Enclosure 3

1.1.7 Implement the DOD Information Enterprise Architecture / Documented Program Architecture / 1.1.7.1 Develop solutions architectures that comply with the DoD Information Enterprise Architecture, applicable Mission Area and Component architectures, and DoD Component architecture guidance.
1.1.7.2 Leverage Cloud Computing in coordination with DISA
1.1.7.3 Leverage Enterprise Software Licenses
1.1.7.4 Obtain prior approval from the DoD CIO to fund Data Center IT efforts / Steps:
  1. Ensure the DoD Information Enterprise Architecture underpins all information architecture development to realize the Joint Information Environment.
  2. Ensure the program's solution architecture defines capability and interoperability requirements, establishes and enforces standards, and guides security and cybersecurity requirements.
  3. Consider utilizing resources from the DOD Enterprise Software Initiative (ESI)
  4. Ensure DoD CIO approval is received before obligating funds for any Data Center IT (a DOD Data Center Consolidation requirement).
  5. Secure the approval request to obligate funds is signed by the Component CIO and includes a completed request for the Authorization of Funds for Data Centers and Data Server Farms, as applicable.
References:
  • DoDI 5000.02, Enclosure 11
  • Office of Management of Budget Exhibit 53
  • The Defense Federal Acquisition Supplement (DFARS) subpart 208.74
  • OMB Policy Memorandums M-03-14, M-04-08, M-04-I6 and M-05-25
  • Section 2867 of P.L. 112-81i

1.2 Acquisition Program Strategic Planning
1.2.1. Develop and document the organization's mission, vision of success, and fundamental values as they relate to achieving successful acquisition outcomes / Strategic Plan / 1.2.1.1Develop and document the organizational strategy required for a program (and/or portfolio of programs) to develop a desired capability / Steps:
1. Explore program(s) and associated environment for emerging threats, risks and opportunities.
2. Determine the current and future priorities of targeted customer/user segments.
3. Analyze the organization’s strengths and weaknesses.
4. Identify and evaluate alternative strategies for success.
5. Develop an advantageous approach that will lead to success.
6. Establish clear and compelling goals and objectives for the organization/program.
7. Prepare prioritized plans to implement the strategy.
8. Establish supportive organizational structures, decision processes, information and control systems, and hiring and training systems.
9. Allocate resources to develop critical capabilities.
1.2.2 Derive an acquisition program baseline / Acquisition Program Baseline / 1.2.2.1 Develop and defend an achievable Acquisition Program Baseline (APB) consistent with user needs, cost, schedule and technical risks/constraints, and the long-term interests of the organization / Steps:
  1. Research the program requirements for objective and threshold values for schedule, cost, and performance.
  2. Align resources and determine achievable measures for cost, schedule and performance.
  3. Monitor programs against the established dates / objectives.
4. Report a program ABP at a milestone review or SAE review.
5. Identify when an APB modification or update is required.
References:
  • DoDI 5000.02, Enclosures 1 and 2

1.2.3 Frame an Acquisition Strategy that addresses the JCIDS requirements given the PPBES resourcing constraints and relevant risks & opportunities / Acquisition Strategy / 1.2.3.1 Plan and document the distribution of resources required for an acquisition program to effectively manage the trade space between program objectives and thresholds within the bounds of cost, schedule, and performance / Steps:
  1. In coordination with the PCO, document management strategies to meet program objectives while balancing cost, schedule and performance.
  2. Document the context for opportunities & risks to include drivers, impacts, assumptions, and key questions.
References:
  • DoDI 5000.02
  • OSD Acquisition Strategy writing guide

Acquisition Strategy / 1.2.3.2Communicate the Acquisition Strategy goals and objectives to the program Key Leadership Personnel for incorporation into supporting technical, financial, and contract planning documents.
1.2.3.3 Assess and document the impact of international elements and/or the incorporation of international participation in the acquisition strategy / Steps:
1. Develop, or contribute to the preparation of, an Acquisition Strategy
2. Identify risk mitigation strategies to reduce program risk to an acceptable level
3. Identify exploitation techniques for identified opportunities
References:
  • DoDI 5000.02, Enclosures 1 and 2

1.2.4 Crosswalk and validate supporting technical, financial, and contract planning documents against the Acquisition Strategy goals and objectives. / System Engineering (SE) Plan / 1.2.4.1 Develop a technical management strategy for program execution that is linked to the acquisition strategy. / Steps:
  1. As the program’s blueprint for the conduct, management, and control of all technical activities, the SEP captures decisions made during the technical planning process and communicates objectives and guidance to program personnel and other stakeholders. Ensure the SEP defines the “who, what, when, why, and how” of the SE approach.
  2. Explain the impact of DoD Science and Technology (S&T) activities on systems engineering, particularly requirements identification and fulfillment, to successfully transition from S&T efforts to an acquisition.
References:
  • DoDI 5000.02, Enclosure 3

Test and Evaluation Master Plan (TEMP) / 1.2.4.2 Develop a test and evaluation strategy for program validation that is linked to the acquisition strategy. / Steps:
1. Oversee the development of a comprehensive Test & Evaluation Master Plan. Among other things, ensure test objectives are sound and the schedule is executable.
2. Validate the contents of a comprehensive Test & Evaluation Master Plan.
References:
  • DoDI 5000.02, Enclosures 4 and 5

Life Cycle Support Plan
(LCSP) / 1.2.4.3 Develop a fielding/sustainment strategy for Life-cycle Product Support in a supply chain context linked to the acquisition strategy. / Steps:
1. Analyze the data required to design, manufacture, and sustain the system as well as to support re-competition for production, sustainment, or upgrade.
2. Demonstrate the ability to work with the user to document performance and sustainment requirements in performance agreements specifying objective outcomes, measures, resource commitments, and stakeholder responsibilities.
References:
  • DoDI 5000.02, Enclosure 6

Program Protection Plan (PPP) / 1.2.4.4 Develop a program protection strategy that is consistent with the goals and objective of the program acquisition strategy. / Steps:
  1. Validate that the key elements of the PPP are consistent with technical considerations of the acquisition strategy. This includes technical maturity and technical risk considerations.
  2. Ensure that financial considerations within the acquisition strategy reflect program protection plan requirements.
  3. Ensure that the contract strategy reflects any unique PPP considerations as appropriate.
References:
  • DoDI 5000.02, Enclosure 3

Intellectual Property Strategy / 1.2.4.5 Forecast the long-term needs for technical data rights and specify how the program will provide for rights, access, or delivery of technical data the government requires for the system’s total life cycle sustainment.
1.2.4.6 Develop a business case analysis calculation, conducted in concert with the engineering tradeoff analysis that outlines the approach for using open systems architectures and acquiring technical data rights.
1.2.4.7 Develop a contract strategy for the future delivery of technical data and intellectual property rights not acquired upon initial contract award. / Steps:
1. Ensure the strategy considers baseline documentation data, analysis data, cost data, test data, results of reviews, engineering data, drawings, models, and Bills of Materials (BOM), and other information as appropriate.
2. Include analysis of data needs to implement the product support life cycle strategy including such areas as materiel management, training, Information Assurance protection, cataloging, open architecture, configuration management, engineering, technology refreshment, maintenance/repair within the technical order (TO) limits and specifically engineered outside of TO limits, and reliability management.
Reference:
  • DoDI 5000.02, Enclosures 1, 2, 3, and 6

1.3 Business Case Development
1.3.1 Evaluate the merits and associated trade space of two or more potential solutions / Business Strategy / 1.3.1.1 Develop and evaluate acquisition management actions when reviewing two or more solutions to a user need.
1.3.1.2 Provide recommendations for Agency selection of materiel/non-materiel courses of action relative to satisfying the capability gap.
1.3.1.3 Develop and assess input for consideration at the Services Configuration Steering Board. / Steps:
1. Review the APB requirements and KPPs.
2. Determine the trade-offs for performance levels in terms of cost and schedule savings.
3. Demonstrate ability to critique and choose requirements trade-offs.
4. Evaluate acquisition management alternatives when provided by two or more Department/Agencies within federal government.
Reference:
  • DoDI 5000.02, Enclosure 8

AM 2 Acquisition Law and Policy: Ability to apply and integrate policies, DoD agency functions, DoD initiatives, appropriate laws, Executive Branch/DoD regulations and commercial practices, and contractor/ subcontractor relationships such that program goals are efficiently achieved. / 2.1 Acquisition Policy and Best Practices
2.1.1Apply current acquisition policy and best practices to products and processes in each phase of the Defense Acquisition Management System to enable sound acquisition management decisions / Plan of Action and Milestones / 2.1.1.1 Apply (or evaluate application of) current acquisition guidance and best practices to products and processes in order to meet program requirements.
2.1.1.2 Incorporate peer reviews as part of routine review process for acquisition plans and implementation products (e.g., business case analysis, acquisition strategy AS, SEP, RFPs). /
  1. Establish internal review processes to assess and tailor acquisition policy to the needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.
  2. Ensure team members are trained in acquisition policy.
  3. Instill a culture of peer review, starting with review outline of all program plans/acquisition documents, before narrative is written, to infuse best practices and tailoring into body of work.
  4. Establish process to set up and provide follow through on peer recommendations during peer reviews (from meetings, or written comments)
  5. Participate on peer reviews for sister programs, to establish culture of reciprocity and collaboration.
Reference:
  • DoDI 5000.02

2.2 Contractual Laws, Regulations, and Obligations
2.2.1 Describe conditions that shape whether or not business is conducted in accordance with all applicable laws, regulations and contractual obligations to ensure boundaries are understood for effective program management / Summary of contract compliance review / 2.2.1.1 Validate that the selected contracting strategy and implementation complies with the applicable laws and guidelines. / Steps:
  1. Establish internal review processes to assess and tailor contracting policy to needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.
  2. Ensure team members are trained in contracting policy.
  3. Instill a culture of peer review, starting with review outline of all program plans/acquisition documents, before narrative is written, to infuse best practices and tailoring into body of work.
  4. Participate on peer reviews for sister programs, to establish culture of reciprocity and collaboration.
Reference:
  • DoDI 5000.02
  • DFAR

2.3 Financial Management Laws, Directives, and Policies
2.3.1 Translate Congressional language / direction into program specific direction / Summary of finance compliance review / 2.3.1.1 Validate the selected financial strategy and implementation complies with the applicable laws and guidelines / Steps:
  1. Interpret Congressional guidance applicable to Department/Agency financial policies and directives regarding the program.
  2. Establish internal review processes to assess and tailor financial/budget policy to needs of programs during planning phase; consult OSD, Service/Agency, and PEO level staffs for best practices/tailoring inputs.
  3. Ensure team members are trained in financial management policy.
  4. Instill a culture of peer review, starting with review outline of all program plans/acquisition documents, before narrative is written, to infuse best practices and tailoring into body of work.
  5. Participate in reviews for sister programs, to establish culture of reciprocity and collaboration.
Reference:
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