FIGURE 1 User Needs
Materiel development decision preceding entry into any phase of the acquisition management system.
Entrance criteria met before entering phase. Evolutionary acquisition or single step to full capability.
A
Materiel Solution Analysis
Materiel
development decision
Technology Development
PDR
Pre-EMD review
Pre-systems acquisition = Decision point KEY = Milestone review
CDR: Critical design review EMD: Engineering and manufacturing development FOC: Full operational capability FRP: Full-rate production
PDR = PDR
IOC: Initial operational capability IOT&E: Initial operational test and evaluation LRIP: Low-rate initial production PDR: Preliminary design review
+ WORKING THE SYSTEM
Acquisition programs proceed through a series of milestone reviews and other decision points in the course of the product’s life cycle. But demonstrating progress toward program milestones should focus on cost, schedule and performance issues rather than time- and resource-consuming documentation and bureaucracy that often seem to serve no purpose. (Image courtesy of Defense Acquisition University)
PDR PDR
Post-PDR assessment
B Program Initiation
Engineering and Manufacturing Development
Post-CDR assessment
Systems acquisition C IOC
Production and Development
FRP LRIP/IOT&E
decision review
Sustainment = Decision point if PDR is not conducted before Milestone B FOC
Operations and Support
it does not describe what should be tailored, how it should be tailored, or how the acquisition community would have the wherewithal to understand and perform that tailoring. Te instruction then states that the milestone decision authority (MDA) will determine how the program should be tailored, but it does not recommend when that should be done. Frankly, the common guidance should be to tailor at the materiel develop- ment decision or the earliest point in the acquisition process, and that it is the MDA’s decision after consultation with the acquisition enterprise. (See Figure 1.)
By thinking differently about these smaller ACAT II and ACAT III programs, which have considerably less complexity and fewer budgetary implications, we can generate a different view of processes used to develop and acquire these capabilities. Accord- ingly, the following activities will help us arrive at the proper mindset, as well as inform modification of the DOD Instruc- tion 5000 series, as appropriate:
• Add more analytical rigor much earlier in the acquisition process. Assign empowered program managers to evaluate acquisition, contracting and logistics strategies as early as two or three years prior to Milestone A or entry into a program of record.
• Focus on the requirements generation process; take a critical look at where technology readiness levels are and will be for the program’s needs, and what cost drivers exist.
• Refine requirements and inform the acquisition process by conducting more experimentation and technology demon- strations like advanced technology demonstrations (ATDs) supporting Milestone A. Tese ATDs will then support analyses of alternatives (AoAs) and studies to provide a clear understanding of need and maximize trade space between program objectives and thresholds within the bounds of cost, schedule and performance, all while keeping competition alive.
ASC.ARMY.MIL 131
COMMENTARY
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