Requirements Executive Overview Workshop Joint Capabilities Integration and Development System (JCIDS) Defense Systems Management College Defense Acquisition.

Requirements Executive Overview Workshop

Joint Capabilities Integration and Development System (JCIDS)

Defense Systems Management College

Defense Acquisition University

Fort Belvoir, Virginia

14 November 2012

Tab 2 – JCIDS including Rapid Response

Developing Requirements

• The Requirements Environment• Evolution of Capabilities Based Planning• Sequence of events

– Analysis– Initial Documentation– Transitions to actions that provide solutions

• Non-Materiel solutions• JCIDS interactions with developing materiel solutions• Requirements Approval structure• Recent Changes to the Process• Rapid Response Lanes for JCIDS• JCIDS Review

2


The Requirements Environment

Finding the balance between:

CCMD near-term requirements to support CONPLANs and

current missionsand

Services’ long range vision & investment plans

Versatile, joint systems andSystems optimized for service

missions

Growing demands and Fiscal & political constraints

Geographic specificity and Worldwide applicability

Ambitious requirements and Achievable acquisition strategy

Quantity matters and High-end capabilities

3

Tab 2 – JCIDS including Rapid Response 4

Requirements Generation System (RGS) ~30 years of experience

Threat vs Capabilities-Based Planning

Joint Capabilities Integration and Development System (JCIDS) ~ Since 2003

Late Integration

Joint Capabilities

Strategic Direction

Joint Warfighting Concept Development

Joint Experimentation, Assessment & Analysis,

Validation, Selection of SolutionsServices Build Systems

Service Unique Strategic Visions and Requirements

Service Experimentation, Assessment & Analysis,

Validation, Selection of Solutions

CCMDs, Services’ Unique Strategic Visions


Force Management Adaptive Planning

JCIDS (J8)

Common Lexicon – Joint Capability Areas

Joint Concepts (J7)

• CJCSI 3010.02C • Joint Concepts• Joint Concept Development &

Experimentation Process Guide• JCDE Campaign Plan

• CJCSI 3170.01/JCIDS Manual• JROC Validation and Approval of

JCIDS Documents• Joint Capabilities Board• Functional Capabilities Boards • Evaluation of CCMD Needs

(lessons learned, joint urgent needs, CGA/IPL, etc.)

Strategic Guidance (OSD (P))

• National Security Strategy• National Defense Strategy• National Military Strategy• QDR Report• GEF• DPPG/DPG**New strategic guidance for DOD (Jan 2012)

Spt for Strategic Analysis (OSD (P)/J-8)

• Defense Planning Scenarios• Integrated Security

Constructs• Multi-Service Force

Deployment• Operational Availability

Studies• Global Force Management

DoD 5000 (OSD AT&L)

• Defense Acquisition Boards• Materiel Development Decision• Milestone Decisions• Acquisition Decision Memos• Root Cause Analysis• Selected Acquisition Reports/

Defense Acquisition Executive Summaries

• Program Objective Memorandum/ Budget Estimate Submission

• Program and Budget Review• Resource Management

Decisions• President’s Budget

CBP

Strategic GuidanceAnd Desired Effects

Delivered Capability to the Joint Warfighter

PPBE (OSD (C/CAPE))

Capabilities-Based Planning (CBP)


JCIDS is…

• A key supporting process for DoD acquisition and PPBE processes– That supports “the statutory responsibility of the JROC to validate joint warfighting requirements”– And supports the CJCS advising the Secretary of Defense in identifying, assessing and prioritizing joint

military requirements– A Staffing method enabling the Joint Staff to ensure Sponsors’ needs meet the Chairman’s intent (Joint

force needs)• JCIDS is not… the entire “Integrated Defense Acquisition, Technology, and Logistics Life Cycle

Management System”

“Requirements”(JCIDS)

Acquisition

PPB&E


• LRIP• FOT&E

•Technology Demonstrated

•Initial Key Performance Parameters/Key System Attributes (KPPs/KSAs)

•Acquisition Strategy

•T&E Master Plan (TEMP)

•SEP

MS “B”

•Final Design•Developmental T&E (DT&E)

•Operational Assessments

•Revise KPPs/KSAs


•Acquisition Program Baseline (APB)

•TEMP•SEP

MS “C”

Develop, Test, Produce & Field

MS “A”

Evolutionary Acquisition

Materiel Solution Analysis

Technology Development

Engineering & Manufacturing Development

Production & Deployment

CDD CPD

SECDEF

Select JointConcept

Activity

Capabilities-Based Assessment /Other

Policy Identify Capability Requirements

Develop CONOPS

Select Materiel Solution

•Low Rate Initial Production (LRIP)

•Initial Operational T&E (IOT&E)


•APB•TEMP•SEP

Military Services

OSD/Joint Staff

•Analysis of Alternatives (AoA)

•Technology Development Strategy (TDS)

•Test & Evaluation (T&E) Strategy (TES)

•System Engineering Plan (SEP)

OSD (AT&L, CAPE), Services and OSD (DOT&E) -- Joint Staff (JROC)

Analysis ofAlternatives (AoA)

CompetitivePrototyping

Joint Staff / Joint Requirements Oversight Council / OSD

Getting The Front End Right is Key

JCIDS and Acquisition

•SSA Products

•Integrated Security Constructs

•Joint Concepts

ICD

MaterielDevelopment

Decision

Sponsor-Approve

dCDD

Identification of Capability Requirements

CCMD

• Operational Planning

• CBAs & Other Studies

•Exercises/Lessons Learned

Outputs• Mission & Problem• Capability Gaps• Tasks•Performance•Conditions

• Operational Risk•Non-Materiel Approaches

•Materiel Approaches•Recommendations

President, SECDEF & Chairman:•Strategic Guidance •JCTDs/JUON/JEON/

Experiments•JIEDDO Initiatives•Defense Business Sys

Validates ICD

Reviews AoA Results

Validates CDD

Validates CPD

JROC action for JROC Interest programs (ACAT I & IA)


Capabilities-Based Assessment (CBA)

NEEDS

GAPS

SOLUTIONS

ExistingGuidance

The problemsand the risks

What we need for the mission

What should wedo about it?

Where does this need rank?

How soon do we need it?


Identifying Needs and Potential Solutions

• CBA Recommendations:– Transformational solutions– Evolution of existing capabilities– Information technology solutions

• Information for an Analysis of Alternatives (AoA)

• Managers must communicate to avoid disconnects over seams between JCIDS, DAS, and PPBE

• CBA Documentation:– Initial Capabilities Document– DOTmLPF-P Change Recommendation


CBA Output Documents

• Joint DCR – DOTmLPF-P Change Recommendation– When DoD decides a Joint Non-Materiel Solution is appropriate– Non-Materiel Solutions

• Change doctrine• Reorganize• Train DOD personnel differently• Acquire commercial or non-developmental items, or additional

quantities of existing items• Adjust the professional development of the joint leader • Add or reassign personnel• Move or realign facilities• Change policy


CBA Output Documents

• Initial Capabilities Document (ICD) (MS A)– Documents Capabilities-Based Assessment (CBA) Results –

specifically Capability Gaps– Identifies relevant operational performance attributes– Documents the recommendation on the need for a materiel

solution and potential non-material solutions– Predecessor for the Capabilities Development Document


Operational Performance Attributes

• Attributes Necessary to Design a Proposed System

• Establish a Performance Baseline

• Guide Development and Demonstration

• Guide Development of Key Performance Parameters (KPPs) for Inclusion in Capabilities Development Document

12


Key JCIDS Development Documents

• Capability Development Document (MS B)– Defines Performance Requirements to Achieve the Capability

• Identifies KPPs, KSAs, and additional attributes• Attributes should be Authoritative, Measurable and Testable

– Describes DOTmLPF-P constraints associated with the solution– May describe multiple increments– Provides operational capabilities for the acquisition strategy and

the Acquisition Program Baseline (APB)– Insert all CDD KPPs and Sustainment KSAs verbatim into the

APB

13


Key Performance Parameters (KPPs)

• Performance Attributes of a System• Critical To Develop an Effective Military Capability • KPPs Must be Measurable, Testable, and Quantifiable in

a Practical and Timely Manner– Enable feedback from T&E; support decision making

• Mandatory KPPs– Force Protection, Survivability, Sustainment, Net Ready,

Training, Energy

• Validated by the JROC for JROC Interest Documents• Failure to Meet a KPP Results in Reevaluation or

Reassessment of the Program

14


Key System Attributes (KSAs)

• Attributes or Characteristics Considered Essential to Achieving a Balanced Solution

• Not Critical Enough to be Selected as a KPP• Also Measurable, Testable, and Quantifiable• Identified by the Sponsor; Should be Kept to a Minimum• Sponsor Senior Leadership can Change a KSA


Key JCIDS Development Documents

• Capability Production Document (CPD) (MS C)– Supports Production and Development of one increment– Documents Authoritative, Testable Capabilities – Support Production, Testing, and Deployment

• May describe Incremental Production and Deployment– No New Requirements– Must meet Operational Performance Attributes

16


Differences Between the CDD and the CPD

CDD CPD

Focus on Design Focus on Production

All Increments A Specific Increment

KPPs to Help Evaluate Alternative Designs

KPPs Refined and Tailored to the Proposed System

17


JCIDS Document Tracks

JROCJROCJROC Interest

Joint Integration

Joint Information

JCB Interest

KM/DS staffing & comment

FCB review & prioritization

Independent







FCB prioritization

JCBReview

ValidationAuthority

ValidationAuthority

JCBJCB

SponsorSponsor

Joint Staffing Designator

(JSD)

ACAT I/IA programs & Joint DCRs

ACAT II & below with impact on interoperability

ACAT II & below that require endorsements & certifications

ACAT II & below that do not require endorsements & certifications

All othersKM/DS: Knowledge Management/Decision Support tool


A Streamlined Process (Deliberate)

)

Sponsor Gatekeeper

Functional Capability

Board

• SME inputs from DoD

• Prep for JCB/JROC

Termination

Joint RequirementsOversight Council

Acquisition(and/or DCRs)

Joint CapabilitiesBoard

Phase 1Staffing

• O-6 level coord from across DoD

Phase 2Staffing

• GO/FO lvl

coord from

multiple

agencies

Sponsor Gatekeeper

FCB Chair:Phase 2?

21 days4 days VariableTotal:

95 – 160+ days45+ days 4 - 40 days

FCBDraft

• Prep for mtg

15 days 26 – 35 days

DJ8PrepBrief

Est. 21 days Commenting/30 days Adjudication/7 days to FCB Chair

4 days Est. 7 days to JCB/14 days to JROC Total: 83 days

Sponsor Gatekeeper

Functional CapabilityBoard

• SME inputs from DoD

• Prioritization within this portfolio

• CCMD Inputs• Allied/Partner Nation

equity• Non-material

recommendations

FCB Chair:Ready

ValidationDiscussion?

Termination

JROCJCB

Acquisition(and/or DCRs)

Combined“Staffing”


Requirements Decision Chain

JCB

JROCJROC

VCJCS

FCB WG

FCB

JROC DECISION CHAIN

JROC: Joint Requirements Oversight CouncilJCB: Joint Capability BoardFCB: Functional Capability BoardFCB WG: Functional Capability Board Working Group

JROC MEMBERSHIP

Chair: VCJCS

Council Members:

• Vice Chief of Staff, Army

• Vice Chief of Naval Operations

• Vice Chief of Staff, Air Force

• Assistant Commandant of the Marine Corps

• Combatant Commands* (Commander or Deputy Commander)

*Unless otherwise directed to participate by the JROC Chairman, CCMD representatives are highly encouraged to participate as voting members of the JROC when matters related to the area of responsibility or functions of that command will be under consideration by the JROC. USD(AT&L), Dir, CAPE, USD(Comptroller), DOT&E, and USD(Policy) attend as JROC advisors

Owns JCIDS; Validates JROC Interest documents; final authority

Validates JCB Interest documents; assists JROC

Reviews documents & prioritizes prior to FCB review

Reviews documents; prioritizes within portfolio; makes validation recommendation to JCB/JROC

JROC Chairman; Advises the CJCS


Functional Capability Boards & Sponsoring Organizations

LogisticsBattlespace Awareness

Mr. GareauJS J-2

Mr. HawkinsJS J-4

Force Application

BGenO’Donohue

JS J-8

Force Support

Protection

BG PolakowskiJS J-8

DOD CIOOSD(Comptroller)

D/CAPEDIA Rep (Threat)ODNI/IRB Other DoD Agencies as necessary

FCB Membership: (O-6 level)ServicesCombatant Command RepsOSD (AT&L)OSD (I)USecAF (Space)

BGenO’Donohue

JS J-8

Additional JCAs: • Building Partnerships• Corporate Management& Support

C4/CyberIncludes NC and

C2 JCAs

Brig Gen Weggeman

JS J-6


Capability Development Tracking and Management (CDTM)

• IT system that transforms JCIDS capability tracking from document-centric to data-centric process

– Developed and deployed on NIPRNet and SIPRNet– 30 June 2011 mandated CDTM use for all JCIDS documents (ICD,

CDD, CPD, DCR) has been relaxed until post JCIDS Manual re-write

• Capability gap traceability

• Process metrics

• Ease of use enhancements– Improved search capability

– Improved document creation

– Input standardization

• Ability to data share with otherDoD applications


Summary of the Deliberate JCIDS Process

• Materiel Solutions– Initial Capabilities Document (ICD)– Capability Development Document (CDD)– Capability Production Document (CPD)

• Non-Materiel Solutions – Joint DOTmLPF-P Change Recommendation (DCR)

• Operational Requirements Development is a Team Effort; All Stakeholders Should be Involved; Involve the User in Technical Requirements Development

• Implementing Major Changes to Improve the Process…


Rapid Response

24


Rapid Response Situations

• Urgent and Compelling Needs During Crisis and Conflict

• Each Service has Policies and Procedures, but …

• Service-Unique Approaches do not Address Theater-Wide Joint Urgent and Emergent Operational Needs

• Requirements Managers Need to Stay Engaged in the Process


• Deliberate Requirements– Service, CCMD or Agency Driven– Traditional route for capabilities that require

significant tech development and/or are not urgent or compelling in nature

• Emergent Requirements– CCMD Driven– Supports accelerated acquisition of

capabilities needed for an anticipated or pending contingency operation

– VCJCS verifies, JCB or JROC validates

• Urgent Requirements– CCMD Driven– Urgent and compelling to prevent loss of life

and/or mission failure during current operations– Require little tech development and can be

resolved in less than two years– DDR validates

“Keep right, except to pass”

DELIBERATE

EMERGENT

URGENT

0 – 2YRS

0+ to 5

YRS

CONFLICTLANEONLY

POTENTIALCONFLICT

LANE

2-6+YRS

Three Requirements “Lanes”


Joint Urgent & Emergent Operational Needs

• Every Service has a Rapid Response Procedure

• The Joint Rapid Response Lanes are the Joint Urgent Operational Needs (JUON) and Joint Emergent Operational Needs (JEON)

• JUON/JEON Validation and Resourcing Involves – VCJCS/JCB/JROC– The Gatekeeper (J8 Deputy Director for Requirements (DDR))– The Joint Rapid Acquisition Cell (JRAC)– Functional Capabilities Boards (FCBs) and Working Groups– The Military Services, Defense Agencies, ISR TF and

Joint Improvised Explosive Device Defeat Organization (JIEDDO)


Who Initiates an Urgent/Emergent Need?

• An Urgent/Emergent Request Must Come from:– A Joint Force Commander– A Service Component Commander – A commander’s delegated representative

• Service or Services Must Validate Service-Unique Urgent/Emergent Need

• JUONs/JEONs are Endorsed by the Combatant Commanders and Validated by the Joint Staff


Urgent/Emergent Staffing


JUON / JEON Process Flow From Generation to Delivery to Assessment

Warfighter

Originates

Joint Rapid Acquisition Cell (JRAC)

• Determines Resourcing Strategy• Assigns to JIEDDO or

Service/Agency for sponsorship

Services/Agencies

Non C-IED Solutions

Joint IED Defeat Office

C-IED Solutions

FCB

Triages

JS J-8/RMD

Receives

JS J-8 DDR or JCB/JROC

Validates

Senior Integration Group (SIG):

Oversight Body for DoD Urgent Needs

Solution Delivery

CCMD CoS

Certifies

Assessment ofOperational Utility

30


The Sponsor

• Service or Agency Recommended by the Gatekeeper and Named by the JRAC

• The Sponsor Develops an Initial Course of Action– Implementation recommendation– Funding strategy recommendation

• The Sponsor Manages the Approved JUON / JEON Effort


Challenge of Rapid Acquisition

Future FocusedVery Structured ProcessEvolved RequirementsAnalysis of AlternativesLengthy DevelopmentHigh Visibility on ProgramLarge Investment

immediate

Now-focused More ad hoc process Broad requirement Quick assessment of

alternatives Limited development High visibility on results Limited investment Very Limited Feedback Transition to PoR


JCIDS Review

33


Law and Policy

• Title 10 Responsibilities (as modified by 2009 Weapon System Acquisition Reform Act and 2011 National Defense Authorization Act)– The JROC shall assist the VCJCS…

• In making cost, schedule, and performance trades• In prioritizing joint military requirements

– The JROC must…• Consider input from Combatant Commanders on joint requirements• Consider cost, schedule and performance tradeoffs in establishing

requirements• Set an Initial Operational Capability (IOC) schedule objective for each

requirement

• All the above further emphasized in the JROC Charter (CJCSI 5123 series)

• More than any other body,

…. the JROC is charged with shaping the force

34


What Has Happened in the Past

• Current construct ineffective; does not encourage/promote incisive questions/discussions– Little consideration of cost/schedule/performance tradeoffs– No prioritization within and across portfolios…little to no risk analysis– Document and process intensive -- bureaucratic and time consuming– Little impact on shaping the force

• Congressional Question for the Record (GEN Dempsey Confirmation Hearing)– “General Dempsey, what’s the remedy for Admiral Mullen’s belief that DoD

has ‘lost the ability to prioritize, to make hard decisions, to do tough analysis, to make trades’?”

• JROC Criticisms (Defense Science Board, Defense Business Board, Government Accountability Office,…)– Not making the hard decision regarding cost/schedule/performance– Perceived as not timely and too document centric

35


Where are We Going

Take the Lead in Shaping the Force:

– Debate the difficult issues and make difficult choices earlier

– Better upfront fidelity on cost/schedule/performance tradeoffs

– More analytic rigor and risk/portfolio analysis

– Stronger emphasis on prioritizing requirements/capabilities

– More dynamic/iterative process throughout a program’s lifecycle. (Revisit as necessary…strategy shifts, threat changes, etc.)

Create a more dynamic and iterative process…Make difficult choices throughout the requirements process continuum!!!

36


How We are Getting There

• Limit the audience so determinative discussion/ decisions can be made– More Tank-like– JROC Principals+1, CCMD Principals+1– Statutory Advisors or their Deputy (AT&L, CAPE, OT&E, OSD(P), OSD (C))– JS J7– FCB Chair– Minimal others by invitation only…

• Cost vs. Capability vs. Risk – better upfront analysis of alternatives– Review of Analysis of Alternatives (AoA) prior to Milestone A – Highlight non-materiel approaches as alternative or in conjunction with materiel

solutions– Tee up the appropriate debate

• Tougher decisions on the 80% solution (i.e. knee in the curve)• More portfolio analysis to determine risk• Include Special Access Programs in the portfolio review; established JRAD

• Solution centric vice document/process centric – faster timelines

37


Changes to JCIDS

38

• Consolidated Four Instructions Into Two and JCIDS Manual

– CJCSI 5123 (JROC Charter) and CJCSI 3170 (JCIDS), 10 Jan 2012

– JCIDS Manual, 19 Jan 2012

– Cancelled: CJCSI 3137 (FCBs) and CJCSI 3470 (JUONs)

• Adjusted JROC Venue to be More Tank-like with FCBs Briefing Issue and Providing Portfolio-Level Assessment

– Incorporated SAP aspects into the discussion

• Require FCB Joint Prioritization of Capability Requirements Within Their Portfolio

• Stand Up the SAP Integration Group to Comprehensively Integrate Requirements/Capabilities and Provide Recommendations for JCB/JROC Consideration


Changes to JCIDS (con’t)

39

• Validation Decision Considers Cost, Schedule, Performance and Quantity Targets in JROCMs as Appropriate with Expanded Tripwire Process

• Clarified the Ability of the JROC to Call for a Review of Previously Validated Requirements/Programs

• Mandated Shorter Document Lengths

• Applied “IT Box” Construct to ICDs (IS ICD) to Allow Greater Flexibility and Response to Evolving Technologies

• Require Studies Notification and Repository

• Capability Development Tracking & Management (CDTM) Tool Available for Document Generation; Will be Mandated Again When Updates Completed (exceptions: Urgent/Emergent Operational Needs documents, and above SECRET documents)

• Formalized Capability Gap Assessment (CGA) Process – Review and Assessment of CCMD IPLs by FCBs/JCB for JROC Decisions


Changes to JCIDS (con’t)

• Incorporate Pre-Milestone A review of AoA Results in Support of Providing Cost/Schedule/Performance Recommendations to the MDA

• Require Draft CDD (Component-Level; Not Submitted to Joint Staff) to Support Technology Development Phase

• Greater J-7 Role to Emphasize Non-Materiel Solutions and Considerations to Capability Gaps

• Streamlined Joint Staff Procedures and Timelines by 50% to Increase Effectiveness and Responsiveness of the Requirements Development Process

• Established Three Lanes to Requirements Development to Respond to Capability Gaps within Acceptable Timeframes and Risks…Deliberate, Urgent, and Emergent


New IT Box

41

• No return to the JROC unless new core capabilities added to the ICD• Further definition of capabilities through Requirements Definition

Packages/Capability Drops

Applications & System Software Development & AcquisitionDesired Investment level

Hardware Refresh & System Enhancements & IntegrationDesired Investment level

$

$

Requirements Organization & Oversight

Capabilities RequiredCapability statements and required performance from ICD

JROCApproved

IS ICD

Proposed GO/FO-level Body or Component Requirements Oversight Council (AFROC, AROC, R3B, MROC, etc.) with authority to further delegate


Backup Slides


Planning, Programming, Budgeting, and

Execution (PPBE)

Fielded Capabilities

WarfighterFeedback

Acquisition

CBA Analysis

Set the Strategic Stage

Set Priorities

Identify Needs

Materiel Solutions

Non-Materiel Solutions

Capabilities-Based Planning

43

Take risk

Do Nothing


Urgent Situations

• Urgent Situations (Current Guidance)– Ongoing conflict or crisis– Unforeseen military requirements – Must resolve as soon as possible

• These Situations Must Result in:– Direct enemy-action related loss of life and/or– Critical mission failure


Emergent Situations

• Emergent Situation – Supports accelerated acquisition of capabilities needed for an

anticipated or pending contingency operation– Variation of the JUONs process– Driven by “pending” or “imminent” operations and require

capability in short timeframes to avoid loss of life an/or mission failure when operations commence

– Verification by VCJCS is required prior to staffing as an emergent candidate

• Validation at the JCB or JROC• Staffing goal of 31 days


Rapid Response Framework

The JUON / JEON Process Consists of Four Phases:

GENERATIONPHASE

VETTINGPHASE

EQUIPPINGPHASE

OPERATIONS AND SUPPORT PHASE

Force Commander Identifies Urgent /Emergent Need

CCMD Staff determines themost suitable process

CCMD CoS certifies and submitsto Joint Staff (J-8 RMD)

J-8 RMD Receives and verifies that JUON / JEON meets submission criteria

Joint staff reviews and validatesJUON or JEON

Identify solutions

JRAC determines a resourcing Strategy and assigns Sponsor

Sponsor creates a Simplified Acquisition Plan

Procures and delivers solutionto the Warfighter

Provide Progress Reports On Performance, Cost, and Schedule

Sponsor sustains solutionand monitors performance fortwenty- four months

Sponsor, CCMD, andFCB prepare Capability Review to address final disposition of fieldedsystem

SPEED IS LIFE


Rapid Response Summary

• An Urgent / Emergent Situation that Results in – Direct enemy-action related loss of life and/or– Critical mission failure

• Each Service has Its Own Approach to Urgent Needs

• JUONs / JEONs Support Joint Urgent / Emergent Needs

• Initiating JUONs / JEONs is a Requirements Process

• Requirements Managers will Need to be Involved with Follow-On Activities


Addressing JCIDS Criticism

• Major criticism of the JCIDS process:– Solution development and delivery are not timely– Decisions are made late to need or with poorly scoped

information– Process is complex, cumbersome and too document-centric – Lacks mechanisms to focus review across portfolios– Does not control “requirements creep”– Does not include key customers (CCMDs) in the decision

process– Does not have tracking mechanisms to trace developments from

gap identification through solution fielding


Overview of Updated JCIDS Manual


Key Points:• Describe the overall bounds of an

IS program in order to reduce return trips to the JROC for approval of improved capabilities.

• Provide to FCB/JCB/JROC as part of the approval process for an IS program’s ICD.

The “IT Box”

• Only applies to programs who do not need to develop hardware systems (leveraging COTS/GOTS hardware).

• Once ICD is approved, no need to return to the JROC with a CDD or CPD, unless the IS ICD results in a MDAP.

Applications & System Software Development & Acquisition

Hardware Refresh & System Enhancements & Integration

Requirements Organization & Oversight

Capabilities Required

JROCApproved

IS ICD$

$


Discussion Questions

• What Urgent Situations Call for a Joint Response and Which Situations Call for Individual Service Responses?

• What Sort of Funding for Urgent Situations Would be Most Responsive and Effective?

• Can you share some of your experiences with urgent situations and solutions?


Discussion Questions

• What analysis is going to work best to deliver effective solutions to warfighters?

• How can we be sure non-materiel solutions are going to be effective?

• What subsequent analysis is going to help deliver effective materiel solutions?

• What is your experience with analysis and the results of analysis?


The Acronym

53

D – Doctrine

O – Organization

T – Training

m – Materiel

L – Leadership and education

P – Personnel

F – Facilities

-

P – Policy

D O T m L P F - P


SustainmentSystems AcquisitionPre-Systems Acquisition

IOC

Technology Development

Engineering and Manufacturing Development

Production & Deployment

Operations & Support

FRP DecisionReview

FOC

Post-CDRAssessment

MaterielSolutionAnalysisMateriel Development Decision

BA CProgramInitiation

Relationship to JCIDS

Initial Capabilities Document

Capability DevelopmentDocument

Capability ProductionDocument

• The Materiel Development Decision Precedes Entry Into Any Phase of the Acquisition Management System

• Entrance Criteria Met Before Entering Phase• Evolutionary Acquisition or Single Step to Full Capability

IOC: Initial Operational CapabilityFOC: Full Operational Capability

CDR: Critical Design ReviewFRP: Full Rate Production

LRIP/IOT&E

Technology Opportunities & Resources

User Needs

The Defense Acquisition Management System


JROCApprove

Capability Based Process and Acquisition

JIC JIC

CBACBA Plan ICDJCD

Capability Gap Validation

Technical Approach

Refine & Produce System

JCBReview JCB

Approval

JROCApprove

ICDJCD

ChangeDOTmLPF

RiskOK

GapValidated

Done

Done

Additional Analysis

JROCApproval

CDD

KPPs

KSAs

CostSchedule

Risk

Affordability

Technical & Programmatic Analysis

JROCApproval

CPDCDD

ProductionWeaponSystem

Performance

System Development& Demonstration Produce & DeployMilestone

BMilestone

C

JCBReview

JCBReview

MilestoneA

TechnologyDevelopment

JCBReview

LRIP FRP

OSD

ServicesDecision MeetingsJS/CCMDS

CBA

ICDJCD

55


JCIDS Gatekeeper

• Perform an initial review of all JCIDS proposals• The Gatekeeper will determine:

– Joint Staffing Designator• JROC Interest• JCB Interest• Joint Integration• Joint Information• Independent

– Lead and supporting Functional Capabilities Boards

• Formal Staffing begins after Gatekeeper decisions


Focus of The CBA

• What does the CBA identify?• The mission

• Concept of Operations• Assumptions• Timeframe

• Capability definition• Use SWarF identified attributes

• Gaps• Operational risk• Priorities

• Desired solution type• Breakout – 5x improvement over current, fundamental change• Incremental – modify an existing system• IT system• Non-materiel

• Recommendations• Sets the conditions for the ICD and AoA

57

ICD


What is JCIDS?

What is a JCIDS responsibility…

• Ensures the joint force has the capabilities to perform across the range of operations

• Is a primary interface to the DoD acquisition system

• Implements an integrated process to guide new capabilities development

• A key linkage on how the future joint force will fight

• Provides the analytic baselines to support studies to inform capability development

• Leverages expertise to identify improvements to existing capabilities and to develop new warfighting capabilities

What is NOT a JCIDS responsibility …

• Is not capabilities-based planning

• Is not DoD 5000

• The JROC is not JCIDS

• Joint Concepts are not JCIDS

• The Analytic Agenda is not JCIDS

• Is not designed to obtain or address near-term funding or urgent warfighting needs (JRAC) but some changes are being considered to make more agile


Waivers

• Deviations from the process are approved by DDR• Waivers have been used for:

– Request to develop a CDD without an ICD (ACAT II and below)– Request to use an ORD for an upcoming MS C rather than

submitting a new CPD

• Approval process– Requests are submitted by Services/Agencies– CAD/AO coordinates through

• Lead FCB• RMD Div Chief


CDTM Wizard and Automated Document Creation

Document is created with data filled in from wizard entries


Capability Development Tracking and Management (CDTM)

Current Process CDTM

Traceability of Capability Gaps

Gaps buried in documents; no way to track or report status of individual gaps

Ability to track and report individual gaps from entry to fielded capability

Process metrics No measurement of length of time to complete documents

Benchmark data and workflow tracked to identify time to complete documents

Search capability Limited keyword search capability (full text search) which may not return relevant results

Ability to search specific areas and specific data categories in a document to get relevant results

Ease of use Can only search higher-tier JCAs at the document level

Search for relevant gaps at all JCA tier levels

Document creation and standardization

Manually create word document; leads to verbosity and no limit to document length; required sections often missing or incomplete

“Turbo-tax” wizard interface prompts for inputs; automatically creates and formats document; standardization of JCIDS document formatting & length

Interoperability Requires input in multiple stove-piped systems to navigate JCIDS process; results in duplication of effort

Ability to share common data with other DoD applications

Transforms JCIDS from document-centric to data-centric process– Developed and deployed on NIPRNet and SIPRNet in August 2010– First enhancements Nov 2010, additional enhancements in Feb, May, Aug, Nov 2011

Requirements Executive Overview Workshop Joint Capabilities Integration and Development System (JCIDS) Defense Systems Management College Defense Acquisition.

Documents

jcids jcids review

rapid response jcids

joint systemsand systems

joint urgent needs

joint warfighting requirem

dod acquisition

jcids manual jroc validation

strategic analysis osd