1. Executive Life-Cycle Logistics Course LOG 304 Functional IPT Briefing 29 October 2004 Course Manager: Bryan L. Hammond “Transformation to GOLD!”

2. http://www.dau.mil Bryan.Hammond@dau.mil 6767 Old Madison Pike, Bldg #7 Huntsville, AL 35806 (256) 722-1019

3. Executive Life-Cycle Logistics Professors South: Mr. David Newberry Mr. Terrence Renee Mr. Michael Gourley Mr. Bryan Hammond (CM) Mid-Atlantic: Mr. Dean Newman Mr. Jim McMahon Capital & North East: Mr. Larry Heller Dr. Tony Scafati Mid-West: Dr. Brett Andrews Mr. Travis Stewart Mr. Dick DiLorenzo Major Robert Hannah West: Mr. Tom Edison Dr. Hank DeVries Mr. Bob Cartwright Mr. Ed Eden CDSC: Mr. Bruce Moler / TBD

4. Case/scenario based GS 13 - 14 E7 - O5 Application/tool based GS 9 - 12 E7 – O4 Level II Certification Level III Certification Life Cycle Logistics Courses 5 days classroom LOG-201B Intermediate Acquisition Logistics LOG-201B LOG-304 Executive Life Cycle Logistics Management LOG-304 LOG-235B Performance Based Logistics LOG-235B Level I Certification 25 hrs, on-line ACQ-101 Fundamentals of Systems Acquisition Management ACQ-101 Knowledge based GS 5 - 9 E7 – O3 LOG-101 Acquisition Logistics Fundamentals LOG-101 26 hrs, on-line On-line ACQ-201IntermediateSystemsAcquisitionACQ-201IntermediateSystemsAcquisition 35 hours, online 1 week classroom Hybrid (9 days classroom) Classroom LOG-102 Systems Sustainment Management LOG-102 and LOG-201A Intermediate Acquisition Logistics LOG-201A LOG-235A Performance Based Logistics LOG-235A Additional Education Academia – Certificate/Degree - System Design & Operational Effectiveness (SDOE) - Supply Chain Management (SCM) Assignment Specific or Other Acquisition Training - Reliability and Maintainability - Program Management - Configuration Management - Systems Engineering P = Prerequisite P P 26 hrs, on-line 60 hours DL 5 days classroom 50 hours DL P P P NOTE: There are NO prerequisites for LOG235A P

5. Course Approach Levels of Learning 1 2 3 4 5 Knowledge/Comprehension Application Analysis Synthesis Evaluate Bloom’s Taxonomy  9 Day Resident Course With Pre- Class Assignments: - Lessons Learned - Research Topic  Block 1: Lecture/Discussion/PE/Case-Study  Block 2: Case-Based Learning  Focus on Critical Thinking  Competencies Selected Based on: - Annex K-4/9 at Higher Bloom’s - Areas Emphasized by Proponents - What a Level 3 Loggie Should Know! LOG 304

6. Executive Life-Cycle Logistics LOG304 Course Evolution FY02FY03FY04FY05 4th3rd4th3rd4th1st2nd1st2nd1st2nd Direction to Revise Course 1 2 3 Oct–Dec 02 Apr 03 - PRESENT  Updated Policy  Student Eval Data  Faculty & Leadership Input  Lessons Learned 4 Initial Course Rewrite Faculty Input Lessons Learned Continuous Modernization  6 DAU-South Loggies and CDSC  8 weeks  1 st Delivery 20 Dec 02  Less than $5K  Rave Reviews Dec 02-Apr 03  2 Loggies from each DAU campus (Lesson Masters)  Critique of Spiral 1  Lesson re-scope and rewrite  Expansion of case studies  Contract to LMI Sep 04  Complete Lesson Review  Add 12 New Case Studies  More Objective Assessment Strategy Feb 05 Completion Course Manager Faculty Review Apr 04 Spiral 1 Spiral 2 Spiral 3 Spiral 4 Mar 03 FIPT ReviewOct 04 FIPT Review

7. Executive Life-Cycle Logistics Course Logistics Management Institute (LMI) Team with DAU to Develop Course Materials –Case Studies –Lesson Plans –Instructor Support Packages –Etc.

8. AMPM TUES WED THUR FRI TUES WED THUR MON Block III Course Structure Intro & Welcome Emerging Concepts/Policy Evolutionary Acquisition Lessons Learned Lessons Learned Lessons Learned Lessons Learned Lessons Learned Lessons Learned Lessons Learned Systems Engineering Systems Engineering Systems Engineering *Supply Chain Management Performance Based Logistics Supply Chain Management Supply Chain Management Performance Metrics Performance Metrics Management & Oversight Management & Oversight Best Value/ Support Strategies BCA/ Partnering BCA/ Partnering BCA/ Partnering BCA/ Partnering RTOC/ Tech Insertion Environmental Policy Environmental Policy Operational Logistics *Operational Logistics Graduation ! Lecture/Discussion Case Study/PE Student Discovery Performance Agreements Performance Agreements Best Value/ Support Strategies RTOC/ Tech Insertion Systems Engineering FRI Lessons Learned Lessons Learned Lessons Learned Lessons Learned Lessons Learned Lessons Learned Lessons Learned Lessons Learned Evolutionary Acquisition Operational Logistics Operational Logistics Interoperability *New Lesson

9. Competency Sets BCA/Consolidation/Partnering 1, 2, 3, 4, 6, 8, 63, 107, 108, 109, 110, 112, 219, 229 Performance Agreements 24, 25, 26, 27, 184, 409, 429, 430 Performance Metrics 37, 38, (186, 196, 203, 205) OP-LOG Contingency Planning 50, 53 Systems Engineering 32, 69 Interoperability 80, 81, 82 Environmental Risk Management 102, 103, 191, 192 Best Value/Support Strategies 133, 135, 146, 168, 174, 175, 176, 177, 181, 422, 427 Oversight Processes & Analysis Tools 224, 225, 226, 227 Tech Insertion/RTOC 386, 388, 389, 390, 401

10. Executive Life-Cycle Logistics Students Fiscal Year Students Graduated FY-03 295 FY-04 467 FY-05 550 (projected)

11. Executive Life-Cycle Logistics Student Comments Keep applying real world situations Excellent course especially the instructor. Discussed real life issues and recommended ways to work around them Outstanding course and course content. Enjoyed every minute of it.. Thank-you Excellent course with great instructors who brought forth great knowledge and experience. Learning was fun.

12. Executive Life-Cycle Logistics Student Comments This course is excellent, I enjoyed it and it adds tremendous value to my understanding of the Acquision Logistics processes and effecting procedures. The instructors along with this expeirence has added motivation for me to return to my job and jump into the IPT process with all four feet and grab actions like a dawg-on-a-bone! It was a good course and challenged me to think through a lot of problems. However, many of the crusty loggies in the course had a lot of baggage and resistance to change, which impacted the class. Instructors need to sometimes nod and move on instead of listening to all the whining. Great Course. Cut back a little on death by case study and outbrief. Thanks for the great course. I really enjoyed the cross services aspect and class participation was best aspect.

13. FIPT Endorsement LOG 304 Incorporation of Supply Chain Management Lesson and Case/Activity Incorporation of Operational Logistics Lesson and Case/ Activity Orientation on PBL Throughout Course; Not as Stand-Alone Modules

14. Back Up Slides

15. ColumnPurposeInput TLO or ELO # To establish a numbering system for each TLO and ELO. Label each TLO using 1.0, 2.0, etc. Label each ELO to correspond with its TLO. Example: If TLO 1.0, then the third ELO would be 1.3. Objective To list each lesson or module objective and the Bloom’s level of that objective Put the objective here and in the box next to it, add the numeral corresponding to the identified Bloom’s level Category of Performance To identify the type of performance expected for this objective Choose one of the following: K=knowledge acquisition S=skill development P=performance based Assessment Technique To identify the type of assessment or test used to measure the objective Types of techniques include, but are not limited to: BR=BriefingCS=Case Study CI=Critical IncidentDS=In-Class Discussion ES=EssayFP=Final Paper FI=Fill-in/CompletionHW=Homework MA=MatchingMC=Multiple Choice PE=Practical ExercisePR=Presentations RP=Role PlaySA=Short Answer TF=True-False Scoring Instrument To identify how student assessment data will be collected, recorded, and/or scored Types of data collection, recording, and scoring instruments include, but are not limited to: Objective score sheet/answer key Instructor observation checklist Assessment rubric Participation checklist Peer assessment

16. Module/Lesson: Emerging Concepts Instructional Mode: Participative lecture; group discussion and research; group practical exercise TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Originate and justify a change management plan encompassing both a short ( 5 yrs) range strategy for changes affecting Life-Cycle logisticians as a result of emerging concepts in DoD acquisition policy; Joint Vision 2010/2020; Joint Capabilities Integration and Development System; Focused Logistics; Future Logistics Enterprise; and Total Life Cycle Systems Management. 5PPE,PR,DSIO,PA PO Formulate a personal and group knowledge management approach to research and remain abreast of emerging logistics concepts. 4PPE, PR, DSIO, PA PO Select, research, illustrate, conclude and communicate both in writing and a class brief a selected (relevant) research topic or real world lessons learned account reflecting emerging topics and issues in Life-Cycle Logistics. 5K,S,PBR,FP,HWAR,IO

17. Module/Lesson: Product Support in Evolutionary Acquisition Instructional Mode: Participative lecture; group discussion; case study TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Explain and differentiate evolutionary acquisition; spiral development and incremental development. 2KCS,PRIO PO Contrast examples of evolutionary acquisition strategies in use. 4S,PCS,PR,RPIO PO Relate the integration of Performance Based Logistics (PBL) and/or Product Support strategies to evolutionary acquisition within the life cycle model. 4PCS,PRIO PO Recognize how evolutionary acquisition impacts the product support process. 4PCS,PRIO

18. Module/Lesson: Systems Engineering Instructional Mode: Participative lecture; group discussion; case study TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Relate the systems engineering process to the life cycle logistician’s role in: assessing and balancing supportability design risks; and contingency planning. 4PCS,PRIO PO Examine and assess results of a supportability analysis to reduce risk of operational and support problems, as well as insure emphasis toward reducing life cycle cost, increasing readiness and managing logistics footprint. 4PCS,PRIO

19. Module/Lesson: Performance Metrics Instructional Mode: Participative lecture; group discussion; case study TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Justify the need for viable metrics in assessing product support strategies. 3S,PPE,CS,PRIO PO Formulate viable performance based support metrics. 4PPE,CS,PRIO,AR PO Analyze the shift in approach to product support for using commercial practice reporting methodologies and metrics. 4PPE,CS,PRIO

20. Module/Lesson: Supportability Requirements and Capabilities Analysis for Application of PBL Instructional Mode: Participative lecture; group discussion; practical exercise. TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Evaluate supportability requirements/capabilities documents for viable portrayal of performance based requirements. 4PPE,DS,PRIO,AR PO Relate the linkage of sound supportability requirements to constructing a PBL strategy. 4PPE,DS,PRIO PO Interpret the 7 step PBL methodology as it pertains to the program manager executing responsibility for total life cycle systems management. 3PPE,DS,PRIO PO Differentiate between traditional, resource oriented support strategies, and results oriented, performance based logistics strategies. 4PPE,DS,PRIO

21. Module/Lesson: Management and Oversight Processes Instructional Mode: Participative lecture; group discussion; group research and practical exercise TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Develop and adapt oversight processes and analysis tools as senior level leadership priorities are promulgated through implication of the tenets of the future logistics enterprise. 5PPE,DS,PRIO PO Synthesize leadership styles and competenciesapplicable to the current fast paced, changing environment in DoD acquisition, technology and logistics 5PPE,DS,PRIO PO Discover current oversight and analysis tools through research and relate them to execution of the tenets of the future logistics enterprise, including: activity based costing; balanced scorecard; visibility and management of operations and support cost (VAMOSC); enterprise resource planning (ERP); risk management; earned value management (EVM); business case analysis; and the Kepner-Tregoe project management model. 4PPE,DS,PRIO

22. Module/Lesson: Business Case Analysis Instructional Mode: Participative lecture; group discussion; group research; case study TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Analyze the Business Case Development and Analysis process, and the DoD level guidance/policy for using business case analysis (BCA). 3S,PDS,CS,PRIO,PA,PC PO Distinguish how the BCA process is applied and executed by the separate Services. 3PDS,HWIO PO Research business case development and analysis resources and references for content and tailored application to planning a PBL strategy. 4PDS,HWIO PO Formulate a general approach and format for a BCA. 5PDS,CS,PRIO,PC PO Evaluate a sample BCA for application of a PBL strategy. 6PDS,CS,PRIO PO Produce an executive level checklist for evaluating the relative merit and validity of a business case. 5PDS,CS,PRIO,PC

23. Module/Lesson: Performance Agreements Instructional Mode: Participative lecture; group discussion; group research and practical exercise TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Establish the relationship among the possible forms of performance agreements, PBL and TLCSM. 5PDS,HW,PEIO,AR PO Select appropriate metrics for a tailored performance agreement based on a specific business and/or operational environment. 4PDS,HW,PEIO,AR PO Evaluate sample performance agreements for validity and completeness 6PDS,PEIO,AR PO Construct a generic manager’s checklist for use in evaluating validity and relevance of a PM/Warfighter performance agreement. 5PDS,PE,PRIO,AR PO Distinguish the impact of selected statutory and regulatory boundaries on constructing a tailored performance agreement. 5PDS,PEIO

24. Module/Lesson: Reduction of Total Ownership Cost (RTOC) Instructional Mode: Participative lecture; group discussion; practical exercise TLO or ELO # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performance Assessment Technique PO Distinguish between the components of DoD TOC, and the components of defense systems life-cycle cost. 4PDS,CS,PRIO PO Formulate an analysis plan to gain visibility into the components of life- cycle cost. 5PDS,CS,PRIO PO Summarize the effects of service life extension and obsolescence on TOC. 4PDS,CS,PRIO PO Relate the concept of CAIV to RTOC. 5PDS,CS,PRIO PO Review for application selected LCC models. 4PDS,CS,PRIO PO Recognize the background, objectives, progress and lessons learned from the RTOC Pilot Programs. 2SDSIO PO Construct a methodology for reducing TOC of a sample materiel system. 5PDS,CS,PRIO

25. Module/Lesson: Environmental, Safety and Health (ESH) Risk Management Instructional Mode: Participative lecture; group discussion; group research TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Relate the major statutes and DoD policy governing ESH provisions of DoD weapon systems. 4S,PDS,PEIO PO Recognize the impact ESH issues have on supportability and life-cycle cost. 3S,PDS,PEIO PO Examine the NEPA process and conclude its impact on weapon system cost, schedule and performance. 4PDS,PEIO PO Generalize the salient points of NAS 411, ISO14000 and MIL-STD-882. 2SDSIO PO Comprehend the hierarchical options for pollution prevention. 2SDSIO PO Determine a manager’s checklist for assessing a program’s compliance with ESH policy. 4PDSIO

26. Module/Lesson: Interoperability, Standardization and Commonality Instructional Mode: Participative lecture; group discussion; group research; practical exercise TL O or EL O # Objective List each learning objective on a separate line. In the small column on the right indicate Bloom’s level. Assessment TechniqueScoring Instrument Category of Performanc e Assessmen t Technique PO Distinguish between the concepts of interoperability, standardization and commonality as they apply to Joint Vision 2020. 4PDS,CS,PRIO PO Draw conclusions on factors which limit a system’s ability to achieve interoperability, standardization and commonality. 4PDS,CS,PRIO PO Integrate the provisions of the Joint Technical Architecture, Global Information Grid and the Defense Information Infrastructure. 5PDSIO PO Originate, synthesize, prepare and present to a role playing decision-maker the impact of interoperability, standardization and commonality on supportability planning when transitioning an ACTD to an acquisition program. 5PDS,CS,PRIO,AR

27. 50. Know and understand contingency planning and execution 53. Know and understand risk reduction and risk assessment processes for acquisition process. Balancing risks and benefits in situations involving human safety, environmental risks, and financial uncertainties. Conduct risk assessment, risk reduction and mitigation techniques at the earliest possible stage 32. Know, understand and be able to assess design tradeoffs Perform design trade-offs earlier in the acquisition process. 69. Use systems engineering processes to reduce risk of operational and support problems. Assess supportability techniques for assessing systems requirements. Systems Engineering CompetenciesFunctions

28. Performance Agreements 24. Evaluate the individual situation and select the appropriate contracting or assistance vehicle 25. Understand the applicability and advantages of the various contracting or assistance vehicles. 26. Know and understand dual use application of program/item needs and ability to incentivize dual-use focus 27. Determine the most appropriate agreement, as well as pricing and facility arrangements that will mitigate risk in accordance with regulations, statutes and sound business judgement. Identify appropriate agreement method/vehicle (CRDA, MOA, etc.) to ensure DoD's interests are protected. 184. Know how to develop and apply rules and tools to help determine the best application of contractor support and best use of innovative contracting techniques for common support requirements. Develop and apply rules and tools to help determine the best application of contractor support and best use of innovative contracting techniques for common support requirements. Develop performance based specifications 409. Evaluate performance-based work statements and advise program office as appropriate 429. Apply performance based contracting methodoligies Capitalize on opportunities to develop performance based solicitations for products and services. 430. Develop performance expectations and metrics to describe acquisition needs and evaluate outcomes Competencies Functions

29. Performance Metrics 37. Be capable of developing strategic, tactical and local metrics within the acquisition process. 38. Know and understand metric development and linkage to mission/operations and cost implications Develop verification/conformance metrics. 186. Know flexible sustainment contracts and how to develop performance events to measure contractor progress. Develop and apply rules and tools to help determine the best application of contractor support and best use of innovative contracting techniques for common support requirements. 196. Know and understand selected contract in order to apply oversight tools Use mature, robust, market-ready commercial capabilities with end-to-end visibility of inventory. 203. Know and understand shift to commercial practices reporting methodology/metrics 205. Analyze and interpret business volume information to evaluate organic and industry total system performance Monitor and track business volume information outside of DoD ownership. CompetenciesFunctions

30. Management & Oversight Processes 224. Know and understand commercial industry analysis tools and oversight processes 225. Know cost models, contractor systems and process risks. 226. Understand operating and support cost data and data sources (e.g., Service VAMOSC Systems) and their differences; cost estimating tools/models and their limitations. 227. Know and understand existing oversight processes and analysis tools Develop or modify oversight processes and analysis tools. CompetenciesFunction

31. Best Value/Support Strategies 133. Know and understand negotiations/plans and execution 135. Analyze market research/customer requirements/sourcing strategies to synthesize best value solutions Employ/Develop sourcing strategies that emphasize best value. 146. Evaluate/Analyze potential technology solutions to determine best approach/solution Apply technology to enable implementation of reengineered and integrated business processes. 168. Know and understand negotiations/plans and execution Tailor the application of best practices to the specific market sector and develop appropriate contractual vehicles. 174. Know and understand common support requirements and tools and ability to leverage those opportunities…consolidated design and buying opportunities 175. Know and understand selected contract to apply oversight tools 176. Know and understand organic and commercial options available 177. Know and understand contract oversight techniques and tools Develop integrated support strategies. 181. Analyze market research/customer requirements/sourcing strategies to synthesize best value CLS solutions 422. Know and understand best value methods and tools to synthesize best value options based on tradeoff 427. Analyze expected system performance outcomes for best value. Expand use of best value and dissimilar competitions including capabilities tradeoff vs mission CompetenciesFunctions

32. BCA/Supply Chain Management & Partnering 1. Analyze and evaluate different categories of data such as cost and technical capabilities. Analyze business data to determine its adequacy and impact on consolidation business cases. 2. Use trade off analyses to assess most appropriate consolidation recommendations. 3. Know and understand service capabilities/core competencies 4. Know critical elements contained in a business case analysis in order to justify sound business outcomes. 6. Know and understand joint and service strategic planning and requirements process; assess impact of consolidation options 63. Know, understand and be able to perform/evaluate cost/schedule risk assessments 8. Know and understand PBBE and defense monetary policies and procedures; Assess fiscal impacts and synthesize consolidation options Perform business case analysis (mission, capabilities, costs, trends, future, cross-Service and Industry opportunities to include technical capabilities). Develop streamlining and implementation planning for consolidation. Assess cost/schedule risk and influence on design. 107. Know and understand strategic planning 108. Know and understand organizational management and structures to include existing and options 109. Know and understand organizational processes and measurement 110. Know and understand personnel policies/procedures to include labor relations/union coordination 112. Know and understand available training/education resources to include funding/opportunity Emphasize life-cycle cost implications in all program management phases and decisions. 219. Know and understand PPBE and defense fiscal management policies and practices 229. Know and understand data analysis to include cost/price/performance tradeoffs and cost drivers. Perform trade-off analysis of capability, performance, and life-cycle cost considerations. CompetenciesFunctions

33. RTOC & Tech Insertion 386. Know, understand and be able to assess, evaluate, and synthesize evolutionary/incremental enablers…open architecture, interoperabilty, CMI, ACTD, technology insertion into comprehensive, cost-effective solution. 388. Analyze and evaluate requirements for validity of evolutionary and incremental acquisitions 389. Evaluate technology maturation to support short cycle time in product development 390. Know and understand benchmarking/metrics analysis and ability to apply and evaluate in acquisition process to baseline and reduce cycle time Establish activity based costing for the life cycle process. Minimize cycle time 401. Know, understand and be able to assess, evaluate, and synthesize technology refreshment enablers…open architecture, interoperabilty, CMI, ACTD, technology insertion into comprehensive, cost-effective solution Promote technology refreshment of systems CompetenciesFunctions

34. Environmental Risk Management 102. Know and understand environmental rules/regulations 103. Know and understand environment assessment to law, policy, regulations, community impact and issues/impediments to Take joint or corporate approaches to DoD sustainment issues (corporate contracts, standard corporate information systems). 191. Know and understand environmental regulations and cost assessments. 192. Know and understand government disposal policy and procedures Conduct capability/environme ntal assessment. Competencies Functions

35. 50. Know and understand contingency planning and execution 53. Know and understand risk reduction and risk assessment processes for acquisition process. Balancing risks and benefits in situations involving human safety, environmental risks, and financial uncertainties. Conduct risk assessment, risk reduction and mitigation techniques at the earliest possible stage 32. Know, understand and be able to assess design tradeoffs Perform design trade-offs earlier in the acquisition process. 69. Use systems engineering processes to reduce risk of operational and support problems. Assess supportability techniques for assessing systems requirements. Operational Logistics & Contingency Planning CompetenciesFunctions

36. Interoperability 80. Knowledge and understanding and ability to comply with DII COE 81. Understand and apply JTA requirements and standards 82. Perform analysis to identify linkages connections, processes and delay time that effect interoperability. Comply with Joint Technical Architecture requirements. CompetenciesFunctions