1. Requirements Executive Overview Workshop Requirements Management Certification Training

2. 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

3. 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

4. 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

5. 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
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

6. 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

7. 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 , 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

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

9. 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

10. 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”

11. 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

12. 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

13. 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
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

15. Backup Slides

16. 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

17. 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!