AT YOUR FINGERTIPS
FIGURE 2 Concept/Need Path selection
Defense Business Systems
DODI 5000.75
Business capability
acquisition cycle CNI
ATP
BSFR&AP BSA
ATP ATP
BSAT&D CS
ATP
1 2 3 4 5 6 7
Acquisition of Services
DODI 5000.74 7-step process Form the team.
Review current strategy. Perform market research.
Define requirements. Develop acquisition strategy. Execute strategy. Manage performance.
Tailorable Traditional DODI 5000.02
MDD
Material solutions analysis
Tech maturity risk reduction
Engineering and manufacturing development
MS A MS B MS C
Production and deployment
IOC/FOC
Rapid fielding (production) less than or equal to five years
Middle Tier of Acquisition
FY16 NDAA Section 804
Rapid prototyping less than or equal to five years
Operational Needs DODI 5000.02 Encl 13
UONs, JUONs, JEONs
less than or equal to two years
Urgent
Operations and Sustainment KEY
ATP - Authority to proceed BSA - Business solution analysis BSAT&D - Business system acquisition testing & development
BSFR&AP - Business system functional requirements & acquisition planning CNI - Capability need identification
CS - Capability support DODI - DOD Instruction FOC - Full operational capability IOC - Initial operational capability
IDENTIFYING THE BEST PATH
The Adaptive Acquisition Framework is one of three interactive tools developed by OUSD to support efforts to streamline acquisition. “These tools help acquisition professionals evaluate all their options,” said Ben FitzGerald, a former OUSD staffer who worked on the prototype tools, “because we recognize that there’s a wide variety of programs and multiple valid ways to deliver those programs.”
JEON - Joint emergent operational need JUON - Joint urgent operational need MDD - Materiel development decision
MS - Milestone NDAA - National Defense Authorization Act UON - Urgent operational need
provide more options, we needed to find ways to communicate those options in a way that is hopefully easily understood and easy to share and communicate.”
Spurred by acquisition reforms built into the NDAAs passed by Congress from FY16 through FY19—“Tere is a historic quan- tity of acquisition reform in those NDAAs,” FitzGerald said—the USD(A&S) “wanted to focus on being a data-driven policy and governance organization. And we saw, as we shifted to that, we
40 Army AL&T Magazine Spring 2019
felt the need to have ways to communicate our policy in more flexible ways and in ways that allowed us to do easier analysis of the policy itself.”
More online tools are on the way, beginning with one on middle- tier acquisition, although the timing is uncertain.
Te focus from the get-go was collaboration and simplification, FitzGerald said. “When we did the OT guide, we intentionally
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