1 Corporate Learning Organization Career Long Support to the AT&L Workforce John Hickok Director, Knowledge Mangement Global Learning and Technology Center.

1

Corporate Learning OrganizationCareer Long Support to the AT&L Workforce

John Hickok

Director, Knowledge MangementGlobal Learning and Technology Center

August 16, 2010

Integrated Baseline Review


System Integration System Demonstration Low-Rate Initial Production

DefenseAcquisition

System(event driven)

Planning,Programming,

Budgeting, & Execution

Process(biennial calendar driven)

MilitaryDepartments &

Defense Agencies

Cost

Integrated Defense Acquisition, Technology, & Logistics Life Cycle Management Framework

FOCIOC

Full-Rate Production/Deployment

MSB

System Development & Demonstration Phase Operations & Support Phase

PostDeploymentPerformance

Review

Three DODDecision Support Systems

Effective Interaction is Essential

Sustainment

National Military Strategy FYDPupdated

ISSUES

BudgetCommittees

Congress Congress

DoDBudget

On Year

Off Year

POM/Budget FormulationPCP/BCP Prep

FinalPBDs

Actual CostsEngineeringCost Estimation

Methods

ParametricAnalogy

Technology Development PhaseConcept Refinement Phase

National Security Strategy

DoD Testimony

Strategic Planning Guidance

Off Year Optional

Fiscal GuidancePresident’sBudget toCongress

Joint Programming GuidanceOff Year Optional

WhiteHouse

OSD &Joint Staff

OMB

SLRG Reviews

Joint Planning Document

PBD Cycle

PMO Budget Estimate

PMO POM Input

FullFunding in

FYDP

CDD

MSC

POM/Budget SubmitPCP/BCP Submit

FYDPupdated

MSA

The Milestone Decision Authority may authorize entry into the acquisition process at any point, consistent with phase specific entrance criteria and statutory requirements

Economic Analysis(MAIS Only)

AoA Plan

System Threat Assessment

InformationSupport

Plan

CPDService/JROCValidation &

Approval

J-6 Interoperability& Supportability Cert. Validated and approved CDD and CPD for each increment of an evolutionary

acquisition

Oversight &Review

Clinger-Cohen Act- Compliance (all IT)- Certification (MAIS)

Net-ReadyKPP

KPPs

CPD

System Threat Assessment

InformationSupport

Plan

Service/JROCValidation &

Approval

J-6 Interoperability& Supportability Cert.

Net-ReadyKPP




ADMExit

CriteriaMet

DAB/ITAB MDAADMDAB/

ITAB MDA ADMExit

CriteriaMet

DAB/ITAB MDAAPB ADM

ExitCriteria

MetDAB/ITAB MDA ADM

ExitCriteria

MetDAB/ITAB MDAAPB ADM

ExitCriteria

MetDAB/ITAB MDAAPB

MBI

Allocation

Apportionment

AffordabilityAssessment

CARD(Designated Programs) POE CCA ICE Affordability

AssessmentPOE CCA ICE


Contracting Acq Plan

Source Selection

Plan

DraftRFP

RFPAcq Plan

DraftRFP

RFPSource

SelectionPlan

Production & Deployment Phase

Increment IIIB C

DRR FRP

Increment IIB C

DRR FRP

KPPs

Joint CapabilitiesIntegration &

Development SystemVCJCS OversightCJCSI 3170.01D

DefenseAcquisition

SystemUSD(AT&L) Oversight

DoDD 5000.1

Planning,Programming,

Budgeting & ExecutionDEPSECDEF Oversight

MID 913

Purpose of LRIP:• Establish Production Base• Ramp to Production Rate• Produce systems for IOT&E

Low-Rate Initial Production

Systems

FCA

Prototypes/EngineeringDev Models

TechnologyDevelopment Strategy

• Program Strategy• Cost, schedule &

performance goals & exit criteria for first tech

demo• Test Plan

Acquisition Strategy• Program Structure

• Acquisition Approach• Capability Needs

• T&E Considerations• Risk Management

• Resource Management• Life-Cycle Considerations• Business Considerations

System Development& Demonstration

Contract


LRIPContract

AoA

BestMateriel

Approach(es)

Draft ver. 4.7. May 21, 2004

StudyContracts

Initiate Evolutionary Acquisition Strategy Evolutionary Acquisition Strategy

Refine initial concept. Develop Technology Development Strategy

Reduce technology risk and determine appropriate set of technologies to integrate into a full system.

Develop a system or increment of capability; reduce integration and manufacturing risk; ensure operational supportability; reduce logistics footprint; implement human systems integration; design for producibility; ensure affordability and protection of critical

program information; and demonstrate system integration, interoperability, safety, and utility.

Achieve operational capability that satisfies mission needs.

Execute a support program that meets operational support performance requirements and sustains the system in the most cost-effective manner over its total life cycle. Dispose of the

system in the most cost-effective manner at the end of its useful life.

TechDemos

PreliminaryIntegrated

Architecture

Acq Plan

DraftRFP

RFP

Source Selection

Plan

TechnologyDevelopment

Contract

Supports O&M Budget Review

Acq Plan

DraftRFP

RFP

Source Selection

Plan

In-ServiceReview

October April / May

August

September - November

October - November November December

JanuaryFebruary (1st Monday)

February - September

DoD Appeals

Disposal

This chart is a classroom aid for Defense Acquisition University students. It provides a notional illustration of the interfaces among the three major decision support systems used to develop, produce, and field a system for national defense. Defense acquisition is a complex process, with many more activities than shown here, and many concurrent processes that cannot be properly displayed on a two-dimensional chart. Supporting information is on the back of this chart. For more detailed information see the Acquisition, Technology &

Logistics Knowledge Sharing System (http://akss.dau.mil).

SystemPerformance

Spec

Prototypes/EngineeringDev Models

InitialProduction

Baseline

CARD – Cost Analysis Requirements DescriptionCCA – Component Cost Assessment

ICE – Independent Cost EstimateMAIS – Major Automated Information System

POE – Program Office EstimateRDT&E – Research, Development, Test & Evaluation

Cost Acronyms

BCP – Budget Change ProposalsFYDP – Future Years Defense Program

MBI – Major Budget IssueOMB – Office of Management & Budget

PBD – Program Budget Decision

PCP – Program Change ProposalsPDM – Program Decision Memorandum

POM – Program Objectives MemorandumSLRG – Senior Leadership Review Group

Planning, Programming, Budgeting & Execution Acronyms

Joint Capabilities

Integration & Development

System (need driven)

ADM – Acquisition Decision MemorandumAoA – Analysis of Alternatives

APB – Acquisition Program BaselineCD – Concept Decision

DAB – Defense Acquisition BoardDRR – Design Readiness ReviewFOC – Full Operational Capability

FRPDR – Full-Rate Production Decision ReviewIOC – Initial Operational Capability

ITAB – Information Technology Acquisition BoardLRIP – Low Rate Initial Production

MAIS – Major Automated Information SystemMDA – Milestone Decision Authority

Oversight & Review Acronyms

RFP – Request for Proposal

Joint Capabilities Integration & Development System - AcronymsCDD – Capability Development DocumentCJCSI – Chairman, Joint Chiefs of Staff

InstructionCPD – Capability Production Document

DOTMLPF – Doctrine, Organization, Training, Materiel, Leadership, Personnel, and

Facilities

DAB – Defense Acquisition BoardICD – Initial Capabilities DocumentIOC – Initial Operational Capability

JROC – Joint Requirements Oversight CouncilKPP – Key Performance Parameter

Draft CDD

AoA

updated

Full-RateProduction

Systems

MajorProducts

AppropriationCommittees

AuthorizationCommittees

Authorization/AppropriationActs Passed

PDM(s)

Appropriated Funds To Support Contracts

FOC

AffordabilityAssessmentPOE CCA ICE


CARD(Designated Programs)

Post Production Software Support Contracts

Sustainment Contracts

Operations &Maintenance

Types ofFunds RDT&E – Management & Support RDT&E – Management & SupportRDT&E – Management & Support

RDT&E – Adv Component Dev & Prototypes RDT&E – Systems Development & Demonstration

Decision Points/Milestones CD DRR FRPDR









Procurement

AoA

updatedn/a MAIS

AoA

MAIS only

PreferredSystemConcept

FinalProduction

Baseline

ICD

Post Independent Analysis

FunctionalArea Analysis

FunctionalNeeds Analysis

Joint Operations Concepts

DOTMLPF

Joint Operating ConceptsJoint Functional ConceptsJoint Integrating Concepts

Integrated Architectures

DoD StrategicGuidance

Functional Solution Analysis

DOTMLPF Changes(CJCSI 3180)

Service/JROCValidation & Approval

MaterielChanges

(CJCSI 3170)

Ideas forMateriel

Approaches

Analysis ofMateriel

Approaches

Alternative 1Alternative 2Alternative N

RDT&E – Advanced Technology Development


ProductionContract

Joint Functional ConceptJoint Integrating Concept

Integrated Architecture



Threshold/objective tradeoffs – Revised Performance Attributes

Threshold/objective tradeoffs – Revised Performance Attributes



FOT&E

LFT&EWaiver

(if appropriate)

TechnicalSystems Engineering

Test & EvaluationSupportability

Analyze/Assess Concepts Versus

Defined User Needs

Develop Concept Performance (& Constraints)

Definition & VerificationObjectives

Interpret User Needs,Analyze Operational

Capabilities & Environmental Constraints

Decompose ConceptPerf into Functional

Definition &Verification Objectives

Assess/AnalyzeConcept System

Versus FunctionalCapabilities

Decompose Concept Functional Definition into

Component Concepts/Assessment Objectives

Develop Component Concepts, i.e., Enabling/Critical

Technologies, Constraints & Cost/Risk Drivers

Assess/AnalyzeEnabling/Critical

Components VersusCapabilities

Interpret User Needs.Analyze Operational

Capabilities & Environmental Constraints

Demo & Validate SysConcepts & Technology

Maturity VersusDefined User Needs

Develop System Perf(& Constraints) Spec &Enabling/Critical Tech

&Verification Plan

Develop FunctionalDefinitions for Enabling/Critical Technologies &

Associated Verification Plan

Demo SystemFunctionalityVersus Plan

Decompose FunctionalDefinitions into CriticalComponent Definition

& Tech Verification Plan

Demo Enabling/Critical Technology

Components Versus Plan

Develop System Concepts,i.e., Enabling/Critical Technologies,

Update Constraints & Cost/Risk Drivers

TRR

PDR

SRR

Interpret User Needs, Refine System

Performance Specs &Environmental Constraints

Develop SystemFunctional Specs &

System Verification Plan

Evolve FunctionalPerformance Specs into

CI Functional (Design to) Specs and CI Verification Plan

Evolve CI FunctionalSpecs into Product

(Build to) Documentationand Inspection Plan

Fabricate, Assemble,Code to “Build-to”

Documentation

Integrated DT&E, LFT&E & EOAs Verify Performance

Compliance to Specs

Individual CIVerification

DT&E

SFR

CDR

INPUTSINPUTS•ICD

•AoA Plan•Exit Criteria

•Alternative Maintenance & Logistics Concepts

INPUTS OUTPUTS OUTPUTS OUTPUTS

Trades Analyze

Assess/AnalyzeConcept & Verify System Concept’s

Performance

Trades Analyze

Demo/ModelIntegrated System Versus

Performance Spec

Trades Analyze

System DT&E, LFT&E & OAs,Verify System Functionality& Constraints Compliance

to Specs

Monitor and CollectAll ServiceUse Data

DevelopCorrective

Action

Analyze Data toDetermine

Root Cause

DetermineSystem Risk/

Hazard Severity

Integrate & TestCorrective Action

Implement andField

• Process Change – Hardware/Support• Materiel Change

INPUTS•Service Use Data•User Feedback•Failure Reports

•Discrepancy Reports•SEP

OUTPUTS

AnalyzeTrades

Assess Risk of Improved System

Combined DT&E/OT&E/LFT&EDemonstrate System toSpecified User Needs &

Environmental Constraints

•ICD & Draft CDD•Preferred Sys Concept

•Exit Criteria •T&E Strategy

•Support & Maintenance Concepts & Technologies

•AoA•SEP•TDS

•Sys Performance Spec•Exit Criteria

•Validated Sys Support & Maintenance Objectives &

Requirements•APB •CDD

•SEP •ISP

•TEMP

Analyze DeficienciesTo Determine Corrective

Actions

OUTPUTS

Modify Configuration(Hardware/Software/Specs)

To Correct Deficiencies

Logistics & Technical AcronymsASR – Alternative Systems Review

BLRIP – Beyond Low Rate Initial ProductionCDR – Critical Design Review

CI – Configuration ItemDT&E – Developmental Test & EvaluationEDM – Engineering Development Model

EOA – Early Operational AssessmentESOH – Environmental, Safety & Occupational Health

FCA – Functional Configuration AuditFMECA – Failure Mode Effects & Criticality Analysis

FOT&E – Follow-on Test & EvaluationFTA – Failure Tree Analysis

IOT&E – Initial Operational Test & EvaluationISR – In-Service Review

JITC – Joint Interoperability Test CommandLFT&E – Live Fire Test & Evaluation

LCC – Life Cycle CostsLORA – Level of Repair Analysis

LRIP – Low Rate Initial ProductionMTA – Maintenance Task Analysis

OA – Operational Assessment

OT&E – Operational Test & EvaluationOTRR – Operational Test Readiness Review

PESHE – Programmatic Environment, Safety & Occupational Health Evaluation

PDR – Preliminary Design ReviewPCA – Physical Configuration AuditPRR – Production Readiness Review

PPP – Program Protection PlanRMS – Reliability, Maintainability &

SupportabilitySEP – Systems Engineering Plan

S&T – Science & TechnologySFR – System Functional Review

SRR – System Requirements ReviewSTA – System Threat AssessmentSVR – System Verification Review

T&E – Test & EvaluationTEMP – Test & Evaluation Master Plan

TDS – Technology Development StrategyTRA – Technology Readiness Assessment

TRR – Test Readiness Review

LeastAcceptable

MostAcceptable

Recycle/Reuse

Reprocessing

Disposal Landfill

Disposal

Logistics/Sustainment

•Test Results •Exit Criteria

•APB • CPD • SEP •TEMP•Product Support Package

INPUTS

Operations & Sustainment•Peacetime•Training

•Joint Operations •Crises

Evaluate ProductSupport Capabilities

Performance Based Agreements

Business CaseAnalysis

Product Support Integrator/Product Support Provider

LFTEReport to Congress

BLRIPReport to Congress

AA CCCDCD DRRDRR FRPFRPDRDRBB

Demonstrate Product Support Capability•Footprint Reduction

•Supply Chain Management•Product Support Elements

Total Life Cycle Systems Management

Verify & ValidateProduction

Configuration

Define Supportability

Objectives

MTA

FMECA

FTA

RCM

LORA

•Prelim Sys Spec•T&E Strategy

•SEP•Support & Maintenance

Concepts & Technologies•Inputs to: -draft CDD

-AoA -TDS

-Cost/Manpower Est.

ASR

•Sys Performance Spec•LFT&E Waiver Request

•TEMP•Validated Sys Support &

Maintenance Objectives & Requirements

•SEP •PESHE •PPP •TRA•Inputs to:

-IBR -ISP -STA -CDD -Acq Strategy

-Affordability Assessment -Cost/Manpower Est.

SVR PRR SRR

•Initial Prod Baseline•Test Reports

•TEMP•Elements of Product

Support•Risk Assessment

•SEP •TRA •PESHE

•Inputs to: -CPD -STA -ISP

-Cost/Manpower Est.

•Data for In-Service Review•Input to CDD for next increment

•Modifications/upgrades to fielded systems

•SEP

Independent IOT&E

•Production Baseline•Test Reports

•TEMP • PESHE • SEP •Input to:

- Cost/Manpower Est.

Full-Up System Level LFT&E

J-6 Interoperability& Supportability Validation

Product Support Package/PBL Implementation•Product Support Elements •Support and Cost Baseline

•Supply Chain Management

•Contract for Sustainment (organic & commercial)

OTRR

JITC Interoperability Certification Testing

PCA

Develop Initial Product Support Strategy•Interoperability

•Supply Chain Mgmt•LCC Optimization

•Footprint reduction•Product Support

Elements

Performance Based Logistics (PBL) Strategy (Preferred Product Support Approach)

Refine Supportability

Objectives/Constraints

Set Product Support

Strategy

Pre-IOC & Post IOC Supportability Assessments

•Continuous Tech Refreshment•Obsolescence Management

•Configuration Control•Data Management

Product Support/PBL Management•Public-Private Partnering

•PBA Modifications•Assessment of PSI/PSPs

•Supply Chain Management

Product Support Plan•Statutory/Regulatory

•Source of Support•Legacy Considerations

-Supply Support -Training-Maintenance -Support Data

-Manpower & personnel

•Product Support Elements

The ChallengeDoD’s “A”cquisition Systems and Processes

The Acquisition Warrior

Unpredictable activity with end users, OSD, Congress,

industry, oversight organizations, and media

Challenges of Human Capital Management

Known Unknowns and Unknown Unknowns

DAU’s Challenge: Help workforce do their jobs, continuously learn, and respond

Formal Courses

Providing a Constant Support Presence in DoD Acquisition Careers

Filling the formallearning gaps with

comprehensivelearning assets

…with

Formal

& Informal

Learning

GuidanceAAP Q&AAAP Q&APolicies Webcasts

Communities of PracticeCommunities of PracticeVideosVideosBest PracticesBest Practices

Lessons learnedLessons learnedTemplatesTemplates

ToolsTools

GuidebooksGuidebooks RegulationsRegulations

LLaawwssHandbooksHandbooks AudiosAudios

SimulationsSimulationsGamingGamingScenariosScenarios

Classroom MaterialsClassroom MaterialsBrowseableBrowseableDL/CL coursewareDL/CL courseware

ACC BPCh

Acquisition Knowledge Acquisition Knowledge Management System (AKMS)Management System (AKMS)

AT&L knowledge repository – gateway to policy and DoD AT&L services

(MOSS2007)

Repository of

validated practices

and lessons learned.

(MOSS2007)

Collaborative arm of the

AKMS. Hosts acquisition

related Communities of Practice. (Ecco 2.0)

MultimediaMultimediaVideo and

audio library.(Qumu)

AtlasAtlas BlackboardBlackboardDistance learning courses

and continuous learning modules.

Classroom and online facilitation tools and content

management.

Learning Learning Management Management

SystemsSystems

GuidanceAAP Q&AAAP Q&APolicies Webcasts

Communities of PracticeCommunities of Practice

VideosVideosBest PracticesBest PracticesLessons learnedLessons learned

TemplatesTemplates

ToolsTools

GuidebooksGuidebooks

ExExaammplpleses

RegulationsRegulations

LLaawwss

HandbooksHandbooksAudiosAudios

SimulationsSimulationsGamingGamingScenariosScenarios

Classroom MaterialsClassroom Materials

Beyond formal instructor led training -- users have access to informal online performance support, cohorts/experts, and learning assets through Search,

ACQuipedia articles, and icatalog, – at their point and time of need.

DAPDAP

BrowseableBrowseableDL/CL coursewareDL/CL courseware

24/7 access to Informal learning assets

https://acc.dau.mil/

https://bpch.dau.mil/


https://bpch.dau.mil/


6

West Midwest South

Mid-Atlantic

Capital/NE DSMC

Learning Asset Delivery (Regions)

Learning Capabilities Integration Center

Global Learning Technology Center

Learning Asset Design

Performance & Resource Management

Operations Support

Planning, Policy & Leadership Support

HCI Assistant to the President

4th Estate Defense Acq& Career Management

Office of the PresidentPresident

Vice PresidentChief of Staff

Human Capital Planningand Management

Learning Asset Life Cycle Management and Delivery

DAU Learning Organization

Internet DeliveryGlobal Learning Technology Center

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Functional Leaders

Functional Center Directors

Mr. Alfred VolkmanAT&L IC

Mr. James DaltonFE

Mr. Stephen WelbySPRDE/SE/PQM

Dr. John FischerSTM

Mr. Randy FowlerLOG

Mr. Shay AssadCON

Dr. Nancy SpruillBCEFM

Mr. Dave AhernACQ & PM

Mr. Edward Greer T&E

Bill MotleyJohn McElhenny

Larry LeggettSharon DAnjou

Larry Baker

Marty Falk

Ray Ward John Snoderly

James Malloy

John Claxton

Leslie Deneault Tom Simcik

Dwayne Tripp

Richard Fowler

Michael Rodgers Pat DallostaBryan Johns David Floyd

Gerald EmkeLyle Eesley

Performance Learning Directors

Robert Pratt

Renee Butler

Gail Foley

Mr. Bill Kobren

LOG

Doug Killey

Mr. Lenny ManningCON

Mr. Brad Brown

Pm & ACQ

Mr. George ProsnikE&T

Ms. Sharon

JacksonBCEFM

Stephen Skotte Kevin Linden Terry Johnson

Revised 23 Jun 10

Dale Lippman

Reggie Parks

Ms. Joyce FranceIT/SAM

Learning at the Point of Need

“It’s not about classroom or web, it’s about selecting the right delivery medium.... Learning at the point of need is about giving the learner more control!”

Frank AndersonFormer DAU President

Formal and informal learning must be integrated!

© LearningGuide Solutions US, 2007

100%

80%

60%

40%

20%

0%30

Min.

58%

33%

48Hrs.

Time after course completion 3 weeks

Source: Research Institute of America

Performance Learning Model

Strategy

FormalTraining Event

MASTERY

Integrating Formal and Informal Learning

Informal Learning at the Point of Need

Single-Dimensional Learning Environment

Is this true: 80 % of learning takes place on the job (and not in a class)?

Informal = 80%

Formal = 20%

Informal vs Formal Learning

Informal:the degree which the learner has control of both the objective and the means.

Formal:the degree which the institution has control of both the objective and the means.

“Learning in the Workplace”, Marsick and Watkins, 1990.

Hours FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09

DAWIA Training 410,000 2,563,000 2,240,000 3,730,000 3,900,000 4,129,349 4,351,478 4,415,087 5,308,917 6,479,014

CL Module Hours 0 331 20,382 456,423 192,000 439,416 535,315 837,086 1,205,471 1,785,446

Knowledge Sharing 0 0 0 277,000 471,500 775,654 782,818 656,674 697,509 1,236,971

Mission Assistance 0 0 0 136,800 170,317 380,800 400,535 389,416 419,504 492,521

Total 410,000 2,563,331 2,260,382 4,600,223 4,733,817 5,725,219 6,070,146 6,298,263 7,631,401 9,993,952

DAU Provides both formal & informal learning

304% increase of informal hours over the FY03 baseline

12

Second Transformation:Making “Learning at the Point of Need” a Reality!

DAU Media Library

DAU on iTunes UMG Erwin LesselLiving Library InterviewLive WebCastConference SpeakersGuest Lecturers

Defense Acquisition Portal (New)

Best Practices Clearing House

ACQuipedia

Acquisition Community Connection (ACC)Integrated

Environment

Asset in one location

Consumable by All Locations!

DAU Training Assets

Multi- dimensional Learning Environment

AT&L Knowledge Management System (AKMS) Systems and Tools

13

What’s Ahead to Support the Workforce?

Personalization – A “My DAP” option, pushing the latest information based on personal profiles and needs

Latest ACC social networking tools with updated software

Upgraded BPCh system and integration with communities of practice

Upgraded AAP system and conversion to “Ask A Question” System with tie-in to communities of practice

Expanded set of Performance Learning Tools – Contract Pricing and Reference Guides, Updated ILC, Life Cycle Log Chart, Milestone ID and Development, Joint

Probability of Program Success, and many others