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to assume different levels of performance risk based on their concepts of employ- ment and their CONOPS, so including threat as an independent variable along with cost, schedule and performance ensures that the AoA provides the neces- sary information to evaluate when and how to address it.


In a third area of the AoA that JPEO- CBD has found adaptable, traditional AoAs have required the identification of additional technologies for the study report, independent of the requests for information (RFIs) that CBDP project managers release. Often, the RFI respon- dents are already known to the program, as only a few companies have the technol- ogy to fill that particular capability gap. Tis is because the CBDP is a niche field that relies on close partnerships with gov- ernment science and technology agencies, industry and academia.


Tese ongoing partnerships make the additional survey for new technologies redundant. Removing the requirement to identify additional potential solution sets outside of the RFI response allows for faster execution of the AoA, since we are only analyzing alternatives that have shown the maturity and ability to pro- vide a technology to the warfighter.


Although eliminating this research may be a risk, it is one that JPEO-CBD has found acceptable for many programs, especially those in well-developed fields with known vendors. Te JPEO would rather pay more immediate attention to determining technology readiness levels and gaining a rough order of magnitude for the anticipated life cycle cost esti- mates, which will allow for a more robust trade space analysis of the cost, schedule and performance for each of the potential materiel solutions, including a close look at the threat.


CONCLUSION Te new AoA process is a big leap ahead in executing a major step in the acquisi- tion life cycle. Executing an AoA in this way will reinvigorate the traditional approach by encouraging outside-the- box thinking to find better solutions for acquisition programs. Focusing on inputs most vital to program success can reduce the time spent collecting and analyzing information for an ACAT II or ACAT III program. In various memos, policies, white papers and other guidance on best practices, senior leaders across DOD continuously emphasize tailoring and streamlining our acquisition processes. JPEO-CBD has taken this to heart, not only tailoring the standards of the Air Force handbook but also collaboratively


identifying areas to further improve the value of the AoA.


For more information on the tailored AoA approach, contact the authors at breena.j.berte.civ@mail.mil


and


marshall.l.kindred2.ctr@mail.mil. For more information on JPEO-CBD, go to www.jpeocbd.osd.mil.


MS. BREENA BERTÉ works as a process improvement specialist in the Continuous Performance Improvement Office at JPEO-CBD. She received an M.Ed. from Widener University, a master’s of social service management from Bryn Mawr College and a B.A. in English (writing) from La Salle University. She is Level II certified in program management and is a Lean Six Sigma Black Belt candidate. She is a member of the Army Acquisition Corps.


MR. MARSHALL KINDRED has been supporting JPEO-CBD in the Continuous Performance Improvement Office for Data Systems Analysts Inc. since 2011. He has led and implemented acquisition process improvement initiatives, focusing on inte- grating the tenets of Better Buying Power across the portfolio. He holds a B.A. in eco- nomics from the University of Maryland, Baltimore County, and is a certified Lean Six Sigma Master Black Belt.


JPEO-CPD’s goal is to provide critical information in intervals of six months or less, allowing for input to key documents from the start of the acquisition process.


ASC.ARMY.MIL 47


ACQUISITION


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