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DoDi 5000.02 And Resource Informed Army Modernization

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An overview of the relationship between DoD 5000.02 and Resource-Informed Army Modernization. Specifically addresses Reset, Brigade Combat Team Modernization, and Ground Combat Vehicle planning. ...

An overview of the relationship between DoD 5000.02 and Resource-Informed Army Modernization. Specifically addresses Reset, Brigade Combat Team Modernization, and Ground Combat Vehicle planning. Emphasizes the importance of product support and technology insertion.

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    DoDi 5000.02 And Resource Informed Army Modernization DoDi 5000.02 And Resource Informed Army Modernization Presentation Transcript

    • DoDI 5000.02 and Resource-Informed Army Modernization
      Prepared for the RMS Partnership
      Government-Industry Training Seminar, November 17-18, 2009
      “DoDI 5000.02 and You: The Impact on RMS/L & Systems Engineering”
      Dr. Russell Vacante, President
      William D. Bajusz, Ph.D.
      Senior Logistics Consultant
      William.Bajusz@goldbeltwolf.com
      www.LinkedIn.com/in/williambajusz
      Goldbelt Wolf, LLC.
      An SDB 8(a) Alaska Native Corporation
      5500 Cherokee Avenue
      Suite 100
      Alexandria, VA 22312
      www.goldbeltwolf.com
    • Purpose
      To provide a basis for discussion of how DoDI 5000.02 relates to resource-informed Army modernization – from an RMS, logistics, and systems engineering perspective
      RMS Partnership’s President’s Editorial
      • Are there “lessons learned” from less than a year’s application of DoDI 5000.02?
      • Is there a common understanding between Services and industry partners?
      • How compatible is technology insertion with Performance Based Life Cycle Product Support requirements?
      Fluid Environment
      • Downward pressures on DoD budget
      • Reexamination of Product Support
      • Level of troop commitment to, and strategy in Afghanistan
      • Retrograde from Iraq
      • Imperatives for full scale Army modernization
      2
    • Agenda
      DoDI 5000.02 – Selected Excerpts
      Future of Performance Based Life Cycle Support
      Resource-Informed Army Modernization
      Precepts
      Concluding Observations
      3
    • DoDI 5000.02 – Selected Excerpts
      “Evolutionary acquisition is the preferred DoD strategy for the rapid acquisition of mature technology for the user. An evolutionary approach delivers capability in increments, recognizing up front the need for future capability improvements.”
      Enclosure 2, 2.a
      “PMs for all programs shall formulate a viable Reliability, Availability,
      and Maintainability (RAM) strategy that includes a reliability growth program
      as an integral part of design and development. RAM shall be integrated with
      the Systems Engineering processes, documented in the program’s Systems Engin-
      eering Plan (SEP) and Life Cycle Sustainment Plan (LCSP), and assessed during
      technical reviews, test and evaluation (T&E), and Product Support Reviews (PSRs).
      Enclosure 2, 5, d (5)
      “Life-cycle sustainment planning shall be considered during Materiel
      Solution Analysis, and shall mature throughout Technology Development. An LCSP
      shall be prepared for Milestone B.”
      Enclosure 2, 8, c (1), (a)
      “The PM shall work with the user to document performance and sustain-
      ment requirements in performance agreements specifying objective outcomes, measures
      Resource commitments, and stakeholder responsibilities. The PM shall employ effective Per-
      formance Based Life-Cycle Product Support (PBL) planning, development, implementa-
      tion and management.”
      Enclosure 2, 8, c (1), (d)
      4
    • Total Life Cycle Product Support Cost Reduction
      5
      Weapon System Acquisition Reform Product Support Assessment
      • Life Cycle Product Support Vision and Guiding Principles
      • New Business Model
      • Resource Misalignment
      • Governance
      • Partnership Sub-optimization
      Emphasizes and reinforces the use of Performance-Based Product Support strategies
      • Hon Jack Bell (DUSD L&MR) Delivered the Defense Department’s Keynote Address on “Maintaining Warfighter Readiness” at the Annual DoD Maintenance Symposium – October 28, 2008
      • Army Business Case Analysis Policy issued 18 Aug 2005
      • Implements guidance necessary to conform with USD/ATL BCA Policy Memos issued in 2004
      • Identifies Type I (Feasibility) and Type II (Formal) BCAs
      • Acquisition, Technology and Logistics (ATL) PBL Guidance Document on “Implementing a Life Cycle Management Framework” Memorandum for Secretaries of the Military Services – July 2008
      DoDI 5000.02, Operation of the Defense Acquisition System, signed December 8, 2008
      Weapon System Acquisition Reform Act of 2009 (P.L. 111-23), signed May 22, 2009
    • Driving Costs Down, Performance Up
      6
      The Process
      OSD PBL Maturity Model
    • Perspective on the Army
      Sustain
      Prepare
      Reset
      Transform
      Holistic
      “Whole of Government”
      Core Enterprises
      • Readiness (FORSCOM)
      • Human capital (TRADOC)
      • Services and infrastructure (IMCOM)
      • Materiel (AMC)
      Enterprise-Wide
      Organizing Principle: What are pragmatic RMS, logistics, and engineering actions to enable Readiness
      and Strategic Flexibility and to continue to meet rapidly changing current
      demands at lowest possible cost?
      Resource-Informed Modernization Strategy
      7
    • Defense Acquisition Management System
      8
    • First Principles
      Congressional
      Funding
      Financial
      Infrastructure
      Warfighter
      Needs
      Accountability
      ?
      Sub-optimized Tracking Systems Cause Needless Environmental Instability for the Government PM
      9
    • An RMS Perspective: Issues, Processes, Programs & Stakeholders
      Concepts
      • NSS
      • NMS
      • GDF
      • DODD
      • DODI
      JCS
      • Joint Staff
      • JPG
      • JROC
      • JCIDS
      UCCs
      • Regional
      • Functional
      QDR
      CONPLANS
      OPLANS
      Current Global Commitments


      Logistics CPM
      IT Infrastructure
      • Legacy Systems
      • CLOE
      • AILA
      • BCS3
      • LIW
      LMP
      • ABCTM
      • Ground Combat Vehicle
      AC/RC
      Rebalance
      OSD, e.g.,
      • USD AT&L
      • USD P&R
      • Director, PA&E
      • APS
      • Army Strategy
      • ASPG
      • ACP
      • ARPL
      • FMs
      • ARs
      • Memoranda
      GTA
      SALE
      • IUID
      • SIM
      • RFID
      Other Army Logistics Initiatives & Programs, e.g.,
      • PBL
      • Adaptive Logistics
      • ILAR
      • FLS
      Army Staff
      AESIP
      Army Secretariat, e.g.,
      • ASA(ALT)
      • DUSA B/T
      OSD Initiatives, e.g.,
      • DoD Logistics Roadmap
      • HCS
      • IUID
      • RFID
      • CBM+
      • RBS
      AMC
      CBM+
      Balance CSS
      (AC/RC)
      Support to Other Services
      Support From Other Services
      TRADOC
      Decision Support Tools, e.g., PFSA, CASA
      FORSCOM
      GCSS-A
      F/T
      IMCOM
      ASCC
      Distribution
      ILS (TLCMS)
      DRU
      DLA
      (BRAC 2005)
      • DoS
      • DHS
      • DoJ
      • DoA
      • MNF-I
      • NATO ISAF
      • (UN), (GOI), (GOA),
      (GOP)
      AP3
      PII (GPRA)
      • E.O. 13450
      • OMB PBB
      • Outcome goals and objectives
      • PART
      • Logistics Portfolio
      Congress
      Off-Year PPBE
      • PCPs
      • PDM
      • BCPs
      • PBDs
      • OMB Submission
      • Execution Review
      AWCF
      DWCF
      GAO
      FY 2010 DoD PresBud
      • Base Budget
      • Overseas Contingency Ops
      Other Defense Agencies, e.g.,
      • DCMA
      • DFAS
      Public Private Partnerships
      10
    • Pivot Points
      November 17, 2008: Status of Forces Agreement (SOFA) with Government of Iraq calls for withdrawal of all US forces by 12/31/2011
      Redeployment
      Equipment retrograde
      April 06, 2009: Secretary Gates cancels vehicle component of Army’s Future Combat Systems program
      Officially cancelled on June 23rd by Under Secretary of Defense for Acquisition Carter
      Creation of Brigade Combat Team (BCT) Modernization effort
      Technology insertion increments
      For FCS “spin outs”
      Creation of new Ground Combat Vehicle Program
      11
    • Army Force Development: Parallel Streams
      Technology insertion arrangements for some vehicles sub-optimized – e.g., Stryker S Mod
      12
    • Precepts
      Current and emerging commitments drive Army acquisition (and organizational structure)
      FCS: counterinsurgency and close-quarters combat issues invalidated the engineering trade-space where lower weight, higher fuel efficiency and greater information awareness were judged adequate to compensate for less armor
      MRAP: “urgent need” ~6,400 procured
      M-ATV: “urgent need” – JROC Requirement for 5,200, with ~2,200 now being produced
      Systems engineering process needs to be proactive and the SEP adaptive
      QDR and new GDF will help but
      Burden will be on the PM to be attuned to emerging issues
      Army PM needs to have greater stability in funding
      In macro: improved funding accountability systems and processes that are responsive to Congressional oversight requirements
      In micro: longer duration (5-10 years) contracts with performance incentives that induce industry to bear greater share of the risk
      Incremental development with technology insertion is key in current environment
      Army PM has no ready access to technology maturation plan relevant to his/her program
      Distributed technology development
      In Army, e.g., LIA, RDECOM, PEOs
      Across Industry
      Information gathering and assimilation processes have been outstripped by the pace of technology
      Army PM doesn’t have a convenient “window” into all relevant Army guidance, related Army program developments, and stakeholders
      Army PM does not have the ability to readily access pertinent information about OSD or other Service programs and initiatives
      DoD Logistics Roadmap
      13
    • Concluding Observations
      Given the “unusual” experience of the Army in the past year, it is difficult to draw any durable “lessons learned” from the application of DoDI 5000.02
      Secretary Gates’ decision on FCS certainly consistent with tenets of DoDI 5000.02
      However, have learned that DoDI 5000.02 provides sound framework for acquisition and RMS in an environment where the “unusual” has become the norm
      Incremental modernization through technology insertion
      Up front consideration of product support in the acquisition cycle
      Is there a common understanding between the Services and their industry partners?
      It depends on who you ask
      PM and PSI may agree on need for longer duration contract, but that perception may not be shared by Service’s contracting authority or the Congress
      Technology insertion and product support are not only compatible, they are inseparable in a resource-constrained environment
      Need to be paying greater attention to technology insertion and product support in Reset, and product support in BCT Modernization
      GCV is an opportunity to “get it right” from a DoDI 5000.02 perspective
      14
    • Quo Vadis?
      15