Joint Capabilities Integration and Development System (JCIDS) and the Defense Acquisition System (DAS) RQM-310, 24 April 2017

Lesson Objective Summarize the relationship between the Joint Capabilities Integration and Development System (JCIDS) and the Defense Acquisition System (DAS) Highlight recent changes to the DAS Link JCIDS to Milestones and Phases of the DAS Emphasize current strategic guidance Highlight Better Buying Power Initiatives Related to Capability Requirements

Changes – 2008 to 2015 Defense Acquisition System No longer on model 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 Technology Opportunities & Resources Materiel Solution Analysis FRP Decision Review FOC Materiel Development User Needs PDR CDR AoA Pre-Systems Acquisition Systems Acquisition Sustainment Post CDR Assessment Technology Development Production & Deployment Operations & Support Engineering & Manufacturing Development Post PDR A B C EA now called Incremental CDD Validation New Development RFP Release New Program Initiation PDR & CDR still required; but not as decision points Name changed to Technology Maturation & Risk Reduction (same activities) Three Categories Deleted No longer called “Defense Acquisition Management System (DAMS)”, or “Defense Acquisition Management Framework”. Now referred to as the “Defense Acquisition System (DAS)” and “Program Model”

Defense Acquisition System DoDI 5000.02 change 2, 2 Feb 2017 Materiel Solution Analysis Technology Maturation & Risk Reduction Engineering & Manufacturing Development Operations & Support Production & Deployment Materiel Development Decision (MDD) A CDD Validation RFP Release FRP Decision Program Model 1, Hardware Intensive Program ICD draft CPD IOC FOC 5 Phases 3 Milestone Decision Points – A, B, C 4 Other Decision Points: Materiel Development Decision (MDD) Capability Development Document (CDD) Validation Decision Development Request for Proposal (RFP) Release Decision Full-Rate Production (FRP) Decision “Mandatory” Entry at Materiel Development Decision (MDD) Deleted Enclosure 12 (now DODI 5000.75) for DBS Added Cybersecurity - Enclosure 14 (18 pages) B C MDD - ICD At Milestone A – Draft CDD At Milestone B – CDD, start of the program At Milestone C – CPD (Consider the CDD a draft CPD)

Defense Acquisition System System Development 101 Risk Reduction Decision Development Decision The pieces are in place Offer industry money Ready to fight? Ready to fight! Do we really need something new? LRIP Decision Should we build all of them? A B C draft CDD ICD CDD CPD Can we make one copy/multiple copies on cost, on time, on spec? What do we develop? Make prototypes OK. Build it! Keep it rolling, floating, or flying Program Model 1, Hardware Intensive Program 5 Phases 3 Milestone Decisions – A, B, C 4 Other Decision Points: Materiel Development Decision (MDD) Capability Development Document (CDD) Validation Decision Development Request for Proposal (RFP) Release Decision Full-Rate Production (FRP) Decision “Mandatory” Entry at Materiel Development Decision (MDD) Program of record at Milestone B – all three circles overlapping PPBE, DAS, Requirements, Intel Plan for changes b/c it takes decades to develop Major weapon system

Model 1: Hardware Intensive Program Materiel Solution Analysis Technology Maturation & Risk Reduction Engineering & Manufacturing Development Operations & Support Production & Deployment Materiel Development Decision (MDD) A CDD Validation RFP Release FRP Decision ICD draft CPD IOC FOC B C There are six program models that provide the PM with a baseline approach. Regardless of model, the RM’s responsibilities are essentially the same Each program is tailored to the characteristics of the product being acquired. Model 1 is a model of a hardware intensive program such as a major weapons platform. This is the classic model that has existed in some form in all previous editions of DoDI 5000.02. It is the starting point for most military weapon systems; however, these products almost always contain software development resulting in some form of Model 5, Hybrid Model A. In the 5000.02 – flexibility is emphasized MDD to Milestone C – when DODI 5000.02 emphasizes tailoring of milestones and phases depending on the maturity of technology and risk.

Model 2: Defense Unique Software Intensive Program Full Deployment Decision (FDD) CDD Validation Development RFP Release Decision Full Deployment (FD) IOC Materiel Development Decision A B C Build 1.1 Limited Deployment Risk Reduction Build 1.2 Build 0.1 Build 1.3 Integration Build 1.4 Build 2.1* Build 1.5 OT&E Sustainment Disposal Materiel Solution Analysis Technology Maturation & Risk Reduction Engineering & Manufacturing Development Production & Deployment Operations & Support Complex, usually defense unique, software program that will not be fully deployed until several software builds have been completed. Examples: command and control systems and significant upgrades to the combat systems found on major weapons systems such as surface combatants and tactical aircraft. Several software builds are typically necessary to achieve a deployable capability.

Model 3: Incrementally Fielded Software Intensive Program B A Materiel Development Decision Development RFP Release CDD Validation IOC Limited Deployment Decisions Materiel Solution Analysis Risk Reduction Development & Deployment Sustainment Build 0 Build OT&E Build 1.1 Build 1.2 . . . Full Deployment Decision (FDD) Full (FD) Operations & Support Build 1.n Increment N Development RFP Release Decision Limited Deployment Decisions FD Development & Build n.1 Build n.2 Build n.n Increment 2 FDD Build 2.1 Build 2.2 Build 2.n Sustainment Disposal This model will apply in cases where commercial off-the-shelf software, such as commercial business systems with multiple modular capabilities, are acquired and adapted for DoD. This model is distinguished by the rapid delivery of capability through multiple acquisition increments, each of which provides part of the overall required program capability.

Model 4: Accelerated Acquisition Program Applies when schedule considerations dominate over cost and technical risk considerations. Compresses or eliminates phases of the process and accepts the potential for inefficiencies in order to achieve a deployed capability on a compressed schedule. Used when technological surprise by a potential adversary necessitates a higher-risk acquisition program. Shows one example of tailoring for accelerated acquisition; many others are possible. A/B C Materiel Solution Analysis Sustainment Disposal Materiel Development Decision Preliminary Design Review IOC FOC Concurrent Technology Maturation, Risk Reduction, and Development Concurrent Production and Deployment OT&E Operations & Support Not for urgent needs For a JUON – do not develop something new---- takes too long Q- how to justify sole source and stop the protest Expect a protest and facilitate it not being sustained Expected timeline as compared to a JUON – 18-24months excellerated roughly the same… made by the Program Manager

Model 4: Accelerated Acquisition Program Applies when schedule considerations dominate over cost and technical risk considerations. Compresses or eliminates phases of the process and accepts the potential for inefficiencies in order to achieve a deployed capability on a compressed schedule. Used when technological surprise by a potential adversary necessitates a higher-risk acquisition program. Shows one example of tailoring for accelerated acquisition; many others are possible. A/B C Materiel Solution Analysis Sustainment Disposal Materiel Development Decision Preliminary Design Review IOC FOC Concurrent Technology Maturation, Risk Reduction, and Development Concurrent Production and Deployment OT&E Operations & Support Model 4 is not used for urgent needs. See DoDI 5000.02, Encl. 13, for the Urgent Capability Acquisition process for urgent needs.

Model 5: Hybrid Program A (Hardware Dominant) CDD Validation Development RFP Release FOC FRP IOC Materiel Development Decision A B C Build 1.1 LRIP Risk Reduction Build 1.2 Build 3.1 Build 0.1 Build 1.3 Build 3.2* Integration Build 1.4 Build 2.1 Build 1.5 OT&E Sustainment Disposal Materiel Solution Analysis Technology Maturation & Risk Reduction Engineering & Manufacturing Development Production & Deployment Operations & Support Combines hardware development as the basic structure with software intensive development that is occurring simultaneously with the hardware development program. In hardware intensive development, the design, fabrication, and testing of physical prototypes may determine overall schedule, decision points, and milestones, but software development will often dictate the pace of program execution and must be tightly integrated and coordinated with hardware development decision points.

Model 6: Hybrid Program B (Software Dominant) Development RFP Release CDD Validation Build 1.1.1 Build 1.1.2 Build 1.0.1 Integration Build 1.1.3 Build 1.2 Materiel Solution Analysis Technology Maturation & Risk Reduction Production and Deployment Engineering & Manufacturing Development Sustainment Materiel Development Decision IOC FD FDD Build 1.3.1 Build 1.3.2* Limited Deployment LD) Operations & Support OT&E A B C Operations & Support Increment 2 Development RFP Release Decision FDD IOC FD OT&E Build 2.1.1 Build 2.1.2 Build 2.3.1 Sustainment Disposal LD Build 2.3.2 Technology Maturation & Risk Reduction Engineering & Manufacturing Development Production and Deployment Build 2.1.3 Build 2.2 Integration B C Depicts how a software intensive product development can include a mix of incrementally fielded software products or releases that include intermediate software builds.

JCIDS and the DAS JCIDS DAS Strategic Guidance Joint Concepts Development RFP Release CDD Validation FRP A B C MDD Draft CDD ICD CDD CPD Strategic Guidance Joint Concepts Capabilities - Based Assessment Materiel Solution Analysis Technology Maturation & Risk Reduction Engineering & Manufacturing Development Production & Deployment Operations & Support Sustainment Disposal President SECDEF CJCS Joint Community JCIDS DAS ICD – identify gap and offer possible non-materiel solutions and me What is feasible and cost effective ------- NSS - CDD: Capability Development Document CPD: Capability Production Document FRP: Full-Rate Production ICD: Initial Capabilities Document MDD: Materiel Development Decision RFP: Request for Proposal

National Security Strategy (NSS), Feb 2015 National Strategies National Security Strategy (NSS), Feb 2015 National Defense Strategy (NDS), Jan 2012, updated by QDR 2014 Defense Strategy Review (DSR) replace QDR National Military Strategy (NMS), Nov 2016 Classified See student references and RM CoP for copies of latest national strategy documents

National Security Strategy (NSS) The President, February 2015 NSS Part II, Security Strengthen Our National Defense Reinforce Homeland Security Combat the Persistent Threat of Terrorism Build Capacity to Prevent Conflict Confront Climate Change Assure Access to Shared Spaces – Cyber, Space, Air and Oceans Increase Global Health Security

National Defense Strategy (NDS) – QDR 2014 The Secretary of Defense QDR 2014 embodies the 21st century defense priorities outlined in the 2012 Defense Strategic Guidance*. The Department’s defense strategy emphasizes three pillars: Protect the homeland, to deter and defeat attacks on the United States and to support civil authorities in mitigating the effects of potential attacks and natural disasters. Build security globally, in order to preserve regional stability, deter adversaries, support allies and partners, and cooperate with others to address common security challenges. Project power and win decisively, to defeat aggression, disrupt and destroy terrorist networks, and provide humanitarian assistance and disaster relief. *Sustaining U.S Global Leadership: Priorities for 21st Century Defense, Jan 2012

National Military Strategy (NMS) 2015 The Chairman, Joint Chiefs of Staff National Military Objectives: Deter, deny, and defeat state adversaries Disrupt, degrade, and defeat violent extremist organizations Strengthen our global network of allies and partners JOINT FORCE PRIORITIZED MISSIONS Maintain a secure and effective nuclear deterrent Provide for military defense of the homeland Defeat an adversary Provide a global, stabilizing presence Combat terrorism Counter weapons of mass destruction Deny an adversary’s objectives Respond to crisis and conduct limited contingency operations Conduct military engagement and security cooperation Conduct stability and counterinsurgency operations Provide support to civil authorities Conduct humanitarian assistance and disaster response

USD(AT&L) Better Buying Power Initiative USD(AT&L) Guidance USD(AT&L) launched BBP in 2010 to restore affordability and productivity to Defense spending BBP Challenges the way we think about our programs to achieve greater efficiency BBP 3.0 builds on BBP 1.0 and 2.0 with a shift in emphasis toward achieving dominant capabilities through innovation and technical excellence

Better Buying Power - Objectives USD(AT&L) wanted to implement guidance within his span of control - without it being “reform” but rather the use of best practices that would achieve: Delivering warfighting capability we need for the dollars we have Getting better buying power for the warfighter and taxpayer Restoring affordability to defense goods and services Improving defense industry productivity Removing government impediments to leanness Avoiding program turbulence Maintaining a vibrant and financially healthy defense industry Developing our acquisition workforce See student references for BBP implementation directives

Better Buying Power 1.0, 2.0 and 3.0 Comparison ***test Q BBP initiatives related to capability requirements BBP- achieve affordable programs & achieve dominant capabilities while controlling lifecycle costs Better Buying Power Gateway: http://bbp.dau.mil

Better Buying Power (BBP) Impact on Requirements Management Achieve Affordable Programs. Mandate affordability as a requirement – require Milestone Decision Authority (MDA) relief to exceed affordability caps – similar to requiring requirements validation authority relief to exceed KPP thresholds Achieve Dominant Capabilities While Controlling Lifecycle costs Implement should-cost management – may free-up funds to buy more warfighting capability Build stronger relationships with the requirements community to control costs New in 3.0 Institutionalize stronger DoD level Long Range R&D Program Plans Strengthen cybersecurity throughout the product lifecycle ******

Strategic Guidance – Joint Concepts – JCIDS – Acquisition National Security Strategy National Defense Strategy National Military Strategy Unified Command Plan Defense Planning Guidance QDR/Defense Strategy Review Capabilities- Based Assessment Current Joint Warfighting Capabilities Future Joint Warfighting Capabilities Family of Joint Concepts Supporting Concepts Depth and detail to single & multiple JOCs Joint Operating Concepts (JOCs) Link strategic guidance to future military operations Capstone Concept for Joint Operations (CCJO) Chairman’s vision for how Joint Force will defend the nation Acquisition MDD A B C FRP JCIDS ICD CDD CPD ECD – Enterprise Capability document - Focus on threats Affordability JCAs Cost Service concepts, multiservice concepts, & CONOPS written within the joint community Intelligence Threat

JCIDS and Acquisition Summary View LRIP FOT&E Technology Demonstrated Key Performance Parameters/ Key System Attributes/ Additional Perf Attributes (KPPs/ KSAs/APAs) AS TEMP SEP LCSP CONOPS OMS/MP Final Design Developmental T&E (DT&E) Operational Assessments (OA) Revise KPPs/ KSAs/APAs Acq Program Baseline (APB) MS C Develop, Test, Produce & Field MS A Develop, test, LRIP & Full Rate Production, deploy to warfighter, IOC SECDEF Activity Policy Identify Capability Requirements Select Materiel Solution Low Rate Initial Production (LRIP) Initial Operational T&E (IOT&E) Full-Rate Prod (FRP) APB Military Services OSD/Joint Staff Analysis of Alternatives (AoA) Acquisition Strategy (AS) Test & Evaluation (T&E) Master Plan (TEMP) System Engineering Plan (SEP) Life Cycle Sustainment Plan (LCSP) Concept of Operations (CONOPS) Operational Mode Summary/Mission Profile (OMS/MP) OSD (AT&L, CAPE), Services and OSD (DOT&E) -- Joint Staff (JROC) Analysis of Alternatives (AoA) Competitive Prototyping Joint Staff / Joint Requirements Oversight Council / OSD Support for Strategic Analysis Products Joint Concepts Materiel Development Decision Identification of Capability Requirements CCMD CBAs & Other Studies Operational Planning Exercise/Warfighting Lessons Learned JCTDs/Other Experiments Outputs Mission & Problem Assessment of Prior Studies Tasks Capability Requirements & Gaps Operational Risks Non-Materiel Approaches Materiel Approaches Potential S&T Efforts Recommendations President, SECDEF & Chairman: Strategic Guidance Transition of Rapidly Fielded Solutions Business Process Reengineering Validates ICD Reviews AoA Results Validates CDD Validates CPD Requirements Validator action (JROC for JROC Interest programs - ACAT I & IA) MS B CDD Val RFP Rel Materiel Solution Analysis Technology Maturation & Risk Reduction Engineering & Manufacturing Production & Deployment CPD Select Joint Concept Capabilities-Based Assessment / Other Study Develop CONOPS ICD Draft FRP ver. 25 Feb 2015 Getting The Front End Right is Key