NAVY ARO – DAU Partnership http://www.pmcop.dau.mil NAVY ARO – DAU Partnership Building a Risk Management Community & Other Topics John Driessnack DAU – NE/Capital PML Department

OUTLINE The CHALLENGE DAU Performance Learning Model DoD 5000 to CJCS 3170.01 changes Understanding of Risks in this business DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP) Risk Community (go through the site) Transition from pilot at Navy ARO to DAU

The Challenge Knowledge Management for the DOD and From Deskbook Kickoff article: PM Mag Jul/Aug 95 Knowledge Management for the DOD and Industry Acq, Tech and Logistics Force

Three Major Decision Support Systems (Management Systems That Control The Program Manager) Defense Acquisition Requirements Generation PPBS-Resource Management Life Cycle Management Contract Management DOD 5000 SERIES PEO/CAE/DAE MILESTONE NEXT PHASE SYS LIFE CYCLE R&D/PROC/O&S FAR DFARS PCO/HCA/SPE CAG/DCMA BUSINESS CONTRACTS CONTRACTOR PERFORMANCE DPG/POM/BUDGET DoD 7000 SERIES PEO/SVC HQ/OSD OMB/CONGRESS DRB FUNDING ANNUAL RULES CJCSI 3170.01 USER/SVC CHIEF VJCS/JROC JROC MSN NEED THREAT/ CAPABILITY PLAYERS REVIEWS DECISION FOCUS CAG: Competition Advocate General CJCS: Chairman, Joint Chiefs of Staff CJCSI: Chairman, Joint Chiefs of Staff Instruction DAB: Defense Acquisition Board DFARS: Defense FAR Supplement DCMA: Defense Contract Mgmt Agency DPG: Defense Planning Guidance DRB: Defense Resources Board FAR: Federal Acq Regulation HCA: Head of Contracting Activity JROC: Joint Requirements Oversight Council OMB: Office of Management & Budget OSD: Office of the Secretary of Defense PCO: Procuring Contracting Officer PEO: Program Executive Officer POM: Program Objectives Memorandum SPE: Senior Procurement Executive VCJS: Vice Chairman, Joint Chiefs of Staff

New Acquisition Policy From This (April 2002) www.dod5000.dau.mil DoD Directive 5000.1 DoD Instruction 5000.2 DoD Regulation 5000.2-R To This (30 Oct 2002) Interim Guidance Documents: The Defense Acquisition System Operation of the Defense Acquisition System Interim Defense Acquisition Guidebook DoDD 5000.1 & DoDI 5000.2 will be reissued in January 2003. DoD 5000.2-R will not be reissued. The former DoD 5000.2-R serves as the Interim Guidebook pending issuance of a streamlined guidebook. The former DoD 5000.2-R is NOT mandatory.

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, The Defense Acquisition System DoDD 5000.1, chg1, 4 Jan 01 The Defense Acq System, 30 Oct 02 Five major categories containing 14 definitive policy statements: Achieving Interoperability Rapid & Effective Transition from S&T to Products Rapid & Effective Transition from Acquisition to Production Integrated & Effective Operational Support Effective Management 8 pages and 3 enclosures Thirty short, clear and concise policy statements, with following additions: Decentralized Responsibility Reduced Cycle Time Collaboration Information Superiority Information Assurance Intelligence Support Knowledge-Based Acquisition Systems Engineering Products, Services & Technologies Performance-Based Logistics Program Goals Legal Compliance International Agreements Cost Realism Cost Sharing Program Information 5.5 pages, No enclosures Most policy statements from DoDD 5000.1 have been summarized and included in the new interim guidance. Many policy areas were added from cancelled DoDI 5000.2 and DoD 5000.2-R

DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 1, The Defense Acquisition System Major Policy Statements Cost Sharing Cost Realism Reduced Cycle Time Collaboration Legal Compliance International Agreements From DoDI 5000.2 Tailoring Innovation, Continuous Improvement, and Lessons Learned Technology Development & Transition Interoperability Research & Technology Protection Performance-Based Acquisition Competition Independent Operational Test Agency Streamlined Organizations Professional Workforce From DoDD 5000.1 Intelligence Support Systems Engineering Performance-Based Logistics Program Goals Program Information From DoD 5000.2-R Information Superiority Information Assurance Products, Services & Technologies From DoDI 5000.2 & DoD 5000.2-R

Evolutionary Acquisition DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, Operation of the Defense Acquisition System Evolutionary Acquisition Two development processes to implement Evolutionary Acquisition Strategy Incremental Development: End-state requirement is known, and requirement will be met over time in several increments Spiral Development: Desired capability is identified, but end-state requirements are not known at Program Initiation. Requirements for future increments dependent upon technology maturation and user feedback from initial increments Evolutionary acquisition strategies shall be preferred approach to satisfying operational needs. Spiral development shall be the preferred process.

New Requirements Documents DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, Operation of the Defense Acquisition System New Requirements Documents Initial Capability Document (ICD) replaces MNS at Milestone A Captures capability shortfall in terms of integrated architectures; identifies critical capabilities to satisfy the requirement, and best joint solution(s). Capability Development Document (CDD) replaces ORD at Milestone B Each CDD will have a set of validated KPPs that will apply only to that increment of the evolutionary acquisition strategy. Capability Production Document (CPD) replaces ORD at Milestone C (updated CDD) Common element is CAPABILITIES that may be required to: Resolve a shortfall in warfighting capability, accommodate technology breakthrough or intelligence discoveries. Details will be implemented by revisions to CJCSI 3170.01B.

Technology Opportunities & User Needs The 5000 Process old and new 1996 DoD 5000.2-R Process I II III Program Definition & Risk Reduction Engineering & Manufacturing Development Production, Fielding/ Deployment, & Operational Support Determination of Mission Need Demilitarization & Disposal Concept Exploration Technology Opportunities & User Needs Current DoD 5000 Process A A B B C Concept & Technology Development System Development & Demonstration Production & Deployment Operations & Support

The 5000 Model Technology Opportunities & User Needs A B C IOC FOC Process entry at Milestones A, B, or C Entrance criteria met before entering phases Evolutionary Acquisition or Single Step to Full Capability A B C IOC FOC Concept Exploration Technology Development System Integration System Demonstration LRIP Full-Rate Prod & Deployment Sustainment Disposal Critical Design Review FRP Decision Review Concept & Tech Development System Development & Demonstration Operations & Support Production & Deployment Pre-Systems Acquisition Systems Acquisition (Demonstration, Engineering Development, LRIP & Production) Sustainment IOC: Initial Operational Capability FOC: Full Operational Capability Initial Capabilities Document (ICD) Capabilities Development Document (CDD) Capabilities Production Document (CPD) Validated & approved by operational validation authority Relationship to Requirements Process

Concept and Technology Integrated Decision Meetings DEPSECDEF Memo, Defense Acquisition, 30 Oct 2002, attachment 2, Operation of the Defense Acquisition System Requirements/Acquisition Process Enterprise Architecture New MS B CDD Approved MS C MS A D O T M L P F MDA Refinement of Solution Sets RA CPD Analysis Of Capability Solution Sets Concept and Technology Development ICD MDA RA Ongoing Mission Area Analysis Demo MDA SDD LRIP RA FRP Demo Increment 1 Demo MS B MS C LRIP Doctrine, organizations, training, materiel, leadership, personnel & facilities FRP Demo Increment 2 Demo MS B MS C LRIP FRP Demo Increment 3 Oversight Acquisition Integrated Decision Meetings Requirements

Joint Capabilities Integration and Development System (JCIDS) Overarching Policy NSS/NMS/Joint Vision ICD - Initial Capabilities Document CDD - Capability Development Document CPD - Capability Production Document Joint Concept of Operations Functional Area Analysis Functional Area Functional Concept Integrated Arch Feedback D O T M L P F Materiel Process Analysis of Materiel Approaches MS B MS A MS C DOTLPF Process FCB CDD 2 CPD AoA JROC DAB Concept Refinement ICD Technology Development 1 JROC DAB Increment 1 JROC Demo 3 IOC DAB 2 MS B MS C 1 - Concept Refinement Decision 2 - Critical Design Review 3 - Full Rate Production Decision Demo Increment 2 3

Service or Other Input to the FCB Input Source Overarching Policy NSS/NMS/Joint Vision ICD/CDD/CPD CDD CPD Joint Concept of Operations JCPAT Review FCB Functional Area Functional Concept Integrated Arch Gatekeeper Functional Area Analysis JROC Interest Joint Impact Functional Needs Analysis JROC Interest JROC/ DAB D O T M L P F Joint Integration Analysis of Materiel Approaches Materiel Process Alternative 1 ICD 1 AoA Independent Alternative 2 DOTLPF Process Joint Impact FCB/ Component Interoperability Certification MDA ICD Source Requirements Process Additional FCBs 1 - Concept Refinement Decision

OUTLINE The CHALLENGE DAU Performance Learning Model DoD 5000 to CJCS 3170.01 changes Understanding of Risks in this business DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP) Risk Community (go through the site) Transition from pilot at Navy ARO to DAU

DAU Performance Learning Model A Structured Approach to Organizing AT&L Intellectual Capital Executive Job Experience Level 3 DAWIA Certification Communities Of Practice Performance Support Job Experience Level 2 DAWIA Certification Job Experience Level 1 DAWIA Certification DAU’s principle mission is to provide the formal certification training for some thirteen different career paths. This, in addition to our Executive training, does an exceptional job in developing our intellectual capital in the class room and on-line in our distance learning courses. We are presently in the process of restructuring our certification courses to improve the content, and intellectual capital of the courses, and present more challenging problem solving activities to the learner. The additional elements of our new Performance Learning Model provide for lifelong support to our enterprise workforce. Between formal DAU training and while on-the-job, DAU now provides the workforce with on-line continuous learning courses, on-line knowledge communities and personalized or team performance support. The major leveraging of DAU’s intellectual capital comes from taking formal curriculum learning objects, called sharable learning objects, and offering them up for job performance support through various on-line products. In the classroom these products are used to enrich and support the formal course activities. In this way we try to “train as we fight, and fight as we train”. DAU is building a multi-faceted set of on-line products to both provide access to our intellectual capital and capture workforce expertise through on-line knowledge communities.. Next slide please! Continuous Learning DAU Performance Learning Model

DAU’s Learning Paradigm Shift Instructor Centric Student Instructor Student Learner Centric (Knowledge Seekers) Student Student Other Universities & Organizations Instructor Library Resource Center Class Experts Learner Communities of Practice Internet products XXX.dau.mil 13

DAU PM Tool Kit Feb 2002 http://www.dau.mil/pubs/misc/toolkit.asp

DoD AT&L Knowledge Sharing System New Policy DoD AT&L Knowledge Sharing System Expands upon and replaces DoD Desk Book DAU 5000 Resource Center Guidance and Contacts All of these on-line products are being offered up to the workforce through a new Knowledge Sharing System gateway. This system is replacing the Defense Acquisition Deskbook which was DoD’s first attempt back in 1995 to capture its intellectual document capital in a single database. This gateway will be a virtual clearing house of acquisition intellectual capital, providing access to “golden sources” of knowledge; and experts collaborating to expand upon and develop more intellectual capital. New Gateway to Policy, Processes, Tools and Experts Career Field and Business Process On-Line Knowledge Communities

www.deskbook.dau.mil

OUTLINE The CHALLENGE DAU Performance Learning Model DoD 5000 to CJCS 3170.01 changes Understanding of Risks in this business DAU Performance Learning Model DAU Courses – PMT-250, others DoD AT&L Knowledge Sharing System PM Community of Practice (PMCOP) Risk Community (go through the site) Transition from pilot at Navy ARO to DAU

PM Community of Practice Why OSD-championed, DAU partnership Business process oriented, PM-selected communities Concentrated on ACAT program team performance Who Total acquisition workforce, Open to industry Leadership, experts, practitioners, peers What Collaboration forums Information, knowledge, expert, and peer search Performance centered learning FAQs, tools, templates, resources, references How Practitioner driven Evolutionary development Desktop compatible, web-based, server based Maximize leverage of other efforts & investments Measure progress towards organizational & cultural change http:/www.pmcop.dau.mil How can ARO help? Navy Small Bus Impr Plan: KM portal for small business info Link up with our PM community of practice Risk management Systems engineering Contracts management - ABM link Total ownership cost Combat brain drain: acq workforce retirement eligibility 50% by 2005 75% by 2008 http://www.pmcop.dau.mil 4 December 2002

Community Build Maturity Model Functionality & Performance Advanced Portal Help Others Get Our Job Done Collaboration Find Members Advanced Search Mentoring Building Trust Content Audit Contribute Community Building Publish Facilitation Feedback Help Me Get My Job Done Register Community Responsibility Search Surfer Member SME Leader Champion 4 December 2002

KM Lessons Learned Need support from the top … LEADERS MUST USE IT/PARTICIPATE Focus on community development … PEOPLE Must earn support from the bottom up … MUST SHOW VALUE Target business needs/objectives up front … HIGH PAYOFF TARGET Need a facilitation team … MUST HAVE BELIEVERS Audit knowledge sources … LEVERAGE EXISTING SOURCES Use spiral development … EVOLVE IT is only part of the solution Start with a quick win … start small & build Assess organizational culture and acceptance Let the community … experts … determine requirements Keep it simple … consistent navigation and feel Place a name to every contribution … assign responsibility Database driven … facilitates capture/reuse KM is cost effective ... but, requires an investment This is a 3-5 year cultural change process BUILDING A KM PROGRAM IS NOT EASY OR CHEAP! 4 December 2002

Risk Management Community Objectives Build a robust online community of risk management professionals Leverage community expertise to improve the performance of RM tasks, questions and problems Integrate fundamental learning content with practitioner developed knowledge assets to improve performance

Risk Management Community “Entice, Excite & Engage” The essence of this community is its members Develop and Evolve RM Community direction based on community needs and concerns Expand Risk Management community by reaching out and interacting with potential members Conferences, presentations, brochures, website, phone calls, emails, interviews, assistance to community members, trinkets, word of mouth Cultivate community interaction through PMCoP Site, Contributions, Discussions, Community Meetings

Risk Management Community Identified Tasks  Planning Tasks Develop and document a well organized risk strategy Determine Methods to implement the risk management strategy Create a Risk Management Plan Assessment Tasks Identify Risk Events Conduct Risk Analysis Perform a Performance/Technical Assessment

Lessons Learned Cultivating a Cop Hard to track in database driven web sites CRM Systems critical for effective metrics of KM Community based sites 65% of overall effort spent community building Real relationships are the key Objective is more important than the plan

Transition from Pilot to DoD AKSS  Transition in progress...next 6 months Use www.DESKBOOK.DAU (AKSS) www.PMCOP.DAU (PMCOP) Continue integration into Learning Model Come join and use and/or contribute My vision… Functional + Process + Program COPs Expanded Industry/DoD/other partnerships