1. A Program Manager’s View of Contracting NCMA Boston Chapter 49 th Annual March Workshop 10 March 2010

2. DoD Decision Support Systems

3. The Defense Acquisition Management System DODD 5000.02 Operations & Support Incremental Development A Production & Deployment O&S Technology Development Engineering & Manuf Development JCIDS Acquisition Process B C CDD CPD User Needs Joint Concepts Capabilities - Based Assessment OSD/JCS COCOM FCB Strategic Guidance Materiel Solution Analysis ICD MD D Technology Opportunities & Resources AOAAOA

4. Experience In-plant program integrator, subcontracts management Technology Development Systems Development Factory Integration & Test On-site Fielding and Test PEM, Foreign Comparative Testing, International Cooperation, OSD review, DAB advisor Systems Wing Commander, including SSA etc.

5. Definition? The Program Manager coordinates the activities among responsible members of a multidisciplinary team which performs necessary functional tasks and implements controls to evaluate cost, schedule and performance goals required to develop, field and sustain products that meet end user requirements.

6. Definition? The Program Manager coordinates the activities among responsible members of a multidisciplinary team which performs necessary functional tasks and implements controls to evaluate cost, schedule and performance goals required to develop, field and sustain products that meet end user requirements.

7. Definition? The Program Manager coordinates the activities among responsible members of a multidisciplinary team which performs necessary functional tasks and implements controls to evaluate cost, schedule and performance goals required to develop, field and sustain products that meet end user requirements.

8. DODD 5000.01 The Program Manager (PM) is the designated individual with responsibility for and authority to accomplish program objectives for development, production, and sustainment to meet the user's operational needs. The PM shall be accountable for credible cost, schedule, and performance reporting to the MDA.

9. DODD 5000.01 The Program Manager (PM) is the designated individual with responsibility for and authority to accomplish program objectives for development, production, and sustainment to meet the user's operational needs. The PM shall be accountable for credible cost, schedule, and performance reporting to the MDA.

10. Typical PM Engineer or Scientific/Technical Manager Desire to control and lead Problem solving Team building Vocal advocate Tireless/relentless Multi-tasking

11. The Program Manager’s Bill of Rights and Responsibilities Program Managers have the right to: a single, clear line of authority from the Defense Acquisition Executive; authority commensurate with their responsibilities; timely senior leadership decisions; be candid and forthcoming without fear of personal consequences; speak for their program and have their judgments respected; receive the best available training and experience for the job; and be given adequate financial and personnel resources. Program Managers have the responsibility to: accept program direction from acquisition executives and implement it expeditiously and conscientiously; manage their programs to the best of their abilities within approved resources; be customer-focused and provide the user with the best, most cost-effective systems or capabilities; innovate, strive for optimal solutions, seek better ways to manage, and provide lessons- learned to those who follow; be candid about program status, including risks and problems as well as potential solutions and likely outcomes; prepare thorough estimates of financial and personnel resources that will be required to manage the program; and identify weaknesses in the acquisition process and propose solutions.

12. Comparison PM Risk Taking Technologist Multi-functional activities Ad hoc problem solver General authority Highly trained Skips echelons Strategic/Tactical CO Follow Rules/Avoid Risks Business process manager Single function focus Policy and statute driven Warranted authority Highly trained Chain of command Operational

13. Acquisition Process according to the CO Analyze Scope of Requireme nt Market Research Request for Proposal Source Selection Contract Award Payment and Accounting Award Fee Determina tion CPAR/Past Performan ce Contract Completio n/Closeout

14. Program Office Structure according to the CO Contracting Officer Requirements Division Scope Determination Branch SOW Writing Branch TRD Preparation Branch Market Research Division Technical Branch RFP Preparation Branch Source Selection Division Model Contract Branch Tech Evaluation Branch Cost Branch Execution Division Funding Branch EVM Branch CDRLs/Deliveries Branch DD250 Processing Branch CPAR Division Metrics Branch Contract Specialists Legal Staff

15. Things Your PM ISN’T TELLING YOU Most important decisions were made before the PCO got involved If you don’t help me, I’ll find someone who will You are not JA … don’t try to be one When the answer is always, “no” … I hear maybe I’m trained to believe there is always a waiver available I don’t tell you everything When you aren’t there I blame you Tech evals, cost estimates and market research are overrated I’m a lone ranger, but PMs think alike

16. What’s the Lesson for the CO? The contract is not the program – Seek early and continuous involvement with Program Definition and Planning PK should not be Black Magic, don’t perform it in a backroom – Tell me all options not just the policy du jour – Independence can make you irrelevant Practice Risk Management – Need PK to play in the overall program trade space – Fight for waivers to policy/regulation that benefit the program Get the contract dirty – Know the industry and their best practices, not just our way – Adapt to the program needs, not contract efficiency Identify relevant measures of PK performance with the PM – Ensure strategic and tactical activities are covered

17. Final Thoughts PMs need the support and involvement of an effective Contracting Officer An open dialogue and trades in both directions is critical to program success The contractor is not the enemy and their input needs careful consideration Be a Contracting Officer that’s a program advocate for the war fighter capability