Requirements Executive Overview Workshop Requirements Management Certification Training

RQM 403 Outcomes General/Flag Officers and Senior Executive Service personnel who successfully complete this course will: Recognize requirements management within the context of a “Big A” acquisition construct and the related processes Analyze how today’s requirements and capabilities for the warfighter are conceived, developed, tested, and acquired Relate the roles of stakeholders responsible for clarification, approval, and advocacy for the warfighter These Outcomes align with the Congressional direction

Why Train and Certify Requirements Managers? Section 801 of FY 2007 National Defense Authorization Act (NDAA) Establish a certification program for DoD personnel responsible for generating requirements for major defense acquisition programs (MDAPs) Certify by September 30, 2008 The certification program should address: Interrelationship between requirements, PPBE, and acquisition; Developing joint operations requirements; Early baselining of program requirements and “the adverse effect” of changing or adding requirements; and Importance of technology maturity and alternatives The 2007 National Defense Authorization Act tasked the Undersecretary of Defense for Acquisition, Technology, and Logistics, and the Defense Acquisition University, to develop a training program to certify DOD personnel who have the responsibility to generate requirements for major defense acquisition program (MDAPs). This congressional mandate requires us to: Develop a competency-based requirements training program Sets a deadline of 30 Sep 2008, beyond which “a member of the Armed Forces or an employee of the Department of Defense with authority to generate requirements for a major defense acquisition program may not continue to participate in the requirements generation process unless the member or employee successfully completes the certification training program developed under this section.” This has been an effort led by the USD AT&L (Undersecretary of Defense for Acquisition, Technology, and Logistics), DAU (the Defense Acquisition University), and which has engaged the all the Services and components across the department. We are meeting this congressional training mandate through a series of ongoing training. (Described on next slide.) OPTIONAL NOTES: Congress specified in the language some very prescriptive topics that include: (1) the interrelationship between the requirements, budget, and acquisition processes; (2) the importance of developing requirements that facilitate joint operations; (3) the need to ensure that requirements are developed early in a program and the adverse effect of introducing new requirements after the commencement of system development and demonstration; (4) the linkage between requirements and capability shortfalls identified by combatant commanders; (5) the need for sound analysis of alternatives, realistic technical assessments based on technology readiness levels, and consultation with production engineers on the cost, schedule, and technical feasibility of requirements; (6) the need for engineering feasibility assessments that weigh the technology readiness, integration, cost, and schedule impacts of proposed changes to requirements; (7) the importance of developing requirements that are technologically mature, feasible, and achievable; and (8) the importance of stable requirements to provide the baseline for successful program execution

Requirements Management – Certification Training Levels Framework CLR 101 Introduction to JCIDS RQM 110 Core Concepts for Requirements Management RQM 310 Advanced Concepts and Skills RQM 403 Requirements Executive Overview Workshop RQM 413 Senior Leader Requirements Course 4 – 6 hours 18 – 24 hours 1 Week 1 Day Tailored A, B, C B, C C D (1-3 Star / SES) D (4-Star / Agency Head) Required Training Level Guidelines A Requirements Originators and Support – Contribute to Requirements generation and capability development in various capacities to include: Stating users’ needs, analysis, subject matter or domain expertise, document staffing and coordination, administrative support B Requirements Writers and Developers – Write requirements and requirements documents; Fill specific capacities to include: Lead study elements, adjudicate comments, facilitate document development and coordination across organizations C Requirements Core Expertise – Support the creation, staffing, or validation of requirements documents; Train others on “Big A” acquisition topics; Represent Services, Agencies, or CCMDs in requirements, acquisition, or resourcing forums; Support presentations at FCBs or at Service-level Requirements Councils D Requirements Validators and Prioritizors at the GO/FO/SES level – Validate and approve documents; Provide senior leadership and oversight of JCIDS analysis and staffing; Enforce requirements standards and accountability

Requirements Management Training— Course and Curriculum Overview Level A Certification Level B Certification Level C Certification Level D Executive Certification Core Plus Courses (online) CLR 101 Introduction to JCIDS RQM 110 Core Concepts for Requirements Management RQM 310 Advanced Concepts and Skills for Requirements Management RQM 403 Requirements Executive Overview Workshop 1-3 star GO/FO, SES RQM 413 Senior Leader Requirements Course 4-star GO/FO, Agency Head CLR 151 Analysis of Alternatives 4 - 6 hours online CLR 250 Capability-Based Assessments 18 - 24 hours online 1-week classroom Requirements originators and support Requirements writers and developers 1-day Classroom Tailored Desktop Discussion CLR 252 Developing Performance Attributes Requirements presenters and trainers Make decisions Set priorities Approve & Validate JCIDS Documents Core Courses – Mandatory for RM Certification Core Plus Courses (aka “Just-In-Time”) -- Not Required for Certification Unless Directed by Component Unlike the Defense Acquisition Workforce, the Requirements Management Certification Level A, B, C Construct is Rank/Grade Agnostic

DAU Requirements Courses Core + Core RQM 110 CLR 252 CLR 101 KPP s User Needs Full Rate Prod Decision Review MS A MS B MS C Capabilities - Based Assessment Materiel Solution Analysis Technology Maturation/Risk Reduction Engineering & Manufacturing Development Production & Deployment O&S Strategic Guidance Joint Concepts ICD MDD CDD CPD President SECDEF CJCS COCOMs AoA FCB Incremental Development CLM 041 Capabilities Based Planning has been replaced with CLR 101 Intro to JCIDS CLR 151 CLR 250 RQM 310 RQM 403 & 413

Strive for the overlap! Get JCIDS, DAS, and PPBE to work together Big “A” Acquisition Big “A” Acquisition Resources (PPBE) Funding instability Insufficient resource trade space Budget not properly phased or of insufficient magnitude to support planned development Defense Acquisition System (DAS) Small “a” Acquisition Requirements (JCIDS) Immature technologies Inadequate systems engineering Inadequate requirements flow-down, traceability, or decomposition Insufficient schedule trade space Inadequate implementation of Earned Value Management System Lack of time and assets for testing To deliver capable, effective, efficient material solutions, Requirements Managers must understand “Big A Acquisition” which is the combination of the Requirements; Planning, Programming, Budgeting, and Execution (PPBE); and acquisition processes. Program success depends on integrating the three components of “Big A Acquisition.” This course will help you in your executive oversight role in defining the requirements for future warfighting capabilities. While we are all committed to giving the warfighter the best possible solutions, there is often a gap in both experience and expectation between the warfighters on one hand and the acquisition and resource communities on the other. This may result in misinterpreted requirements and lead to systems which do not perform to the level required by the warfighter, cost too much, or are not delivered when needed. Shown on the chart are the major issue areas commonly associated with the three processes. Recent changes to the JCIDS Process, the better buying practice initiatives from the USD(AT&L), and the upcoming revisions the DoDI 5000.02, the Operation of the Defense Acquisition System, are all intended to better synchronize JCIDS, Defense Acquisition, and PPBE to resolve some of the highlight problem areas. Lack of JROC-validated requirements documents for basic program (ICD, CDD, CPD) Inadequate requirements for basic program and any increments Requirements “creep” Critical dependence on external programs with developmental issues Inter- and intra-departmental stakeholder coordination and support Strive for the overlap! Get JCIDS, DAS, and PPBE to work together

Defense Acquisition System Perception is Reality Resources (PPBE) Little Overlap Limited Communications Poor Agreement Defense Acquisition System Requirements

Definition and Roles of the Requirements Manager A military Service member or DoD civilian charged with assessing, developing, validating, and prioritizing requirements and associated requirements products through the Joint Capabilities Integration and Development System (JCIDS) Requirements Managers act for the warfighters To the requirements generation process (JCIDS) To the "Big A" acquisition community Establish and maintain communications DoD includes many different points of view Every manager and decision maker needs a common understanding of what the warfighters need The Requirements Manager must advocate effective solutions while avoiding “Requirements Creep” This training is not like traditional DAU training because the Requirements Manager’s duties are very different from program management or from the traditional weapons system acquisition we teach at DAU. The definition on this slide: The Requirements Manager is charged with assessing, developing, validating, and prioritizing requirements through the Joint Capabilities Integration and Development System (JCIDS) process. is the agreed definition from the DAU development of Requirements Manager training. The audience for this training includes the developers and the decision makers who approve requirements. This means our students can range from ensigns and lieutenants to admirals, generals, and senior civilian executives. Work with JCIDS, DAS, and PPBE to deliver capabilities to the Warfighter

What Does an RM Do? Analysis: Determine requirements Identify what the warfighter needs to do Requirements and not “Desirements” Document: Communicate requirements Develop JCIDS documents Staff and validate those documents Prioritize Oversee the DAS and PPBE capability delivery Reinforce process discipline Avoid “Requirements Creep”

Recurring Questions The purpose of all DAU training is to improve acquisition outcomes How do RMs improve acquisition outcomes? Analyze Document Staff and validate Prioritize Coordinate with the DAS and with PPBE What certifications / qualifications do RMs need? *How can DAU help the decision makers? What does DAU need to do to make today worthwhile? What follow-up assistance will help? *How can DAU help the people who work for you? * Further discussion during RQM 403 Wrap-Up

Today Tab 5 Tab 6 Tab 2 Tabs 3 and 4 Defense Acquisition Resources (PPBE) Tab 6 Defense Acquisition System (DAS) Requirements (JCIDS) Tab 2 Tabs 3 and 4

RQM 403 Agenda 20 July 2016 / Building 226 Conference Room Time Topic Speaker 0800 – 0815 Welcome & Introductions / DAU Overview (Tab 0) Maryann Watson 0815 – 0845 Requirements Management Training and Certification (Tab 1) Greg Prothero 0845 – 0900 BREAK 0900 – 1015 Joint Capabilities Integration and Development System (JCIDS) (Tab 2) Randy Wood 1015 – 1030 1030 – 1230 Acquisition Before Milestone B (Tab 3) [Short break at 1130] Mike Holbert 1230-1245 BREAK / WORKING LUNCH 1245 – 1415 Planning, Programming, Budgeting, and Execution (PPBE) (Tab 4) Roberta Tomasini 1415 – 1430 1430 – 1630 Acquisition After Milestone B (Tab 5) [Short break at 1530] 1630 – 1645 Wrap up / RQM 403 Survey (Tab 6) Jack Mohney

Backup Slides

Get it right the first time! We do not have time or money to waste Simple Facts If we ask for the wrong thing,  We will get the wrong thing If we present our needs poorly,  We will get the wrong thing If we don’t follow up to be sure we get what we need from the DAS and from PPBE,  We will get the wrong thing All systems use development, procurement, and sustainment funds All systems use training time, personnel costs, test facilities, operations, and maintenance Get it right the first time! We do not have time or money to waste

The Requirements Manager is Integral to a GREAT Program Our readiness is only as good as the clarity of our documented requirements If the requirement dies, the capability dies! If the Requirement doesn’t roll, the capability doesn’t roll If the Requirement sinks, the capability sinks If the Requirement stalls, crashes, and burns; the capability stalls, crashes, and burns If the Requirement loses the beachhead, the capability loses the war! Every successful program to develop a new capability must start with a clear direction and clear objectives. The requirement begins documentation that sets that clear direction. Subsequent decisions that affect non-materiel solutions and materiel acquisition depend on clear direction. This slide emphasizes to all Services that the quality of the requirement determines the quality of the capabilities we deliver to the warfighter. The 3170 series of Chairman Joint Chief of Staff Instructions (CJCSI) is changing to be less prescriptive. This means the Requirements Manager must articulate warfighters’ capability requirements The Requirements Manager Is the Voice of the Warfighter!