Assignment Instructions
The assignment this week is to create an 18-page PowerPoint presentation that covers the below topics.
Describe the responsibilities of the contracting officer
Describe the basics of government contracts
Explain the contracting cycle
LO-4 Explain how procurement fraud and ethics plays a pivotal role within the contracting community
LO-5 Define the roles and responsibilities ofthe Executive Branch, Congress, and Defense Industry in defense contracting, acquisition, and management
LO-6 Describe the fundamentals of each of the Executive Branch, Congress, and Defense Industry in defense contracting, acquisition, and management
Slide 1 Program Management DEFM 311 Professor Ryan Funkhouser * During this class we will be discussing the User Functional Description (UFD) for Battlefield Automated Systems (BAS). Combat developers (CBTDEV) write the UFD to refine the operational requirements for automated capabilities that were approved in the Mission Need Statement (MNS) and Operational Requirements Document (ORD). The UFD provides detailed operational information that the Materiel developer (MATDEV) and tester need to ensure computer resources meet the user’s needs, and is used to communicate operational issues among the CBTDEV, MATDEV, users, testers, evaluators, and software support activities. A UFD is a document that supplements the ORD specifically addressing requirements related to Information Technology. The BAD News: The Combat Developers write the UFD The GOOD News: The Combat Developers decide whether the UFD is needed (don’t have to have for every BAS) The UFD refines and clarifies (IT DOES NOT CHANGE OR ADD TO) the operational requirements for a BAS based on the MNS and the ORD Objectives Distinguish among program, project and product management terms. Describe the major tasks performed by a program manager. Discuss the variables a PM must influence. Compare the strengths and limitations of matrix and traditional organizations. Describe 3 reports a PM must submit. Differentiate between WIPT and OIPT. * What is an Acquisition Program? A directed, funded effort that is designed to provide a new, improved, or continuing weapons system or automated information system (AIS) capability in response to a validated operational need. DoD 5000.2-R * What Is Program Management? The process of planning, organizing, staffing, controlling, and leading a defense acquisition effort through development, production, deployment/fielding, and disposal. Note: these are the managerial functions! * Criteria for Program Management High dollar value. Defense urgency - high priority effort. Service [e.g., Army] or OSD recommendation based on: Technical involvement. Organizational complexity. High level interest. * 3 Levels of Project Management TITLE RANK / ACQUISITION PROGRAM PMs GRADE CATEGORY COSTS TENURE Program GEN OFF / ACAT 1 D $365 M RD&TE 4 or Manager SES (DEFENSE) $2.19 B PROC MDR Project COL / GS 15 1 C $365 M RDT&E 4 or Manager (SERVICE) $2.19 B PROC MDR Project COL / GS 15 1 AM or $126 M Program Costs 4 or Manager (MAIS) 1AC $378 M LIFE CYCLE MDR $32M Single Year Product LTC / GS 14 II $140M RDT&E 4 or Manager GS 15 $660M PROC MDR Product Mgr LTC / GS 14 III /IV NO $ Threshold UNK Project CPT / MAJ ALL Officer GS 12-14 Program Executive Officer Ground Combat Systems Serves as a materiel developer. Plans and manages acquisition programs IAW policies and procedures. Provides guidance, oversight and control to ensure project is developed IAW charter. Develops and submits resource requirements. Develops and gains support for the APB. Role of the Program Manager 6. Ensures the APB and RFP are complete and implements the ORD. 7. Prepares and submits timely reports. Implements the IPT concept. Coordinate HTI considerations, if applicable. Serves as configuration manager. Reduce program risks whenever possible. Role of the Program Manager Program Manager’s Charter Name of the program manager Supporting activities Detail of support being provided Authority of the program manager Reporting channels Program element(s) Special instructions Termination of the PMO SPECTRE PM DoD PM Policies Acquire quality products that satisfy user needs. Implement a robust science and technology program that will ensure a technologically superior force. Ensure operational support for systems – use a total systems approach. Create a long range investment strategy to support military into the future. Use commercial products when feasible. Foster competition when feasible. DoD PM Policies Rely on Best Practices and reduce Government-unique specifications. Use advance procurement when it makes good business sense. Develop an acquisition strategy that includes open systems, risk management, M&S, warranties, and environmental considerations. DoD PM Policies Continuous Acquisition and Life-Cycle Support (CALS) – on-line access to contractor-prepared technical data. Streamline acquisition programs. Consider potential for international participation in program. Encourage joint programs. DoD PM Policies PEO given program responsibility unless an exception is made. Maximize use of DCMC personnel at contractor facilities. Environmental, safety and health considerations included in the acquisition strategy. DoD PM Policies Modeling and Simulation will be applied throughout the program when appropriate. Ensure Best Value when planning depot-level support for the system. Use warranties when cost-effective. Maintain control over government property issued to contractors. DoD PM Policies Integrate DT, OT, LFT&E, and M&S into an efficient continuum. Avoid duplicating tests. DoD PM Policies Organizing the PMO USD (AT&L) or ASD(C3I) AAE PEO PM Chain of Command FY02 PEO Structure New PEO Structure PEO INFO SYS ABOLISH, REMAINS CIO, NGB; PMs TO PEO, C3P PEO, STANDARD ARMY MANAGEMENT INFORMATION SYSTEMS ALIGN ORGANIZATION UNDER PEO, C3P DCG, ACQ, SMDC ALIGN PROGRAMS UNDER BMDO & PEO, AMD JOINT PM, BIOLOGICAL DEFENSE PEO, AVIATION PEO, AVIATION PEO, TACTICAL MISSILE PEO, GROUND COMBAT & SUPPORT SYSTEMS DSA, TANK-AUTOMOTIVE & ARMAMENTS CMD DSA, AVIATION & MISSILE COMMAND DSA, COMMUNICATIONS-ELECTRONICS COMMAND PEO, AIR AND MISSILE DEFENSE PEO, SMART MUNITIONS PEO, GROUND COMBAT SYSTEMS PEO, COMBAT SERVICE/ COMBAT SUPPORT SYSTEMS PEO, COMMAND, CONTROL AND COMMUNICATIONS, TACTICAL PEO, INFORMATION STRUCTURE PEO, AIR AND MISSILE DEFENSE PEO, AMMUNITION PEO, INTELLIGENCE, ELECTRONIC WARFARE AND SENSORS PEO, INTELLIGENCE, ELECTRONIC WARFARE AND SENSORS PEO, COMMAND, CONTROL AND COMMUNICATIONS SYSTEMS PEO, SOLDIER ABOLISH ABOLISH ABOLISH PEO, CHEMICAL/BIOLOGICAL DEFENSE Previous PEO/DSA Structure Traditional PM Organization Program Manager Logistics Training Production Business Management Technical Management Research and Development PM with Multiple Products Program Manager Product Manager A Product Manager B Product Manager C Matrix Support PM/PEO responsible for program success. PM/PEO (as materiel developer) decides on source of program support – either materiel command or contractor. Use OMB Cir