Review Learning Objective Six (LO-6).For this paperyou will need to use the article that is given and relates to Learning Objective Six (LO-6) and summarize and discuss the articlein the required paper.Write a two-page paper, plus thetitle pageand areference page. As always, read all the lesson notes before you start this assignment as new or current events may have been updated since the start of class.
DEFM 310 – Introduction to Program and Acquisition Management
Week 1
Welcome again to a course in program management.
This course serves as an introduction to the requirements of successful program management in the Department of Defense (DOD). Your forum and assignments are designed to help you gain an understanding of the various definitions of this concept. Okay so why are you here? You are in this course to learn the requirements of successful program management. Where do we start? During the first week, your mission is to find out the following:
What would necessitate (DoD) to have a structured, regulated, and robust acquisition system?
To justify structure you need to learn out government requirements for making the systems acquisition cycle work to meet operational capabilities. You also need to understand the role of a program manager and contractors in this process.
Now you are saying what are some resources to help me gain a better understanding of program management requirements and terms such as “the Joint Capabilities Integration and Development System (JCIDS)” and resource allocation processes? The base documents you will travel with along your education journey are the DOD 5000 Series documents.
The good news is this: Your reading requirements and collaboration with others in the forum is designed to expose you to the program management process employed throughout the Department of Defense today. After gaining a better understanding of Program management history, roles, responsibilities, and authority of a program manager, you will be able to answer the first forum question:
What would necessitate the Department of Defense (DOD) to have a structured, regulated, and robust acquisition system?
Once you start to understand how the acquisition structure works in the joint environment, you will be able to bridge between program management and acquisition. Your big challenge during the first week involves looking at the roles and responsibilities of the Executive Branch, Congress, and defense industry in Defense Acquisition. Once you understand where defense acquisition authority is derived, the responsibility roles of theLead Component,Participating Component, andJoint Program Manager will become evident.
So why are you here? You are here to learn about structure, function, and responsibilities of several different agencies and why they are necessary for the DOD. Don’t stress out; just start out by reviewing chapter objectives. The first week will provide you with an opportunity to review military and civilianAcquisition Authority Chain and why the structure is necessary for the Department of Defense.
You will have an opportunity to explain and add to the field of knowledge later by stating your scholarly position with the support of citations (expert opinions) using APA 6th Edition format. Use this first week to think about the structure of program management. We want to know what you think about the current trends and issues. Do you agree with what the experts are saying? If so, say so.
Enjoy the first week of your program management journey.
DEFM 310 – Introduction to Program and Acquisition Management
Week 2
Last week we talked at length about why the DOD has such a robust acquisition system with many rules and regulations. As we learned, these rules are in place to save taxpayer dollars while ensuring that the warfighter receives the support they need in the field. After all, any acquisition system that does not serve the overall customer (the end user of the system or service in the field), does not provide value to the DOD. Likewise, the diversion of DOD funds (which are so limited in this age of sequestration) to underperforming programs can negatively impact the warfighter by not providing them what they need to accomplish the mission.
This week we will learn more about how the initial decisions about acquisitions are made. Specifically, we will learn about how the needs of the warfighter are translated into a 'requirement.' This week we start to look more at the acquisition process. From the syllabus we find out learning objectives. Please refer to the syllabus now and again to see where we are and where we are headed in this course.
Learning Objective1:Know what the military capability areas are which make up DOTMLPF, and be able to describe two transformation tasks that impact acquisition within the DOD.
DOTMLPF, and thought to yourself “another DoD acronym that really doesn’t mean anything.” Rest assured that this is not the case. DOTMLPF stands for Doctrine, Organization, Training, Materiel (yes that is spelled correctly), Leadership and Education, Personnel, and Facilities and is a crucial aspect of the Joint Capabilities Integration Development System (JCIDS) process (Defense Acquisition University, 2010, p. 34). As you may recall from your week 1 reading, JCIDS is the process that is used to identify and document warfighter needs (Defense Acquisition University, 2010, p. 18). This is the starting off point in the Department of Defense acquisition process, as there is no acquisition without a “bona fide need” (we will come back to this concept next week when we discuss acquisition policy). I won’t bore you by going through each element of the process (as your reading does a great job of describing these elements) but ensure that you read and understand what takes place each step of the way.
So let’s take a look at the DOTMLPF process to gain a better understanding of each element. Let’s assume that a new laser technology is created that can be used as a weapon. Let’s run through the DOTMLPF analysis:
Doctrine: How will this new laser be deployed? Will this be available on the battlefield? Will the laser be shoulder fired, fried from a tank, fired from a plane, fired from a ship? Will it be more of an offensive or defensive weapon? Will this laser replace all current conventional forms of firing weapons? Is this laser only going to be effective at long ranges, or can it be used near troops? Can this laser be used in all settings, such as forest, desserts, plains, or swamps? How many lasers do we need?
Organization: Who controls the laser? What type of team is utilized to fire, reload, etc.? Will there be a separate laser unit, or will they be deployed within other units? If we have a separate laser unit, how will that unit be organized? Is organization and use different if in a defensive posture versus an offensive posture? How do we organize the supply, maintenance and replacement of lasers and their supplies?
Training: Once leadership has determined the right doctrine and organization for lasers, they need to decide how soldiers are going to be trained to use them. Who will conduct the training, what will they be trained on, where will they train, how will they train, and how will their training be evaluated? Who is trained to repair lasers and their accessories, how are they trained and how often?
Materiel: How do we ensure of lasers and support parts/materials get to the where they are needed, when they are needed? How do we maintain the laser? If the laser is deployed via a vehicle, how is that vehicle maintained? Will we have enough qualified individuals to repair and maintain the laser and its associated components? If not, how will we ensure we will in the future?
Leadership and Education: How will junior and mid-level leaders be trained to use the laser in tactical operations? How will infantry and other leaders be trained to work with the laser and utilize laser units? How will we evaluate the entire process so we know that our decisions about doctrine and organization were right? If we have separate units for lasers, how will these leaders get promoted?
Personnel: If the laser is a more specialized weapon, as opposed to current shoulder fired weapons, what type of personnel are needed to handle this new weapon? Is there any currently comparable military occupational specialty? Is there specific training of skills that are required to utilize the laser? Does the person utilizing the laser need to be stronger to fire the weapon? There is a recent push to put more women in combat roles; will the laser make that more possible? How can we get enough of the right people to where we need them, when we need them, and in the right condition to accomplish the laser’s mission?
Facilities: Where do we produce and lasers, ammunition, and the other required components of the laser? What security do the storage facilities need to have? Will existing resources be sufficient to house this new weapon?
As you can see from the above analysis, it’s not as simple as just saying “this technology is great! Let’s deploy it and use it today!” There is a lot of analysis and decision making that has to take place before deployment.
Your reading this week also goes on to discuss the capabilities-based assessment (CBA) process, which is the “backbone” of JCIDS Defense Acquisition University, 2010, p. 35). There is an excellent chart on page 36 of your textbook that details the CBA process. The CBA is an analytical approach utilized by the DOD to identify the needs of the warfighter. The purpose of the process is to find out what requirements the warfighter has. “Requirement” is just the acquisition way of saying needs, supplies, or equipment. In a DOD contracting activity, the “requirement” is the item or service that is being acquired.
The ground work discussed above is imperative to set the stage for the acquisition process. Without solid research and analysis early on, the acquisition process will go down the wrong path and result in lost money and time.
Learning Objective 2:Describe several historical legislative acts that have institutionalized better business practices within the DOD acquisition community
Our textbook details several legislative acts or “initiatives” that were passed to improve defense acquisition. I am not going to discuss all of these legislative acts, but know that defense acquisition is highly regulated, with new statutes being passed and new rules being published all the time.
The first initiative detailed in the text is “Requirements Management Certification Training,” which was passed in the National Defense Authorization Act for FY 2007. This new initiative led to the development of a new training program to certify both military and civilian employees of the DOD who are responsible for generating requirements. In a DOD contracting activity, this person is often referred to as an “Item Manager” who is responsible for a specific defense related system. The Defense Acquisition University (DAU) was tasked with developing this program.
Another important initiative is the Cost Assessment and Program Evaluation. This program ensures that the person generating the requirements conducts an independent cost estimate and cost analyses for major defense acquisition programs. No longer could a program manager simply state that something was needed and the acquisition process would begin as if there was a blank check. The Independent Government Cost Estimate (or IGCE, as it is called in the acquisition community) was a prerequisite for a project to move forward. The IGCE would be supported by objective facts and documentation.
Learning Objective 3: Characterize the roles and responsibilities of theLead Component,Participating Component, andJoint Program Manager
Joint acquisition and program management arrangements are governed by specific guidelines, which are detailed in a Memorandum of Agreement (MOA). As detailed in the reading from last week, Department of Defense Instruction (DoDI) 5000.2 “Operation of the Defense Acquisition System” requires that a PM provide written description of their authority, responsibility, and accountability. It is crucial that the roles and responsibilities of each involved party be detailed in writing, so that nothing slips through the cracks and everyone has a clear understanding of who is taking what role in the process. When a written document detailing roles and responsibilities does not exist, too often the personnel involved assume that someone else is handling the task.
The Lead Component of a joint acquisition and program management arrangement assigns the joint program manager (whose role is detailed more fully below). As detailed in your textbook, the lead component is assigned to manage the acquisition process and act as an acquisition agent for the participating components. The participating components assist and support the lead component in the acquisition process. The participating component is the person that has the requirement for the program’s products.
Next week we will get into more detail about DOD Acquisition Policy and Program Management Issues. Learning more about these policies and potential problems will let us come full circle on what we have discussed these first two weeks.
References
Defense Acquisition University (U.S.). Press. (2010).Introduction to Defense Acquisition Management (10th Ed.) Fort Belvoir, Va.: Washington, DC. Defense Acquisition University Press.
DEFM 310 – Introduction to Program and Acquisition Management
Week 3
Wow! This is Week 3. How time does fly. And that is exactly what happens in program management. As you have looked around the readings and lessons these first two weeks you should be getting a feeling that the role of the program manager is a bit more daunting than that of a project manager.
Last week we threw around some typical DoD acronyms. For anyone that hasn’t served in the military or worked with/for the DoD, acronyms are an unfortunate way of life. It may seem daunting at first to try and learn these acronyms, but remember that they are used for a reason. The “lingo” is learned out of necessity; it just isn’t possible to say “Joint Capabilities Integration and Development System." We would spend an inordinate amount of time just communicating with each other. So, we say JCIDS. Resistance is futile as these terms are ingrained in the minds of all that work in DoD acquisitions and program management. In fact, many would be able to explain exactly what JCIDS is, but they would struggle to tell you exactly what words make up the acronym.
This week we will explore the meaning and implications of answering the question: What is, in your opinion, one of the most important/effective perspectives or traits of a Program Manager? Before you can answer this question, you must understand what program management is. Your textbook takes a shot at defining this concept but providing the definition from the Defense Acquisition University (DAU) glossary. What is clear from this definition is that program management has a centralized leader (the program manager) who is ultimately responsible for an entire effort, down to the minute details. Think of anything that you are responsible for in your life and think about how every aspect of that responsibility is accomplished; it doesn’t have to be job-related. Now think about how that responsibility is taken care of or accomplished. There are numerous steps in a harmonious process, many of which rely on a previous step to complete. The accomplishing of that responsibility is likened to managing the “program.”
When we look at the headlines in the newspapers about waste, fraud, and abuse in programs that still is happening, one has to wonder what is the program manager doing to stop such abuse? You have to remember that the program manager wears many hats and is in charge of a very complex project. Now, yes the project manager is also in charge of a very complex project. But while the project manager is responsible for the daily operations and headaches and risk and risk mitigation of everything from labor force issues, to unions, to construction delays due to weather, etc., the program manager is responsible for many project managers.
The program manager of the World Trade Center comes to mind about this time in this course. While that was a government project, the one aspect of the program manager that resonated when you hear how he did his job, was that he had a meeting each Friday for 15 minutes. That meeting was every Friday morning. All the project managers would assemble for a 15-minute meeting on the various and complicated projects underway. The program manager would ask one question. He wanted to know what problems that each project manager was facing right now, this week. You can imagine what it must have been like in such a meeting. The project managers were not allowed time to deliver excuses for any delays or issues or problems. The program manager only wanted to know what was going wrong. Then the program manager would listen to how the risk was being attacked by the project manager. If the answer was not satisfactory, then the program manager could exercise his oversight to replace the project manager or allocate strategic reserves of funds or materials or negotiations to obtain materials or labor issues.
So, as we go about our work and readings and discussions this week, do dive into the complex details of what is, in your opinion, one of the most important/effective perspectives or traits of a Program Manager? Yes, there are many. And you may start out listing a whole bunch. The readings you will find on the Internet and other places or from your own experience will be many; are many. But, the key to this week is for you to pick one. What is the most important, the one most important, perspective or trait of a program manager?
The second learning objective this week asks you to understand Acquisition Categories, Milestone Decision Authority, the PPBE process and the Request for Proposal process. Figure 4-2 on page 19 and Figure 4-3 on page 21 of your textbook detail the various acquisition categories. Each category has specific criteria leading to the designation. The criteria are detailed in the Department of Defense Instruction (DoDI) 5000.02 (Enclosure 1, Acquisition Program Categories and Compliance Requirements).
Now, have fun with this. And if you want to bring in program managers like Donald Trump to add a bit of spice to the discussion, well, do so. There are many legendary program managers and CEOs out there who helped build this great nation. Pick one. Who is your favorite? What traits do they have that you might like to have?
DEFM 310 – Introduction to Program and Acquisition Management
Week 4
Last week we defined program management. The concepts associated with program management reach all corners and spectrum of DoD acquisition. New DoD programs and systems live and die by their program managers; this is an immense responsibility. We will shift gears a little this week and look at the way DoD acquisition takes place, including who is responsible for DoD acquisition and how certain groups decide which acquisitions will move forward and in what manner. The reality of acquisitions in the DoD is that many different working parts must come together for a program to receive approval and funding to move forward. Last week we talked about taking an idea and turning it into a program recognized by the DoD. This week we will take that idea to the next step by laying the groundwork to being the acquisition process. Again, look at the syllabus for your learning objectives for this class.
NOTE: can youExplain both the military and civilian Acquisition Authority Chain? Why is this important?
Figure 5-1 on page 25 of your book details the DoD Acquisition Authority Chain. The Undersecretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) is the top of the DoD Acquisition Authority Chain and is ultimately responsible for DoD acquisition. As detailed in your reading, each component of the DoD has an acquisition executive who is ultimately responsible for all acquisition matters. The specific title this person holds varies, depending on the size and nature of the specific organization. Address a few questions for this learning objective:
What stands out to you about the manner in which the DoD structures the acquisition authority chain? Do you see any parallels between DoD acquisition structure and that which is seen in the civilian world?
NOTE:Can you describe what role the Undersecretary of Defense for Acquisition, Technology, and Logistics fills?
Your textbook details exactly what the role of the Undersecretary of Defense for Acquisition, Technology, and Logistics is, so I won’t rehash that here. Think about why one person presides over so many different functions within DoD acquisition? Many different Government officials report to the USD(AT&L); why is that? From a policy standpoint, the holder of this position has immense power and influence. There was a recent initiative created from by this office called Better Buying Power. Take a look at the principles associated with Better Buying Power and provide some discussion in your forum response as to why the USD(AT&L) would be interested in a program like this.
NOTE:
Can you define the Defense Acquisition Board and the Integrated Product Team?
Your textbook defines several boards, which are responsible for specific programs or issues. The main purpose of the Defense Acquisition Board (DAB) is to provide counsel and guidance to the USD(AT&L) on ACAT ID (do you recall what this means from last week?) programs. Conduct some internet research on the various issues the DAB addresses. What did you find? One of the more controversial DAB actions was the V-22 Osprey program. There were numerous issues with this program when it was in its infancy, including several crashes. Eventually, the DAB decided to approve full-rate production of the V-22, but there was significant controversy surrounding the DABs review of the program.
An Integrated Product Team is a more formal team that is used by the DoD to accomplish multi-disciplinary integrated development. The personnel that makes up the IPT varies by the IPTs mission. If the mission is related to a certain type of program or acquisition, personnel associated with that program will be assigned to the IPT. Additionally, an IPT will include those persons who bring innovative solutions to a specific issue.
There is a hierarchy of IPTs within the DoD; the following three IPTs make up this hierarchy.
Overarching IPTs – focus on problem-solving, strategic guidance, and assess various DoD programs.
Program Level IPT – includes representatives from both the Government and from industry and focus on the execution of programs.
Working IPTs – the most common type of IPT, determine and monitor program status, identify and resolve issues associated with a program, and seek out new opportunities where the program could see growth.
Let’s assume we have an IPT that was formed to develop requirements documents for an upcoming acquisition. Most often, the lead of the IPT would be a systems engineer who has knowledge and background about the program. Other members of the IPT would include a requirements engineer, design and development personnel, risk management personnel, and test and evaluation personnel. This team gets together and discusses all major aspects of the acquisition before any steps are taken to ensure that the program starts in the right direction. Make sure you include some discussion about what specific steps an IPT takes and give examples.
Can you find any specific information about DoD organized IPTs on the internet? What type of IPT was this and what was the focus? Were you able to determine who was a member of the IPT and how the membership was selected? Was this IPT effective?
Next week we will round out this lesson by discussing JCIDS in more detail, including specific elements of the process. You will see every week that builds on the previous week, so make sure you understand the concepts before moving forward. Reach out to me if you are having any problems with the material.
DEFM 310 – Introduction to Program and Acquisition Management
Week 5
Last week we learned about the beginning of the acquisition process in the Department of Defense. I hope you all came away with an appreciation for how many individuals are involved in the early stages of the procurement process. Every step in an acquisition must be completed correctly to ensure success at the next stage. Think of the acquisition process in the DoD as a tall building; the upper levels are only as strong as the foundation. Tall buildings have deep foundations to support the large structure above.
We will continue our journey through the acquisition process this week. There are some familiar terms to discuss, and we should end the week with a better understanding of the processes that move new technology into and through the acquisition process. For instance, this week we will be discussing the Joint Capabilities Integration and Development System (JCIDS). By the end of this week, you should be able to describe the Joint Capabilities Integration and Development System (JCIDS)
JCIDS is a term you should be very familiar with by now; we have talked about it in some context every week this semester. The Joint Capabilities Integration and Development System is a Department of Defense Process by which capabilities are identified, assessed, and prioritized to ensure the military can fulfill its mission. As we have discussed, the JCIDS process is predicated on the DoD’s belief that it should be identifying more was to achieve improved strategic capabilities in more than one manner, by multiple services. The critical concept of JCIDS is the “Joint” in the title. The focus is on several services or agencies working together for a common goal. Viewing a new technology in this process requires looking at capabilities as a solution to multiple goals or problems. It is easy to see that if one new technological capability can achieve the goals of several different services or agencies, that capability will have a longer lasting effect.
Your forum this week asks that you describe JCIDS. Let’s take this a step further and talk about the application of JCIDS. Create a fictional capability (it can be just about anything the Department of Defense could use) and run through the process. Ask a few questions. Do you notice any potential pitfalls in the process? What is your opinion of the process? JCIDS has come under fire recently as there are some that believe the entire concept must be revamped; some say the process is just more “red-tape” and the emphasis on collectively assessing capabilities ultimately slows down the process.
Performance goals are a critical aspect of the JCDIS process. Without goals, there is no way of measuring how the process is going and whether the capability will meet the stated purpose. Appendix B of the JCIDS Manual of Operations defines this concept and details the elements. The Net Ready-Key Performance Parameter (NR-KPP) involves testing and evaluation of several interdependent components during the acquisition process. Technical compliance is assessed by a Department of Defense organization known as the Joint Interoperability Test Command (JITC). The NR-KPP is documented in the Capability Development Documents (CDD) and the Capability Production Documents (CPD). As the “net-ready” in the title suggests, this process is all about ensuring the new capability can be utilized through existing information technology systems.
Week 6 – The Week Ahead
Next week we will be discussing the acquisition and inter-agency program management. This discussion will go more into the various milestones we discussed earlier this semester. Next week's forum will be an excellent chance to take that aspect of the conversation full circle. Make sure you take a look at the discussions from earlier this semester when you start working on your responses for next week. I think you will see that your viewpoint on some of the concepts has changed. Having more pieces of the puzzle will only
DEFM 310 – Introduction to Program and Acquisition Management
Week 6
Last week we learned about the beginning of the acquisition process in the Department of Defense. I hope you all came away with an appreciation for how many individuals are involved in the early stages of the procurement process. Every stage in an acquisition must be completed properly in order to ensure success at the next stage. Think of the acquisition process in the DoD as a house of cards; the upper levels are only as strong as the foundation.
We will continue our journey through the acquisition process this week. There are some familiar terms to discuss and we should end the week with a better understanding of the processes that move new technology into and through the acquisition process.
We start this week by looking at the Initial Operational Capability and Full Operational Capability. Each term has a buzz word that should give you some idea of what the concept entails; initial vs. full. When you look at these terms, try to do so by applying them to a recent DoD program. For instance, in July of 2015, the Marine Corps declared Initial Operational Capability in the F-35B Joint Strike Fighter (JSF). So, what does that mean? In short, it means that the requirements outlined in a previous report to Congress were met and that the program is on track. However, what is the status of the F-35 now?
Similarly, the V-22 Osprey program was declared IOC in July of 2007; just a few months later, the V-22 was deployed for use in Iraq. However, the V-22 Osprey is not projected to receive Full Operational Capability until late 2018 at the earliest. How can this be? How can an aircraft that has been deployed to Iraq and subject to a large procurement contract not receive Full Operational Capability? This is because FOC is not met until every unit that was scheduled to receive the new aircraft, in this case, has done so and is capable of employing and maintaining it. Until that date comes, the Osprey will not receive FOC status.
I would suggest finding a recent capability that the DoD has turned into a requirement through the processes we have discussed in this class. Think about a few questions as you address this week’s topics. Has that capability been declared IOC? What criteria were met to make this declaration possible? If the program has not received, IOC, why not? What about FOC? It is more than likely the system you are researching has not yet been declared FOC, but what is the timeline? What are the obstacles for this system to overcome before FOC is declared?
The lesson this week then looks at the various Milestones we discussed earlier this semester, but through a different lens; this time we are looking the specific events that take place in each milestone rather than at the milestone as a whole. Again, it is suggested that you take a recent DoD capability and look at the milestone decision process as this will help you gain an understanding of the various events associated with a milestone. Also look at who is responsible for determining whether the milestone has been met and what happens if they milestone is not met.
Let’s now take this a step further. Create your own fictional capability or requirement and create milestones for this item or system. Yes, get creative. Ask a few questions to yourself. Who is the decision authority who determines whether the milestone has been met? What are the various events that take place in each of these milestones? There are aspects of the Milestone A technology maturation and risk reduction phase that seem like common sense, but make sure you take a hard look at each of the elements. Milestone A beings with the needs of the end user (how else would start developing a requirement?), but the most obvious solution isn’t always the best solution. There are many factors to consider. Remember the DOTMLPF process we discussed in week 2? Every element of this process must be taken into account when you begin planning out your milestones.
Many say a program isn’t a program until it reaches Milestone B. Getting through Milestone B and into Milestone C means the Milestone Decisions Authority has approved the performance, schedule, and cost goals of the program. You should provide details of the aspects of these milestones in your forum response, but it is best to look at this through the lens of a fictional program you are developing yourself.
We end the week discussing what an Interagency Program Office (IPO) is and why it is formed. Your textbook doesn’t provide a lot of information about the use of IPOs, so you are going to have to do some internet research to connect the dots here. As a suggestion, look at some recent news article to learn about IPOs in actual use. For instance, there was an IPO in the news recently; the one related a joint DOD/VA operation established to oversee the initiative of sharing health data between the departments. This program was, known as iEHR (Integrated Electronic Health Records). This would be a great place to start in trying to understand the purpose of an IPO.
Next week we will discuss that acquisition resource allocation process. As I am sure you can glean from this topic, we will spend some time talking about the financial and economic impact on acquisitions. We will again see a familiar term; Planning, Programming, Budgeting & Execution Process (PPPBE). It should be an interesting dive into what causes funding and budgeting within the DoD.
DEFM 310 – Introduction to Program and Acquisition Management
Week 7
Last week we learned about Initial Operational Capability and Full Operational Capability, including what obstacles a program must circumvent before being declared IOC or FOC. We came away with a greater appreciation for the depth of this process. The actual learning activity asked that you define each concept, and it is likely that most of you looked at the definitions provided in your textbook. We then progressed through a more in-depth discussion of the milestones a program must pass through, including creating our fictional capability. This exercise should have allowed you to dig into the process and better understand why milestones exist in the first place.
The concepts to discuss this week are: (1) describe the four phases of the resource allocation process; and (2) explain why the cycle is one on-year and one off-year cycle process in the resource allocation process. Neither of these topics encompasses what you would expect at first glance, so let’s dig into these and see what we can learn.
The first question to ponder here is what is a “resource” in the context of Department of Defense activities? Your first thought might be that a resource is money, which is true, but why don’t we just call it that? Why don’t we call it the “Funding Allocation Process” or the “Budget Allocation Process” if we are only talking about money? We are talking about all limited national resources, including personnel, funds, natural resources, and any other resources available and needed by the DoD. As you see, this definition goes well beyond just money; it includes any conceivable item, service, or resource available to a program. In the difficult budgetary environment that has existed in recent years, resources are limited, and programs are tasked with trying to squeeze every last bit out of what they are provided. “Doing more with less” is the catchphrase. Anyone that has ever been in the military knows that there are times where the reality is that “you do less with less….”
Now that we know what a resource is (at least in this context), we can look more at the process. Now, there are four phases to the resource allocation process. Your textbook identifies the four phases as:
(1) Planning, Programming, Budgeting, and Execution (PPBE) Process;
(2) Enactment;
(3) Apportionment; and
(4) Execution.
You will have to describe each of these phases in your forum response. The inputs into the resource allocation process include the strategy created through the Joint Capabilities Integration and Development System (JCIDS) process, which we have discussed numerous times this semester. Remember, JCIDS is a collaborative planning system with representatives from the Joint Staff, the Combatant Commanders, OSD, and defense agencies. Your textbook has several illustrations that show the information inflows and outflows of the phases of the resource allocation process. Refer to these illustrations to help understand the information this week.
The next item centers on on-year and off-year funding cycles. In practice, the on-year versus off-year funding cycle is no longer utilized. However, you should be aware of its history and application. Conduct your research and provide your response as if the cycle was still in practice (there is no reason the concept could not return to application). Without giving too much away, and stealing your thunder for the forum, On-Years were even number years, while Off-Years were odd number years. The intent of this concept was to allow for total budgetary review in year one, with an incremental review (very little room for change) in year two. It is suggested (a big hint here) taking some time to find recent news articles that relate to this concept; there are many. And maybe address your forum response with a bunch of questions. What are the pros and cons of this approach? Why has the idea been more or less phased out? Do you see this process making a comeback? Why or why not? Support your answer with a resource you found on the internet.
What we did not talk about (and let’s avoid getting into too much in the forum) is the political aspect of the resource allocation process. There is no way around it; in today’s political climate, defense spending is a hot-button issue. Not long ago, Congress was throwing whatever funds the DoD requested at it to ensure that all programs continued to be funded completely. This attitude changed when the economy took a dip and sequestration was passed. The truth is that Congress dictates how and when the DoD spends its funds. Any time Congress is involved, the process gets political. Again, political discourse is not a theme of this course, but you should be aware of the affect it can have on resource allocation. To get a real-world view, you must understand that it isn’t a simple process where the DoD is provided the resources it requests; there are many outside factors and elements that drive the process. Anyone that is familiar with the BRAC process would be acutely aware of the political roadblocks. If you are unfamiliar with BRAC, take some time, a few minutes (maybe 15 minutes) to educate yourself. Link to more information about BRAC: https://www.acq.osd.mil/brac/
Another example you can look at is the budget preparation method used at the International Monetary Fund. After reviewing their process, one can better understand how politics might be able to play an important role in the budget preparation. Link: https://www.imf.org/external/pubs/ft/expend/guide3.htm
That wraps up your lecture for week seven. We only have one more week, so let’s work hard and finish strong. Your paper is due next week, so make sure you are progressing on it. If you have any questions, please do not hesitate to contact me. As you all know very well by now, my job is to make sure you understand the information and do well in this course. Your forum post next week will be asked for you to detail something you learned this semester that sticks out to you. Please post a few sentences about something you found particularly interesting or were surprised about from the course. I also appreciate any feedback about the course material and where you feel the course could have added more information, or maybe cut some of the provided information out. Enjoy the rest of your week.
DEFM 310 – Introduction to Program and Acquisition Management
Week 8
It is hard to believe, but this is our final week. Thank you for a great semester. All the hard work and effort you have put into this class is really appreciated. Our discussion forums have been excellent, your assignment responses have been fantastic, and it is clear that you all have put a significant amount of time into the course. Thank you all for your dedication and effort; without your work, this style of online learning would not be effective.
Before we get into the lesson, don’t forget that your final paper is due this week. You should be well on your way to completing this assignment by now. Do not wait until the last minute as it will be reflected in your grade if you attempt to complete the paper the night it is due. The evidence is overwhelming that the last minute paper has too many errors that can undermine what could be a wonderful paper to read. Really. So, do work all week on this paper. And if you have already been doing so, then stop and read it again. Read it at least two more times before you submit that paper for grading. All good writers do that. And it is amazing how great we all think we are at writing and yet there are those pesky little misspellings that tend to magically appear like a weed in your garden. So, look for a few weeds of words one more time or two more times in that garden of words you create this week. If you need assistance or are having a difficult time with this assignment, feel free to reach out to me or the library resources.
Your discussion forum this week has asked you to select one of the most important concepts you learned in this course and share how it impacted your worldview and how you plan to apply it in your life. The forum asks you to offer any feedback regarding the course that you have. You should really think about your responses this week, particularly your response to the second aspect. If there is something about this course that you believe needs to be revamped or re-evaluated, please feel free to let me know. A college course is only effective if it states up to date and provides the most recent and relevant information; that is our goal here at the University.
We started this semester by discussing JCIDS, which is a process that aims to provide the warfighter with the capabilities needed to perform across military operations and challenges. As discussed, JCIDS is a method of learning what the warfighter needs and finding a way to get it to them when they need it. JCIDS is the starting point in the DoD acquisition process. Every lesson this semester touched on JCIDS, or a part of the process. If there is a single process or component of this course that you should have taken away from this course, it is JCIDS. As you saw this semester, gaining knowledge about the DoD acquisition process was imperative to understanding how program management works.
Week two began with a discussion of another daunting acronym; DOTMLPF, which stands for Doctrine, Organization, Training, Materiel, Leadership, and Education, Personnel, and Facilities. DOTMLPF is a crucial aspect of the Joint Capabilities Integration Development System (JCIDS) process. Rather than rehashing each element of this process, please do refer back to the week two lesson. Suffice to say, the process that must take place before a new technology can be deployed in the field is long and involved.
In week three, we defined (at least we tried to define…) program management. We learned that this concept encompassed so much more than we likely knew before taking this course. What was clear about this concept was the need for a strong, centralized leader, which is known as the program manager. The discussion progressed to Test and Evaluation (T&E), which we determined takes place throughout the acquisition process. T&E is required before any system can be put into the field, so it must begin early in the process.
Week four brought a discussion of the beginning stages of the acquisition process, in which we came away with an appreciation for how many individuals are involved in the early stages of the procurement process. We learned that the early stages (and every stage, for that matter) an acquisition must be completed properly in order to ensure success at the next stage. We likened the acquisition process to a house of cards that was only as strong as its foundation. We also learned that the Undersecretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) is the top of the DoD Acquisition Authority Chain, and is ultimately responsible for DoD acquisition.
After talking about JCIDS for four weeks, week five finally asked us to truly define the concept. We learned that the Joint Capabilities Integration and Development System is a Department of Defense Process by which capabilities are identified, assessed, and prioritized to ensure the military is able to fulfill its mission. As we discussed, the JCIDS process is predicated on the DoD’s belief that it should be identifying more was to achieve improved strategic capabilities in more than one manner, by multiple services. The key concept of JCIDS is the “Joint” in the title, with several agencies working together. We then discussed Key Performance Parameters (KPP) and the Net Ready-Key Performance Parameter (NR-KPP), which involves testing and evaluation of several interdependent components during the acquisition process.
A common theme throughout the semester was an emphasis on you attempting to apply the concepts to real-world systems or programs. This was on full display in week six when we talked about the F-35 and the declaration of Initial Operational Capability (IOC) and Full Operational Capability (FOC) of the program. Looking at the systems declaration of IOC and lack of declaration of FOC really drove home the point that FOC is not declared pre-deployment. FOC is not declared until the entire production of an item is complete.
Last week we concluded the learning objectives for the semester by (1) describing the four phases of the resource allocation process; and (2) explaining why there is an on-year and off-year cycle process in the resource allocation process. Not to get too into this discussion, but we started by learning that a resource (which was to be allocated) does not consist only of money; there are many resources, which are defined as being limited in some fashion.
That wraps up the information we have discussed this semester. We talked about a lot of concepts, all of which are interrelated in some way. I hope you learned a lot of new information these past eight weeks; I always learn a lot from my students. It truly has been a pleasure learning with all of you this semester. I am constantly amazed at how much I learn from my students. You all have bright futures ahead of you and I want you to know that you can always reach out to me if you have questions as you progress through your educational and professional career. Best of luck!