NAVY ARO – DAU Partnership Building a Risk Management Community & Other Topics John Driessnack DAU – NE/Capital PML Department .

NAVY ARO – DAU PartnershipNAVY ARO – DAU Partnership

Building a Risk Management Community

&Other Topics

John DriessnackDAU – NE/CapitalPML Department

http://www.pmcop.dau.mil

OUTLINEOUTLINE

 The CHALLENGE• DoD 5000 to CJCS 3170.01 changes• Understanding of Risks in this business

DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP)• Risk Community (go through the site)• Transition from pilot at Navy ARO to DAU

From DeskbookKickoff article:PM Mag Jul/Aug 95

The Challenge

Knowledge Management for the DOD and Industry Acq, Tech and Logistics Force

Three Major Decision Support Systems (Management Systems That Control The Program Manager)

Three Major Decision Support Systems (Management Systems That Control The Program Manager)

RULES

REVIEWS

DECISION

FOCUS

PLAYERS

Defense AcquisitionRequirements

GenerationPPBS-Resource

Management

CJCSI 3170.01

USER/SVC CHIEFVJCS/JROC

JROC

MSN NEED

THREAT/CAPABILITY

Life CycleManagement

ContractManagement

DOD 5000 SERIES

PEO/CAE/DAE

MILESTONE

NEXT PHASE

SYS LIFE CYCLER&D/PROC/O&S

FARDFARS

PCO/HCA/SPECAG/DCMA

BUSINESS

CONTRACTS

CONTRACTORPERFORMANCE

DPG/POM/BUDGETDoD 7000 SERIES

PEO/SVC HQ/OSDOMB/CONGRESS

DRB

FUNDING

ANNUALFUNDING

CAG: Competition Advocate General CJCS: Chairman, Joint Chiefs of StaffCJCSI: Chairman, Joint Chiefs of Staff InstructionDAB: Defense Acquisition BoardDFARS: Defense FAR SupplementDCMA: Defense Contract Mgmt Agency

DPG: Defense Planning Guidance DRB: Defense Resources Board FAR: Federal Acq RegulationHCA: Head of Contracting Activity JROC: Joint Requirements Oversight Council OMB: Office of Management & Budget

OSD: Office of the Secretary of DefensePCO: Procuring Contracting Officer PEO: Program Executive OfficerPOM: Program Objectives MemorandumSPE: Senior Procurement ExecutiveVCJS: Vice Chairman, Joint Chiefs of Staff

New Acquisition PolicyNew Acquisition Policy

•Interim Guidance Documents:-The Defense Acquisition System-Operation of the Defense Acquisition System-Interim Defense Acquisition Guidebook

To This(30 Oct 2002)

• DoD Directive 5000.1• DoD Instruction 5000.2• DoD Regulation 5000.2-R

From This(April 2002)

• DoDD 5000.1 & DoDI 5000.2 will be reissued in January 2003.• DoD 5000.2-R will not be reissued.• The former DoD 5000.2-R serves as the Interim Guidebook pending issuance

of a streamlined guidebook. The former DoD 5000.2-R is NOT mandatory.

www.dod5000.dau.mil

• Five major categories containing 14 definitive policy statements:

− Achieving Interoperability− Rapid & Effective Transition from

S&T to Products− Rapid & Effective Transition from

Acquisition to Production− Integrated & Effective Operational

Support− Effective Management

• 8 pages and 3 enclosures

• Thirty short, clear and concise policy statements, with following additions:

−Decentralized Responsibility−Reduced Cycle Time−Collaboration−Information Superiority−Information Assurance−Intelligence Support−Knowledge-Based Acquisition−Systems Engineering−Products, Services & Technologies−Performance-Based Logistics−Program Goals−Legal Compliance−International Agreements−Cost Realism−Cost Sharing−Program Information

• 5.5 pages, No enclosures

DoDD 5000.1, chg1, 4 Jan 01 The Defense Acq System, 30 Oct 02

Most policy statements from DoDD 5000.1 have been summarized and included in the new interim guidance. Many policy areas were added from cancelledDoDI 5000.2 and DoD 5000.2-R

DEPSECDEF Memo, Defense Acquisition, 30 Oct DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, 2002, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System

DEPSECDEF Memo, Defense Acquisition, 30 Oct DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, 2002, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System

− Information Superiority− Information Assurance− Products, Services & Technologies

From DoDI 5000.2 & DoD 5000.2-R

− Tailoring− Innovation, Continuous

Improvement, and Lessons Learned− Technology Development &

Transition− Interoperability− Research & Technology Protection− Performance-Based Acquisition− Competition− Independent Operational Test

Agency− Streamlined Organizations− Professional Workforce

From DoDD 5000.1

−Intelligence Support−Systems Engineering−Performance-Based Logistics−Program Goals−Program Information

From DoD 5000.2-R

− Cost Sharing− Cost Realism− Reduced Cycle Time− Collaboration− Legal Compliance− International Agreements

From DoDI 5000.2

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, attachment 1, The Defense Acquisition SystemThe Defense Acquisition System

Major Policy Statements

• Two development processes to implement Evolutionary Acquisition Strategy- Incremental Development: End-state requirement is

known, and requirement will be met over time in several increments

- Spiral Development: Desired capability is identified, but end-state requirements are not known at Program Initiation. Requirements for future increments dependent upon technology maturation and user feedback from initial increments

• Evolutionary acquisition strategies shall be preferred approach to satisfying operational needs.

• Spiral development shall be the preferred process.

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System

Evolutionary Acquisition

• Initial Capability Document (ICD) replaces MNS at Milestone A

Captures capability shortfall in terms of integrated architectures; identifies critical capabilities to satisfy the requirement, and best joint solution(s).

• Capability Development Document (CDD) replaces ORD at Milestone B

Each CDD will have a set of validated KPPs that will apply only to that increment of the evolutionary acquisition strategy.

• Capability Production Document (CPD) replaces ORD at Milestone C (updated CDD)

• Common element is CAPABILITIES that may be required to:

Resolve a shortfall in warfighting capability, accommodate technology breakthrough or intelligence discoveries.

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System

New Requirements Documents

Details will be implemented by revisions to CJCSI 3170.01B.

Production, Fielding/Deployment, &

Operational Support

ProgramDefinition & Risk

Reduction

Concept &Technology

Development

Production & Deployment

Operations & Support

Technology Opportunities & User Needs

ConceptExploration

Determination

of Mission

Need

Engineering & Manufacturing Development

Demilitarization

&

Disposal

I II III

1996 DoD 5000.2-R Process

Current DoD 5000 Process

System Development& Demonstration

CA BA B

0

The 5000 Processold and new

The 5000 Processold and new

IOCBA

Concept &Tech Development

System Development& Demonstration Production & Deployment

Pre-Systems Acquisition

Systems Acquisition(Demonstration, Engineering

Development, LRIP & Production)

Operations & Support

C

Sustainment

Technology Opportunities & User Needs

Concept Exploration

TechnologyDevelopment

System Integration

System Demonstration

LRIP Full-Rate Prod & Deployment

CriticalDesignReview

FRPDecisionReview

Sustainment Disposal

FOC

IOC: Initial Operational CapabilityFOC: Full Operational Capability

The 5000 ModelThe 5000 Model

Relationship to Requirements Process

Initial Capabilities Document (ICD)

Capabilities Development Document (CDD)

Validated & approved by operational validation authority

• Process entry at Milestones A, B, or C• Entrance criteria met before entering phases• Evolutionary Acquisition or Single Step to

Full Capability

Capabilities Production Document (CPD)

Ongoing MissionArea Analysis

DOTMLPF

Enterprise Architecture

ICD

MS A

AnalysisOf

CapabilitySolution

Sets Demo

Refinement ofSolution Sets

Concept and TechnologyDevelopment

LRIP

LRIP

LRIP

SDD

Oversight

RequirementsAcquisition

FRP

FRP

FRP

Increment 1

MS B

MS C

MS CMS B

MS CMS B

MDA RA

Integrated Decision Meetings

CDD

MDA RA

MDA RA

CPD

Demo

Demo

Demo

Demo

Demo

Increment 2

Increment 3

Approved

Doctrine, organizations, training, materiel, leadership, personnel & facilities

Requirements/Acquisition Process

New

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, attachment 2, Operation of the Defense Acquisition SystemOperation of the Defense Acquisition System

UNCLASSIFIED

UNCLASSIFIED

JO TNI

S TA FFCH IE FS OF

Functional AreaFunctional Concept

Integrated Arch

DOTLPF

Process

Materiel Process

Analysis of Materiel Approaches

D

O

T

M

L

P

F FCB

Feedback

Overarching PolicyNSS/NMS/Joint Vision

Joint Concept of Operations

Functional Area

Analysis

MS A

Demo Increment 1Increment 1

Demo Increment 2Increment 2

MS B MS C

MS B MS C

AoA

Concept

Refinement

JROC DAB

JROC DAB

JROC DABTechnology

Development

CDD

1

3

2

2

31 - Concept Refinement Decision2 - Critical Design Review3 - Full Rate Production Decision

IOC

ICD - Initial Capabilities DocumentCDD - Capability Development DocumentCPD - Capability Production Document

CPD

ICD

Joint Capabilities Integration and Joint Capabilities Integration and Development System (JCIDS)Development System (JCIDS)

UNCLASSIFIED

UNCLASSIFIED

JO TNI

S TA FFCH IE FS OF

Service or Other Input to the FCBService or Other Input to the FCB

Functional AreaFunctional Concept

Integrated ArchFunctional Area Analysis

Functional Needs

Analysis

DOTLPF Process

Materiel Process

Analysis of Materiel Approaches

D

O

T

M

L

P

F

Alternative 1

Alternative 2

JROC InterestJROC/ DAB

AoA

FCB

Joint ImpactFCB/ Component

MDA

Overarching PolicyNSS/NMS/Joint Vision

Joint Concept of Operations

ICD

ICD 1

1 - Concept Refinement Decision

Gatekeeper

Source Requirements

Process

JROC InterestJoint Impact

JCPAT Review

Independent

Joint Integration

Additional FCBs

Input Source

ICD/CDD/CPD

InteroperabilityCertification

CDDCPD

OUTLINEOUTLINE

 The CHALLENGE• DoD 5000 to CJCS 3170.01 changes• Understanding of Risks in this business

DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP)• Risk Community (go through the site)• Transition from pilot at Navy ARO to DAU

CommunitiesOf Practice

PerformanceSupport

Continuous Learning

Executive

Job Experience

Level 3 DAWIA Certification

Job Experience

Level 2 DAWIA Certification

Job Experience

Level 1 DAWIA Certification

A Structured Approach to Organizing AT&L Intellectual Capital

DAU Performance Learning ModelDAU Performance Learning Model

DAU’s Learning Paradigm Shift

InstructorInstructorStudentStudent

StudentStudent

StudentStudent

LearnerLearner

InstructorInstructor Library Resource CenterLibrary Resource Center

Communities of PracticeCommunities of PracticeInternet products

XXX.dau.mil

Instructor CentricInstructor Centric

Learner CentricLearner Centric(Knowledge Seekers)(Knowledge Seekers)

ExpertsExperts

ClassClass

Other UniversitiesOther Universities& Organizations& Organizations

13

Driessnack

DAU PM Tool Kit Feb 2002

http://www.dau.mil/pubs/misc/toolkit.asp

Driessnack

Driessnack

DoD AT&L Knowledge

Sharing System

DAU 5000 Resource Center

New Gateway to Policy, Processes, Tools

and Experts Career Field and Business Process On-Line Knowledge Communities

Expands upon and replaces

DoD Desk Book

www.deskbook.dau.mil

OUTLINEOUTLINE

 The CHALLENGE• DoD 5000 to CJCS 3170.01 changes• Understanding of Risks in this business

DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP)• Risk Community (go through the site)• Transition from pilot at Navy ARO to DAU

4 December 2002

PM Community of Practice

WhyOSD-championed, DAU partnershipBusiness process oriented, PM-selected communitiesConcentrated on ACAT program team performance

WhoTotal acquisition workforce, Open to industryLeadership, experts, practitioners, peers

WhatCollaboration forumsInformation, knowledge, expert, and peer searchPerformance centered learningFAQs, tools, templates, resources, references

HowPractitioner drivenEvolutionary developmentDesktop compatible, web-based, server basedMaximize leverage of other efforts & investmentsMeasure progress towards organizational & cultural

change

http:/www.pmcop.dau.mil

4 December 2002

Building Trust

Community Build Maturity Model

Surfer Member SME Leader

Functionality&

Performance

Register

Contribute

Search

Collaboration

Feedback Facilitation

Community Building

Content Audit Mentoring

Publish

Find Members

Champion

CommunityResponsibility

Advanced PortalHelp Others

Get OurJob Done

Help MeGet My

Job Done

Advanced Search

4 December 2002

Need support from the top … LEADERS MUST USE IT/PARTICIPATE Focus on community development … PEOPLE Must earn support from the bottom up … MUST SHOW VALUE Target business needs/objectives up front … HIGH PAYOFF TARGET Need a facilitation team … MUST HAVE BELIEVERS Audit knowledge sources … LEVERAGE EXISTING SOURCES Use spiral development … EVOLVE IT is only part of the solution Start with a quick win … start small & build Assess organizational culture and acceptance Let the community … experts … determine requirements Keep it simple … consistent navigation and feel Place a name to every contribution … assign responsibility Database driven … facilitates capture/reuse KM is cost effective ... but, requires an investment This is a 3-5 year cultural change process BUILDING A KM PROGRAM IS NOT EASY OR CHEAP!

KM Lessons LearnedKM Lessons Learned

Risk Management Community Risk Management Community ObjectivesObjectives

Build a robust online community of risk management professionalsLeverage community expertise to improve the performance of RM tasks, questions and problemsIntegrate fundamental learning content with practitioner developed knowledge assets to improve performance

Risk Management CommunityRisk Management Community“Entice, Excite & Engage”“Entice, Excite & Engage”

The essence of this community is its membersDevelop and Evolve RM Community direction based on community needs and concernsExpand Risk Management community by reaching out and interacting with potential members• Conferences, presentations, brochures, website, phone calls,

emails, interviews, assistance to community members, trinkets, word of mouth

Cultivate community interaction through PMCoP Site, Contributions, Discussions, Community Meetings

Risk Management Community Risk Management Community Identified TasksIdentified Tasks

 Planning Tasks• Develop and document a well organized risk

strategy • Determine Methods to implement the risk

management strategy• Create a Risk Management Plan

Assessment Tasks• Identify Risk Events • Conduct Risk Analysis • Perform a Performance/Technical

Assessment

Lessons Learned Lessons Learned Cultivating a CopCultivating a Cop

Hard to track in database driven web sitesCRM Systems critical for effective metrics of KM Community based sites65% of overall effort spent community buildingReal relationships are the keyObjective is more important than the plan

Transition from Pilot to DoD AKSSTransition from Pilot to DoD AKSS

 Transition in progress...next 6 months• Use www.DESKBOOK.DAU (AKSS) www.PMCOP.DAU (PMCOP)

Continue integration into Learning Model Come join and use and/or contribute My vision…• Functional + Process + Program COPs• Expanded Industry/DoD/other partnerships