1. 1 Program Advisory Teams Dr. Roy Wood June 1, 2009

2. 2 Program Assists Executive Coaching & Mentoring Program Transition Assists Program Advisory Teams Program Advisory Teams Helps focus government and industry teams at critical program inflection points Pre/post milestones Include PMO event workup Major Reviews Post Nunn-McCurdy Provides tailored assistance in typically difficult program areas Concept Identification Acquisition Strategy RFP Development Source Selection Cost/EVM Processes Risk Milestone Preparation IMP/IMS, etc. One-on-One Assistance for ACAT I/IA PMs Establish Relationship with Proven PM Resource & Thinking Partner Transformational leadership focus Particularly effective during transitions into new leadership roles Intact Team Training Provides training, focused on difficult program events, for intact program teams IBR/Milestone Preparation RFP Development Source Selection Often followed by Program Advisory Teams

3. 3 Program Startup Workshop COL Brian Cummings Product Manager Land Warrior/Ground Soldier System brian.cummings@us.army.mil

4. 4 Ground Soldier Ensemble (GSE) Acquisition Strategy System Standards ( Interfaces, connectors…) Transport CNRS Core Soldier Protection Headsets (SEP Qual) Power ( LI-145) Increment 1 Battle Command (JBC, VIK Support Equipment) Display (Hands Free + Options) Computer User Input Device (Mouse) Navigation (GPS + Alts) Antennas Competition Focus Government Furnished Property (GFP) SFF-C V(1) Rifleman Radio Contractor Prototypes Incremental Approach -Field what is ready now -Integrate other programs when they are ready, i.e. JTRS Incorporates Land Warrior Operational Lessons Learned − Size, weight, power, configuration, GUI Integration of COTS/NDI Components -Industry focuses on ruggedizing Computer/Display, etc. -GFP combat proven Headsets, Type 1 Radio, Battery, etc. Competition and Prototyping -3 Contractors for Technology Development (TD) Phase Cables 4 1234 FY09 12341234 FY11FY10 123412 34 FY13FY12 12341234 FY15FY14 Full Rate Production MS A MS C TRL 7 IOC FRP BNBN Refinement 2 IOT&E Refinement 3 Prototyping 2 Prototyping 3 Refinement 1Prototyping 1 Source Selection LUT Test Report

5. 5 Program Startup Workshops Workshop Timeline MS A through source selection 19 Feb 2009 to 15 April 2009 Contract award 15 April 2009 Government/Contractor Award kick-off meeting 20 April 2009 1 Day session with all 3 awardees Focus was on PM vision of success One on One discussion of what was expected at Start of Work (SOW) meetings Government/Contractor Start-of-Work meeting 23 April-1 May 2 Day visit by Government to 3 Contractor main locations Focus was to establish GOV/KTR alignment Government/KTR communications Technology Development phase schedule and deliverables Focus was readiness for GOV/KTR PDR 7-13 June New Program Start of Work Workshop was a success GOV team was well prepared for post contract award, kick-off meeting, and initial Start of Work meeting Successful GOV/KTR kick off meeting of common goals and vision Start of Work meeting huge success…common understanding on communication with GOV/KTR team, reporting, schedule, deliverables, risks, issues, and concerns

6. 6 Program Assists Executive Coaching & Mentoring Program Transition Assists Program Advisory Teams Program Advisory Teams Helps focus government and industry teams at critical program inflection points Pre/post milestones Include PMO event workup Major Reviews Post Nunn-McCurdy Provides tailored assistance in typically difficult program areas Concept Identification Acquisition Strategy RFP Development Source Selection Cost/EVM Processes Risk Milestone Preparation IMP/IMS, etc. One-on-One Assistance for ACAT I/IA PMs Establish Relationship with Proven PM Resource & Thinking Partner Transformational leadership focus Particularly effective during transitions into new leadership roles Intact Team Training Provides training, focused on difficult program events, for intact program teams IBR/Milestone Preparation RFP Development Source Selection Often followed by Program Advisory Teams

7. 7 Program Advisory Team (PAT) Composition PMSys Engine er LogisticsCost /EV Analyst Contractin g Test & Eval Schedule Analyst Capability need and requirementsXX Program ScopeXXX Funding and schedule analysisXXX Earned Value EffectivenessXXXX Management StrategyX Contracting StrategyXXX Risk ManagementXXXX Physical, functional, and human integrationXX Logistics and life- cycle supportXXX Test & evaluation strategyXXXX

8. 8 Program Advisory Team Construct Core Team at DAU-DSMC (Includes Coordinator and Assistant) Senior Regional DAU faculty core –Program Advisory Team Lead (full time) –Regional SMEs provided on high-priority basis –Augment critical skills from specialty contractors (NDAs required) or government “jury duty” CONOPS –Prioritized by OSD – forecasting and scheduling critical to ensure SME availability –2-3 week cycle; ~5 MDAP programs per year per region –More might be possible with contractor/”jury duty” SMEs available –Development of job aids/templates/processes –Identification of best practices & lessons learned Resources Required for each Advisory Assist –Team leader – coordinator –Augmented by up to 7 regional SME team members

9. 9 Program Transition Workshops aka New Program Startup Workshops Facilitated events to ensure Government and Contractor teams aligned in purpose & expectations –Much of the work is done by the PMO & contractor Resource Loading –DAU regional construct –Local campuses in coordination with DSMC support assists Augmented by services and contractor program office corporate support

10. 10 Other Assists Executive Coaching & Mentoring Intact Team Training Ad Hoc Consulting

11. 11 Executive Coaching & Mentoring Building cadre of certified executive coaches for key acquisition decision- makers (ACAT I leaders and above) –Mentors for larger population of key billets Assign Former PMs and key leads to serve as mentors and coaches –Informal-not full time Develop one week mentoring course

12. 12 Intact Team Training (ITT) Team Training to provide simulation & training using generic scenarios & data –Pilot at DAU PAT post-training follow-up –Advise team members on program-specific challenges and opportunities Potential synergy between ITT & PAT

13. 13 Advisory Teams —Way Ahead Future Transition Workshops –Identification of Potential Workshops Director, PSA and MILDEPs –Institutionalization actions—DFAR clauses, etc. Contract Post Award conference coordination Program Advisory Teams –Service briefing—this briefing (follow on as needed) “Jury Duty” and/or augmentation concept discussions to insure wider availability –Briefing to AMFG

14. 14 Components as Partners Commitment to enterprise level concept for advisory teams Identification of areas to benefit from intact team training Support for Jury Duty Concept –Identification of experts that could work two week assignments (once annually?) Integrating Advisory Team Rotations into Career Development paths 14