Department of Defense
INSTRUCTION
NUMBER 5000.02
January 7, 2015
USD(AT&L)
SUBJECT: Operation of the Defense Acquisition System
References: See References
1. PURPOSE. This instruction:
a. In accordance with the authority in DoD Directive 5000.01 (Reference (a)), reissues the
interim DoD Instruction 5000.02 (Reference (b)) to update established policy for the
management of all acquisition programs in accordance with Reference (a), the guidelines of
Office of Management and Budget Circular A-11 (Reference (c)), and References (d) through
(ce).
b. Authorizes Milestone Decision Authorities (MDAs) to tailor the regulatory requirements
and acquisition procedures in this instruction to more efficiently achieve program objectives,
consistent with statutory requirements and Reference (a).
2. APPLICABILITY. This instruction applies to OSD, the Military Departments, the Office of
the Chairman of the Joint Chiefs of Staff and the Joint Staff, the Combatant Commands, the
Office of the Inspector General of the Department of Defense, the Defense Agencies, the DoD
Field Activities, and all other organizational entities within the DoD (referred to collectively in
this instruction as the “DoD Components”).
3. POLICY. The overarching management principles and mandatory policies that govern the
Defense Acquisition System are described in Reference (a). This instruction provides the
detailed procedures that guide the operation of the system.
4. RESPONSIBILITIES
a. Defense Acquisition Executive (DAE). The DAE is the Under Secretary of Defense for
Acquisition, Technology, and Logistics (USD(AT&L)). The DAE will act as the MDA for
Major Defense Acquisition Programs (MDAPs) and Major Automated Information System
(MAIS) programs. In accordance with Table 1 in Enclosure 1 of this instruction, the DAE may
DoDI 5000.02, January 7, 2015
2
delegate authority to act as the MDA to the head of a DoD Component, who may further
delegate the authority to the Component Acquisition Executive (CAE). The DAE may also
delegate MDA authority to another OSD official as the DAE considers appropriate.
b. MDA. The MDA will establish procedures for assigned programs using this instruction
as guidance. MDAs should limit mandatory procedures applicable to all assigned programs so as
to not exceed the requirements for MDAPs or MAIS programs and other acquisition programs
governed by this instruction or DoD Directive 5000.01 (Reference (a)). MDAs should tailor
regulatory procedures in the document consistent with sound business practice and the risks
associated with the product being acquired.
c. Heads of the DoD Components. The DoD Component Head will implement the
procedures in this instruction and Reference (a). Component-required procedures will not
exceed those specified in this instruction. When necessary, waivers or requests for exceptions to
the provisions of this instructio.
This document provides guidance for Indian service providers on preparing a Safety Management System Manual as required by the Directorate General of Civil Aviation. It outlines 9 chapters that the manual should contain: document control, SMS regulatory requirements, scope of the SMS, safety policy, safety objectives, roles and responsibilities, safety reporting and remedial actions, hazard identification and risk assessment, and safety performance monitoring. Each chapter includes objectives and criteria for content to ensure the manual adequately addresses all components of the SMS. The annexure is intended to help organizations establish an effective SMS and ensure their manual meets regulatory requirements.
Root cause analysis of why many DOD programs fail to deliver required capabilities within the planned time and budget has shown causes for failure begin with the buyer not knowing what “done looks like” before releasing the Request for Proposal (RFP). These are corrected with better guidance for preparing Measures of Effectiveness, Measures of Performance, and Key Performance Parameters in the RFP.
Portfolio management and the ppbe process at the department of energy white p...p6academy
This document discusses using portfolio management tools to improve the Planning, Programming, Budgeting, and Evaluation (PPBE) process for the National Nuclear Security Administration (NNSA). It describes how NNSA implemented Primavera Portfolio Management (PPM) to better track budgets at lower levels and make more informed decisions. PPM allows NNSA to group work into portfolios based on scope, location, and appropriation. This provides transparency into total costs and helps justify budget requests to Congress. The new system addresses issues found in a government audit and recommendations to better account for infrastructure and production costs across the nuclear security enterprise.
The document discusses the DoD's Software Acquisition Pathway (SWP) which aims to accelerate software delivery through agile practices. It provides an overview of 40 SWP programs across different military services and notes their use of iterative development approaches. The document also highlights efforts to streamline processes, enable programs, and reform approaches to software acquisition across the DoD.
Proceedings of the 2013 Industrial and Systems Engineering Res.docxstilliegeorgiana
Proceedings of the 2013 Industrial and Systems Engineering Research Conference
A. Krishnamurthy and W.K.V. Chan, eds.
Effect of the Analysis of Alternatives on the DoD Acquisition System
Eugene Rex L. Jalao; Danielle Worger; Teresa Wu, PhD
Arizona State University
Tempe, AZ, 85281
J. Robert Wirthlin, PhD; John M. Colombi, PhD
The Air Force Institute of Technology
Wright-Patterson AFB, OH 45430
Abstract
The Enterprise Requirements and Acquisition Model (ERAM) is a discrete event simulation that models the major
tasks and decisions within the DoD acquisition system. A majority of DoD acquisition projects are being completed
behind schedule and over budget. ERAM suggests process improvements can have salutary effects. Hence,
enhancements in improving the end-to-end acquisition process would be worthwhile. Until 2008, the Analysis of
Alternatives (AoA) process is a mandatory task for acquisition category (ACAT) level 1 projects. As such expected
program completion time for ACAT 2 and ACAT3 categories is shorter. Since 2008, the AoA became a required
procedure for all programs. However, to the best of our knowledge, the impact of requiring all programs to complete
an AoA has not yet been studied in literature. This research addresses this gap with two main contributions. First,
this research seeks to quantify the amount of delay on total completion time when the AoA is required for all ACAT
programs. Secondly, the sensitivity of the processing time and variability of the AoA process is simulated and its
effect is studied on total program completion time. Viable policies and intervention strategies are then inferred from
these contributions to further improve acquisition program completion time.
Keywords
DoD, Acquisition, Simulation, Analysis of Alternatives
1. Introduction
It is a known fact that a large number of Department of Defense (DoD) projects are being completed behind
schedule and over-budget [1]. A Government Accountability Office (GAO) report released in 2009 states that for the
DoD’s 2008 portfolio, on average a program faced a 22-month delay and exceeded the original budget [2].
Generally, total cost growth has been consistent over the past few decades with a recent assessment by [3] of 1.44 or
44% growth. The current DoD Acquisition system which is composed of three separate and distinct processes,
including the Joint Capabilities Integration Development System (JCIDS), the Planning, Programming, Budgeting &
Execution (PPBE) process, and the formal acquisition development system outlined by the DoD 5000 series of
instructions, does not exist in a static environment. The system is constantly being adjusted, either through policy
changes or statute [4-6]. Since the acquisition process is a large, complex, socio-technological system, it is difficult
to determine which processes or factors affect performance metrics like time, cost, and resource utilization. ...
The document provides an overview of cost estimating concepts and terms used in the acquisition process. It defines key life cycle cost terms like Life Cycle Cost (LCC), Total Ownership Cost (TOC), and affordability. It describes how LCC is grouped using appropriation categories and Work Breakdown Structures. The four main LCC categories - R&D, Investment, Operating & Support, and Disposal - are defined along with their relationship to acquisition program cost terms. Common cost estimating methods and required cost documents at acquisition milestones are also summarized.
This document discusses project management concepts including:
1. It describes the five steps of DMAIS (Define, Measure, Analyze, Improve, Standardize), which are important in project management cycles.
2. It outlines the nine knowledge areas of project management: integration, scope, time, cost, quality, risk, human resources, communications, and procurement.
3. It provides brief explanations of project characteristics, work breakdown structure (WBS), project management information systems (PMIS), and internal and external project management strategies.
This document provides guidance for Indian service providers on preparing a Safety Management System Manual as required by the Directorate General of Civil Aviation. It outlines 9 chapters that the manual should contain: document control, SMS regulatory requirements, scope of the SMS, safety policy, safety objectives, roles and responsibilities, safety reporting and remedial actions, hazard identification and risk assessment, and safety performance monitoring. Each chapter includes objectives and criteria for content to ensure the manual adequately addresses all components of the SMS. The annexure is intended to help organizations establish an effective SMS and ensure their manual meets regulatory requirements.
Root cause analysis of why many DOD programs fail to deliver required capabilities within the planned time and budget has shown causes for failure begin with the buyer not knowing what “done looks like” before releasing the Request for Proposal (RFP). These are corrected with better guidance for preparing Measures of Effectiveness, Measures of Performance, and Key Performance Parameters in the RFP.
Portfolio management and the ppbe process at the department of energy white p...p6academy
This document discusses using portfolio management tools to improve the Planning, Programming, Budgeting, and Evaluation (PPBE) process for the National Nuclear Security Administration (NNSA). It describes how NNSA implemented Primavera Portfolio Management (PPM) to better track budgets at lower levels and make more informed decisions. PPM allows NNSA to group work into portfolios based on scope, location, and appropriation. This provides transparency into total costs and helps justify budget requests to Congress. The new system addresses issues found in a government audit and recommendations to better account for infrastructure and production costs across the nuclear security enterprise.
The document discusses the DoD's Software Acquisition Pathway (SWP) which aims to accelerate software delivery through agile practices. It provides an overview of 40 SWP programs across different military services and notes their use of iterative development approaches. The document also highlights efforts to streamline processes, enable programs, and reform approaches to software acquisition across the DoD.
Proceedings of the 2013 Industrial and Systems Engineering Res.docxstilliegeorgiana
Proceedings of the 2013 Industrial and Systems Engineering Research Conference
A. Krishnamurthy and W.K.V. Chan, eds.
Effect of the Analysis of Alternatives on the DoD Acquisition System
Eugene Rex L. Jalao; Danielle Worger; Teresa Wu, PhD
Arizona State University
Tempe, AZ, 85281
J. Robert Wirthlin, PhD; John M. Colombi, PhD
The Air Force Institute of Technology
Wright-Patterson AFB, OH 45430
Abstract
The Enterprise Requirements and Acquisition Model (ERAM) is a discrete event simulation that models the major
tasks and decisions within the DoD acquisition system. A majority of DoD acquisition projects are being completed
behind schedule and over budget. ERAM suggests process improvements can have salutary effects. Hence,
enhancements in improving the end-to-end acquisition process would be worthwhile. Until 2008, the Analysis of
Alternatives (AoA) process is a mandatory task for acquisition category (ACAT) level 1 projects. As such expected
program completion time for ACAT 2 and ACAT3 categories is shorter. Since 2008, the AoA became a required
procedure for all programs. However, to the best of our knowledge, the impact of requiring all programs to complete
an AoA has not yet been studied in literature. This research addresses this gap with two main contributions. First,
this research seeks to quantify the amount of delay on total completion time when the AoA is required for all ACAT
programs. Secondly, the sensitivity of the processing time and variability of the AoA process is simulated and its
effect is studied on total program completion time. Viable policies and intervention strategies are then inferred from
these contributions to further improve acquisition program completion time.
Keywords
DoD, Acquisition, Simulation, Analysis of Alternatives
1. Introduction
It is a known fact that a large number of Department of Defense (DoD) projects are being completed behind
schedule and over-budget [1]. A Government Accountability Office (GAO) report released in 2009 states that for the
DoD’s 2008 portfolio, on average a program faced a 22-month delay and exceeded the original budget [2].
Generally, total cost growth has been consistent over the past few decades with a recent assessment by [3] of 1.44 or
44% growth. The current DoD Acquisition system which is composed of three separate and distinct processes,
including the Joint Capabilities Integration Development System (JCIDS), the Planning, Programming, Budgeting &
Execution (PPBE) process, and the formal acquisition development system outlined by the DoD 5000 series of
instructions, does not exist in a static environment. The system is constantly being adjusted, either through policy
changes or statute [4-6]. Since the acquisition process is a large, complex, socio-technological system, it is difficult
to determine which processes or factors affect performance metrics like time, cost, and resource utilization. ...
The document provides an overview of cost estimating concepts and terms used in the acquisition process. It defines key life cycle cost terms like Life Cycle Cost (LCC), Total Ownership Cost (TOC), and affordability. It describes how LCC is grouped using appropriation categories and Work Breakdown Structures. The four main LCC categories - R&D, Investment, Operating & Support, and Disposal - are defined along with their relationship to acquisition program cost terms. Common cost estimating methods and required cost documents at acquisition milestones are also summarized.
This document discusses project management concepts including:
1. It describes the five steps of DMAIS (Define, Measure, Analyze, Improve, Standardize), which are important in project management cycles.
2. It outlines the nine knowledge areas of project management: integration, scope, time, cost, quality, risk, human resources, communications, and procurement.
3. It provides brief explanations of project characteristics, work breakdown structure (WBS), project management information systems (PMIS), and internal and external project management strategies.
This document discusses project risk management. It provides details on the key steps in risk management: identification, analysis, planning, and review. It also explains the Generic Documentation Model (GDM), which provides a standardized structure for documenting processes across multiple levels including work packages, processes, and sub-processes. The GDM aims to establish common documentation and allows for quick reference and adaptation of documentation.
Do d special access program security manual dodm 5205-07-v1RepentSinner
This document outlines responsibilities for special access programs (SAPs) within the Department of Defense (DoD). It assigns the Under Secretary of Defense for Intelligence primary responsibility for developing and maintaining policies related to SAP security. It also assigns responsibilities to the Director of the Defense Security Service, Director of the DoD SAP Central Office, DoD Chief Information Officer, DoD component heads, and directors of DoD component and Principal Staff Assistant SAP Central Offices to develop and implement policies to securely manage SAPs.
0 Software Development Plan (SDP) 2014 .docxmercysuttle
. What are the advantages/disadvantages
of founding a company with your friends?
2. How did the founders identify and
entice stakeholders to join their board of advisors?
3. Why did the founders seek a new CEO?
Would you do that or would you want to run the business yourself? What was the process
they used to select the CEO?
4. How did the role of each founder
change as the business grew?
5. How do you maintain the culture when
the company is professionalizing with a large top management team?
Supplement:
This paper should have a title page, abstract, body, and reference page. Points will be deducted if any of these four sections are missing. Make sure papers are written in correct APA style.
CASE
Zeo, Inc.
The more you know, the better you sleep.™
Newton, Massachusetts
As students at Brown University in 2003, Eric Shashoua, Jason Donahue, and Ben Rubin shared a problem common to students of every generation: sleep deprivation. Each tried to pack as much as possible into every day with the least possible amount of sleep. The result was predictable: They had trouble getting up in the morning and staying alert in class.
One of the three had, through his coursework, become aware of a study commissioned by NASA during the 1960s. That study focused on the human sleep cycle. It identified points in the cycle at which a person would be most alert if awakened. For the three friends, NASA's findings seemed to have practical utility. If they could wake up at the right point in their sleep cycles, they would be less groggy and more effective in the classroom. They could continue cheating the gods of sleep, but with fewer negative consequences. Reasoning that an effective solution would benefit the millions of people who, like them, were burning their candles at both ends, the three set out to build a company around that solution. “We saw ourselves as the target market,” recalls Jason. “That market had to be large since companies were pushing caffeine products and special drinks, like Red Bull, to help people stay alert.”
Six years on, the college friends were still together, but now as founding executives of Zeo, a business dedicated to a somewhat larger mission: to help people get a better night's sleep. During those years they had raised $14 million, invented a way to track sleep comfortably, and developed and launched a consumer product that was gaining nationwide awareness. And although they were sleeping better than they had in college, they were now dealing with other issues. Zeo was no longer a three guys' college project. It was now a fast-growing enterprise with an increasing number of employees with specialized skills, experiences, and reporting relationships. An older, seasoned CEO was at the helm, and the focus of the enterprise's energy had shifted from developing and launching a product to expanding sales and satisfying customers.
Unsurprisingly, this evolution in the company's life was affecting the founders and their roles i ...
The document outlines a quality management integration plan for a project to design a SharePoint 2010 data document library website for the 4th Brigade, 3rd Infantry Division. It discusses selecting the Capability Maturity Model Integration as the quality system, analyzing quality dimensions using David Garvin's eight dimensions of quality, and using a combination of Lean Six Sigma and Design for Six Sigma as the quality process improvement tools and techniques. Weekly progress reports and testing will be used to monitor quality.
This document discusses how Agile development philosophies and Earned Value Management (EVM) can be integrated and applied together on Department of Defense programs. It provides background on Agile and EVM, and describes how key aspects like organization structure, planning, measuring progress, and baseline maintenance can be addressed to maintain EVM system compliance while using Agile methods. Maintaining standard terminology, traceability between metrics, and integrating Agile and EVM metrics are important. The document aims to provide informative guidance, not prescribe policy, on applying these complementary program management approaches together.
This document provides sample questions and answers that a Control Account Manager (CAM) could expect to encounter during an interview related to their Earned Value Management responsibilities. It includes background on topics like required training, the program organization structure, work authorization processes, performance measurement baseline planning, and earned value measurement. Sample questions are provided on each topic along with potential answers the CAM could provide to demonstrate their knowledge and management of their control accounts.
WSARA: Baselining Programs Early Compounds the ProblemsPete Modigliani
The document discusses issues with section of the Weapon System Acquisition Reform Act (WSARA) that requires major defense acquisition programs to establish cost and schedule baselines early at Milestone A. [1] Baselining programs so early compounds problems as estimates at Milestone A are developed years before technologies are mature or requirements are solidified. [2] Exceeding the initial baseline estimates by 25% now triggers a Nunn-McCurdy breach, which could terminate the program. [3] This motivates program managers to inflate estimates and increases costs, risks, and bureaucracy.
This document provides 20 practice questions for the CISA 100 exam. Each question includes the question prompt, possible multiple choice answers, and an explanation of the correct answer. The questions cover topics like appropriate auditor responses, reasons for controls, risk types, audit techniques, purposes of compliance tests, IS audit stages, audit charters, reporting audit results, developing risk-based audit programs, substantive versus compliance tests, segregation of duties, strategic planning, and more. The document is intended to help candidates study for the CISA exam by testing their knowledge on these important information systems auditing topics.
The document provides an overview of the FedRAMP program, which aims to standardize how federal agencies assess and authorize the use of cloud services. It establishes a "do once, use many times" framework to reduce duplication and costs. Key elements include a Concept of Operations, stakeholders like agencies and cloud service providers, a phased implementation approach, and processes for security assessments and leveraging provisional authorizations across agencies.
This document discusses implementing an in-house earned value management (EVM) solution at NASA's Goddard Space Flight Center (GSFC). It acknowledges support received and outlines topics to be discussed, including what EVM is, why it is important, roles and responsibilities, and NASA's EVM pilots. It summarizes accomplishments from the initial EVM testbed phase at GSFC, such as identifying required hardware, software, and system interfaces to support EVM. The overall goal is to establish a certified EVM system at GSFC by fiscal year 2010.
The task was to develop an audit scope and business line breakdown, based on the supplied narrative for our fake organization, the "Department of Controlled Substances (DCS)". I was an external auditor who has been contracted to come and perform a full scale, top-to-bottom audit of DCS
An example of ICS\'s Technology at work. Contact me for further examples in the Pharma Sector, in Global Health Management, and in support of reducing infant mortality in developing countries.
The document discusses proposed integrated program management metrics and views that would be valuable for government program managers. It outlines 26 proposed metrics across 3 categories:
1) Metrics for the Integrated Baseline Review that establish the initial plan and baseline.
2) Quarterly metrics that provide an integrated view of technical, schedule, cost, risk, and forecasted issues.
3) Monthly metrics that track ongoing cost and schedule performance.
Examples are shown for a notional UAV program to demonstrate how the metrics could be applied in practice to provide visibility and facilitate control of a contracted project.
Section 1 describe the process (steps) you would use in any organizSHIVA101531
The document provides guidance on developing a business continuity and disaster recovery (BCDR) plan for an organization. It outlines a 7-step process for contingency planning including developing policies, conducting a business impact analysis, creating contingency strategies, and ensuring plan testing and maintenance. It also reviews the Texas A&M University disaster recovery plan and suggests improvements such as referencing continuity policies, describing critical processes, defining realistic recovery time objectives based on testing, specifying recovery point objectives based on criticality, defining the disaster recovery team structure, and including mitigation plans and alternative strategies.
This document discusses identifying the information needs that should drive an organization's measurement process. It begins by describing the measurement process model from ISO, PSM, and CMMI standards which place information needs outside the core measurement process. It then provides 9 common types of information needs found in software and systems organizations: 1) current management practices, 2) requirements measures, 3) historical program risks, 4) current program risks, 5) processes being improved, 6) software quality measures, 7) program plan assumptions, 8) process performance data, and 9) organizational policy needs. Identifying an organization's true information needs ensures the measurement process provides useful information to managers for monitoring and controlling programs.
The document discusses elements that should be included in development and quality plans for software projects. It provides details on what should be covered in each plan, including deliverables, milestones, risks, resources, and testing. The development plan should define project scope, schedule, roles and tasks, while the quality plan outlines goals, reviews, tests and configuration management. Both plans are major elements for meeting standards like ISO29110 and CMMI. The document uses examples to illustrate how elements in each plan can be specified, such as deliverables tables, review activities, and test cases.
Successful execution of Enterprise IT, Aerospace, Defense, and Government Software Intensive Systems (SIS) requires management discipline to identify what “Done” looks like, provide measures of progress toward “Done,” identify and remove risks and impediments to reaching “Done,” and assure timely corrective actions to maintain the planned progress towards “Done.”
Chapter IIJP 5-0CSAs, and applicable DOD agencies for preparatJinElias52
Chapter II
JP 5-0
CSAs, and applicable DOD agencies for preparation of plans based on current military capabilities. It implements the planning guidance provided in the GEF and the joint planning activities and products that accomplish that guidance. In addition to communicating to the CCMDs’ specific planning guidance necessary for planning, the JSCP operationalizes the strategic vision described in the NMS and nests with the strategic direction delineated by the NSS, DSR, and the DOD’s planning and resourcing guidance provided in the GEF. The JSCP also provides integrated planning guidance and direction for planners.
The JSCP is described in detail in CJCSI 3110.01, (U) 2015 Joint Strategic Capabilities Plan (JSCP).
e. GFMIG. The GFMIG documents force planning and execution guidance and show assignment of forces in support of the UCP. GFM aligns force assignment, apportionment, and allocation methodologies in support of the DSR and GEF, joint force availability requirements, and joint force assessments. It provides comprehensive insights into the global availability of US military resources and provides senior decision makers a process to quickly and accurately assess the impact and risk of proposed changes in force assignment, apportionment, and allocation. JS prepares the document for SecDef approval, with the Joint Staff J-8 [Director for Force Structure, Resource, and Assessment] overseeing the assignment and apportionment of forces and the Joint Staff J-3 [Operations Directorate] overseeing the allocation of forces. It is updated every two years and approved by SecDef. The GFMIG informs planners of the processes for distributing forces globally. It provides SecDef direction to the Secretaries of the Military Departments for assigning forces to CCDRs in order to accomplish their assigned missions, specifies the allocation process that provides access to forces and capabilities when assigned mission requirements exceed the capacity and/or capability of the assigned and currently allocated forces, includes apportionment guidance to facilitate planning, and informs the joint force structure and capability assessment processes. The assignment tables in the GFMIG and Forces for Unified Commands Memorandum serve as the record of force assignments. SecDef’s decision to allocate forces is ordered in the Global Force Management Allocation Plan (GFMAP).
See Appendix E, “Global Force Management,” for additional information and descriptions.
9. Combatant Commanders
a. Planning Organization. At the CCMD level, a joint planning group (JPG), operational planning group, or operational planning team (OPT) is typically established to direct planning efforts across the command, including implementation of plans and orders.
b. Strategic Estimate. The CCDR and staff, with input from subordinate commands and supporting commands and agencies, prepare a strategic estimate by analyzing and describing the political, military, economic, social, information, and i ...
Hours, A. (2014). Reading Fairy Tales and Playing A Way of Treati.docxsimonithomas47935
Hours, A. (2014). Reading Fairy Tales and Playing: A Way of Treating Abused Children. Journal Of Infant, Child & Adolescent Psychotherapy, 13(2), 122. doi:10.1080/15289168.2014.905337
Marshall, E. (2009). Girlhood, Sexual Violence, and Agency in Francesca Lia Block's "Wolf". Children's Literature In Education, 40(3), 217-234.
Sanyal, N., & Dasgupta, M. (2017). Fairy tales: The Emotional Processors of Childhood Conflicts in Dynamic Interpretative Lens. SIS Journal Of Projective Psychology & Mental Health, 24(1), 39-47.
Basile, G. (2012, May 24). Sun, Moon, and Talia. Enchanted Conversation, 1-4.
Grimm, J., & Grimm, W. (1975). Briar Rose: The Sleeping Beauty. London: Pelham.
.
How are authentication and authorization alike and how are the.docxsimonithomas47935
How are authentication and authorization alike and how are they different? What is the relationship, if any, between the two?
The paper should be 2 pages in length. Need to provide a minimum of two references and need to use APA format in the reference section and no playgarism
.
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2. How did the founders identify and
entice stakeholders to join their board of advisors?
3. Why did the founders seek a new CEO?
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Supplement:
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CASE
Zeo, Inc.
The more you know, the better you sleep.™
Newton, Massachusetts
As students at Brown University in 2003, Eric Shashoua, Jason Donahue, and Ben Rubin shared a problem common to students of every generation: sleep deprivation. Each tried to pack as much as possible into every day with the least possible amount of sleep. The result was predictable: They had trouble getting up in the morning and staying alert in class.
One of the three had, through his coursework, become aware of a study commissioned by NASA during the 1960s. That study focused on the human sleep cycle. It identified points in the cycle at which a person would be most alert if awakened. For the three friends, NASA's findings seemed to have practical utility. If they could wake up at the right point in their sleep cycles, they would be less groggy and more effective in the classroom. They could continue cheating the gods of sleep, but with fewer negative consequences. Reasoning that an effective solution would benefit the millions of people who, like them, were burning their candles at both ends, the three set out to build a company around that solution. “We saw ourselves as the target market,” recalls Jason. “That market had to be large since companies were pushing caffeine products and special drinks, like Red Bull, to help people stay alert.”
Six years on, the college friends were still together, but now as founding executives of Zeo, a business dedicated to a somewhat larger mission: to help people get a better night's sleep. During those years they had raised $14 million, invented a way to track sleep comfortably, and developed and launched a consumer product that was gaining nationwide awareness. And although they were sleeping better than they had in college, they were now dealing with other issues. Zeo was no longer a three guys' college project. It was now a fast-growing enterprise with an increasing number of employees with specialized skills, experiences, and reporting relationships. An older, seasoned CEO was at the helm, and the focus of the enterprise's energy had shifted from developing and launching a product to expanding sales and satisfying customers.
Unsurprisingly, this evolution in the company's life was affecting the founders and their roles i ...
The document outlines a quality management integration plan for a project to design a SharePoint 2010 data document library website for the 4th Brigade, 3rd Infantry Division. It discusses selecting the Capability Maturity Model Integration as the quality system, analyzing quality dimensions using David Garvin's eight dimensions of quality, and using a combination of Lean Six Sigma and Design for Six Sigma as the quality process improvement tools and techniques. Weekly progress reports and testing will be used to monitor quality.
This document discusses how Agile development philosophies and Earned Value Management (EVM) can be integrated and applied together on Department of Defense programs. It provides background on Agile and EVM, and describes how key aspects like organization structure, planning, measuring progress, and baseline maintenance can be addressed to maintain EVM system compliance while using Agile methods. Maintaining standard terminology, traceability between metrics, and integrating Agile and EVM metrics are important. The document aims to provide informative guidance, not prescribe policy, on applying these complementary program management approaches together.
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This document provides 20 practice questions for the CISA 100 exam. Each question includes the question prompt, possible multiple choice answers, and an explanation of the correct answer. The questions cover topics like appropriate auditor responses, reasons for controls, risk types, audit techniques, purposes of compliance tests, IS audit stages, audit charters, reporting audit results, developing risk-based audit programs, substantive versus compliance tests, segregation of duties, strategic planning, and more. The document is intended to help candidates study for the CISA exam by testing their knowledge on these important information systems auditing topics.
The document provides an overview of the FedRAMP program, which aims to standardize how federal agencies assess and authorize the use of cloud services. It establishes a "do once, use many times" framework to reduce duplication and costs. Key elements include a Concept of Operations, stakeholders like agencies and cloud service providers, a phased implementation approach, and processes for security assessments and leveraging provisional authorizations across agencies.
This document discusses implementing an in-house earned value management (EVM) solution at NASA's Goddard Space Flight Center (GSFC). It acknowledges support received and outlines topics to be discussed, including what EVM is, why it is important, roles and responsibilities, and NASA's EVM pilots. It summarizes accomplishments from the initial EVM testbed phase at GSFC, such as identifying required hardware, software, and system interfaces to support EVM. The overall goal is to establish a certified EVM system at GSFC by fiscal year 2010.
The task was to develop an audit scope and business line breakdown, based on the supplied narrative for our fake organization, the "Department of Controlled Substances (DCS)". I was an external auditor who has been contracted to come and perform a full scale, top-to-bottom audit of DCS
An example of ICS\'s Technology at work. Contact me for further examples in the Pharma Sector, in Global Health Management, and in support of reducing infant mortality in developing countries.
The document discusses proposed integrated program management metrics and views that would be valuable for government program managers. It outlines 26 proposed metrics across 3 categories:
1) Metrics for the Integrated Baseline Review that establish the initial plan and baseline.
2) Quarterly metrics that provide an integrated view of technical, schedule, cost, risk, and forecasted issues.
3) Monthly metrics that track ongoing cost and schedule performance.
Examples are shown for a notional UAV program to demonstrate how the metrics could be applied in practice to provide visibility and facilitate control of a contracted project.
Section 1 describe the process (steps) you would use in any organizSHIVA101531
The document provides guidance on developing a business continuity and disaster recovery (BCDR) plan for an organization. It outlines a 7-step process for contingency planning including developing policies, conducting a business impact analysis, creating contingency strategies, and ensuring plan testing and maintenance. It also reviews the Texas A&M University disaster recovery plan and suggests improvements such as referencing continuity policies, describing critical processes, defining realistic recovery time objectives based on testing, specifying recovery point objectives based on criticality, defining the disaster recovery team structure, and including mitigation plans and alternative strategies.
This document discusses identifying the information needs that should drive an organization's measurement process. It begins by describing the measurement process model from ISO, PSM, and CMMI standards which place information needs outside the core measurement process. It then provides 9 common types of information needs found in software and systems organizations: 1) current management practices, 2) requirements measures, 3) historical program risks, 4) current program risks, 5) processes being improved, 6) software quality measures, 7) program plan assumptions, 8) process performance data, and 9) organizational policy needs. Identifying an organization's true information needs ensures the measurement process provides useful information to managers for monitoring and controlling programs.
The document discusses elements that should be included in development and quality plans for software projects. It provides details on what should be covered in each plan, including deliverables, milestones, risks, resources, and testing. The development plan should define project scope, schedule, roles and tasks, while the quality plan outlines goals, reviews, tests and configuration management. Both plans are major elements for meeting standards like ISO29110 and CMMI. The document uses examples to illustrate how elements in each plan can be specified, such as deliverables tables, review activities, and test cases.
Successful execution of Enterprise IT, Aerospace, Defense, and Government Software Intensive Systems (SIS) requires management discipline to identify what “Done” looks like, provide measures of progress toward “Done,” identify and remove risks and impediments to reaching “Done,” and assure timely corrective actions to maintain the planned progress towards “Done.”
Chapter IIJP 5-0CSAs, and applicable DOD agencies for preparatJinElias52
Chapter II
JP 5-0
CSAs, and applicable DOD agencies for preparation of plans based on current military capabilities. It implements the planning guidance provided in the GEF and the joint planning activities and products that accomplish that guidance. In addition to communicating to the CCMDs’ specific planning guidance necessary for planning, the JSCP operationalizes the strategic vision described in the NMS and nests with the strategic direction delineated by the NSS, DSR, and the DOD’s planning and resourcing guidance provided in the GEF. The JSCP also provides integrated planning guidance and direction for planners.
The JSCP is described in detail in CJCSI 3110.01, (U) 2015 Joint Strategic Capabilities Plan (JSCP).
e. GFMIG. The GFMIG documents force planning and execution guidance and show assignment of forces in support of the UCP. GFM aligns force assignment, apportionment, and allocation methodologies in support of the DSR and GEF, joint force availability requirements, and joint force assessments. It provides comprehensive insights into the global availability of US military resources and provides senior decision makers a process to quickly and accurately assess the impact and risk of proposed changes in force assignment, apportionment, and allocation. JS prepares the document for SecDef approval, with the Joint Staff J-8 [Director for Force Structure, Resource, and Assessment] overseeing the assignment and apportionment of forces and the Joint Staff J-3 [Operations Directorate] overseeing the allocation of forces. It is updated every two years and approved by SecDef. The GFMIG informs planners of the processes for distributing forces globally. It provides SecDef direction to the Secretaries of the Military Departments for assigning forces to CCDRs in order to accomplish their assigned missions, specifies the allocation process that provides access to forces and capabilities when assigned mission requirements exceed the capacity and/or capability of the assigned and currently allocated forces, includes apportionment guidance to facilitate planning, and informs the joint force structure and capability assessment processes. The assignment tables in the GFMIG and Forces for Unified Commands Memorandum serve as the record of force assignments. SecDef’s decision to allocate forces is ordered in the Global Force Management Allocation Plan (GFMAP).
See Appendix E, “Global Force Management,” for additional information and descriptions.
9. Combatant Commanders
a. Planning Organization. At the CCMD level, a joint planning group (JPG), operational planning group, or operational planning team (OPT) is typically established to direct planning efforts across the command, including implementation of plans and orders.
b. Strategic Estimate. The CCDR and staff, with input from subordinate commands and supporting commands and agencies, prepare a strategic estimate by analyzing and describing the political, military, economic, social, information, and i ...
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Misunderstandings of the Meaning of Faith
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2. Having faith is behaving morally—the moralist misunderstanding
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3. Faith is a commitment of the whole person, not just the intellect of the person.
4. Faith is both personal and communal.
Faith Development Theory
Fowler’s Stages of Faith
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Asthma in children aged 5-14
Type 1 diabetes in children aged 0-14
Brain cancer in children up to 14 years
Anxiety disorders in children aged 5-14
Dental decay in children over 12
Overweight/Obesity in children 5-14
School aged child living with an intellectual disability
Children experiencing homelessness
Low birthweight babies
Children who are exposed to or a victim of family violence
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Rubric
Assessment 3: Case study and literature review
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5
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PtsMeets ExpectationsWell considered case study. The child/family circumstances are realistic and thoroughly present.
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BBA 2010-16J-5A21-S1, Introduction to Business
Unit VI
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Course Resource Booklet (Final Submission Due)
Child Welfare Advocates have many resources available to them to assist those in need. The key is to know what resources are available. This assignment will require students to create resources on local and child welfare social services and present in a booklet format. This will be an ongoing course project as you learn about new resources in each module. As you continue with your classes, you may even choose to add additional resources.
Timeline
Module 1
— Course Resource Project assigned
Module 2
— Submit for instructor feedback – non-graded.
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Module 5
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Students will create a booklet that compiles information for twelve different agencies.
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Adult Assistance — include one agency that specializes in helping the homeless
Child Development — include one agency that specializes in helping those in poverty
Family Support Services — include one resource on family violence
Health — include one agency that specializes in helping those with addiction
Legal — include the Guardian Ad Litem program
Mental Health
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Do not use the same agency more than once.
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(See sample page attached.)
Name of Agency
Agency address (Domestic Violence shelters may use outreach center)
Website URL
Hours of Operation
Agency Description of 150 to 175 words
. This part of the resource booklet must be written and paraphrased in paragraph format and must include the following information:
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Mission/Purpose of the resource
Populations Served
Specific Type of Services
Eligibility Requirements
One strength and one limitation of the agency or its services
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Table of Contents
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Department of Defense INSTRUCTION NUMBER 5000.02 Jan.docx
1. Department of Defense
INSTRUCTION
NUMBER 5000.02
January 7, 2015
USD(AT&L)
SUBJECT: Operation of the Defense Acquisition System
References: See References
1. PURPOSE. This instruction:
a. In accordance with the authority in DoD Directive 5000.01
(Reference (a)), reissues the
interim DoD Instruction 5000.02 (Reference (b)) to update
established policy for the
management of all acquisition programs in accordance with
Reference (a), the guidelines of
Office of Management and Budget Circular A-11 (Reference
(c)), and References (d) through
(ce).
b. Authorizes Milestone Decision Authorities (MDAs) to tailor
the regulatory requirements
and acquisition procedures in this instruction to more efficiently
achieve program objectives,
2. consistent with statutory requirements and Reference (a).
2. APPLICABILITY. This instruction applies to OSD, the
Military Departments, the Office of
the Chairman of the Joint Chiefs of Staff and the Joint Staff, the
Combatant Commands, the
Office of the Inspector General of the Department of Defense,
the Defense Agencies, the DoD
Field Activities, and all other organizational entities within the
DoD (referred to collectively in
this instruction as the “DoD Components”).
3. POLICY. The overarching management principles and
mandatory policies that govern the
Defense Acquisition System are described in Reference (a).
This instruction provides the
detailed procedures that guide the operation of the system.
4. RESPONSIBILITIES
a. Defense Acquisition Executive (DAE). The DAE is the
Under Secretary of Defense for
Acquisition, Technology, and Logistics (USD(AT&L)). The
DAE will act as the MDA for
Major Defense Acquisition Programs (MDAPs) and Major
Automated Information System
(MAIS) programs. In accordance with Table 1 in Enclosure 1 of
this instruction, the DAE may
DoDI 5000.02, January 7, 2015
3. 2
delegate authority to act as the MDA to the head of a DoD
Component, who may further
delegate the authority to the Component Acquisition Executive
(CAE). The DAE may also
delegate MDA authority to another OSD official as the DAE
considers appropriate.
b. MDA. The MDA will establish procedures for assigned
programs using this instruction
as guidance. MDAs should limit mandatory procedures
applicable to all assigned programs so as
to not exceed the requirements for MDAPs or MAIS programs
and other acquisition programs
governed by this instruction or DoD Directive 5000.01
(Reference (a)). MDAs should tailor
regulatory procedures in the document consistent with sound
business practice and the risks
associated with the product being acquired.
c. Heads of the DoD Components. The DoD Component Head
will implement the
procedures in this instruction and Reference (a). Component-
required procedures will not
exceed those specified in this instruction. When necessary,
waivers or requests for exceptions to
the provisions of this instruction will be submitted to the DAE,
the DoD Chief Information
Officer, the Director, Operational Test and Evaluation
(DOT&E), or the Director, Cost
Assessment and Program Evaluation (DCAPE), via the CAE.
Statutory requirements cannot be
waived unless the statute permits.
4. 5. PROCEDURES
a. Overview
(1) The statutes governing defense acquisition programs are
complex, and the categories
into which a program falls will impact acquisition procedures.
The designation of a program as
an MDAP, a MAIS program, or a Major Weapons System; and
the determination that the
program is an Information System, a Defense Business System,
or responds to an urgent need
affect program procedures and policies.
(2) The structure of a DoD acquisition program and the
procedures used should be
tailored as much as possible to the characteristics of the product
being acquired, and to the
totality of circumstances associated with the program including
operational urgency and risk
factors.
(a) MDAs will tailor program strategies and oversight,
including program
information, acquisition phase content, the timing and scope of
decision reviews and decision
levels, based on the specifics of the product being acquired,
including complexity, risk factors,
and required timelines to satisfy validated capability
requirements.
(b) When there is a strong threat-based or operationally
driven need to field a
capability solution in the shortest time, MDAs are authorized to
implement streamlined
procedures designed to accelerate acquisition system
5. responsiveness. Statutory requirements
will be complied with, unless waived in accordance with
relevant provisions.
DoDI 5000.02, January 7, 2015
3
(3) Program Acquisition Categories (ACATs) and Types. All
defense acquisition
programs are designated by an ACAT (i.e., ACAT I through III)
and type (e.g., MDAP, MAIS,
or Major System). MDAPs are either estimated to achieve the
statutorily defined MDAP cost
threshold, or are designated as an MDAP by the DAE.
Similarly, MAIS programs are either
estimated to achieve the statutorily defined MAIS program cost
threshold, or are designated a
MAIS program by the DAE. MAIS programs are software
intensive and typically have a lower
investment level than MDAPs. A MAIS program that is
estimated to attain the MDAP cost
thresholds may be designated by the DAE as either an MDAP or
a MAIS program. MDAP and
MAIS program designations carry the greatest consequences in
terms of management level,
reporting requirements, and documentation and analysis to
support program decisions.
Enclosure 1 of this instruction identifies the information
requirements associated with all
standard program categories or types in tabular form. Table 1
in Enclosure 1 provides specific
6. definitions, funding thresholds, and decision authorities. Some
information systems are also
designated as a National Security System or a Defense Business
System. These designations are
defined in statute and have procedural and policy consequences.
Enclosure 11 addresses
Information Technology, and Enclosure 12 describes Defense
Business Systems.
(4) Program Decision Reviews and Milestones. The purpose
of the decision reviews
embedded in the acquisition procedures described in this section
is to carefully assess a
program’s readiness to proceed to the next acquisition phase
and to make a sound investment
decision committing the Department’s financial resources.
Consequently, reviews will be issue
and data focused to facilitate an examination of relevant
questions affecting the decisions under
consideration and to allow the MDA to judge whether the
program is ready to proceed. The
following policies will guide decision reviews:
(a) The MDA is the sole and final decision authority. Staff
members and staff
organizations support and facilitate the MDA's execution of that
authority.
(b) The Defense Acquisition Board (DAB) will advise the
DAE on critical
acquisition decisions when the DAE is the MDA. The DAE or
designee will chair the DAB. An
Acquisition Decision Memorandum (ADM) will document
decisions resulting from reviews.
Similar procedures will be established at the Component level
for use by other MDAs.
7. (c) Program Managers, under the supervision of Program
Executive Officers (PEOs)
and CAEs, are expected to design acquisition programs, prepare
programs for decisions, and
execute approved program plans.
(d) Overarching Integrated Product Teams at the DoD level,
and similar
organizations within the DoD Components are expected to
collectively assist the MDA in
making sound investment decisions for the department, and to
ensure programs are structured
and resourced to succeed. These organizations are not decision
bodies and they and their leaders
do not supplant the authority of the Program Manager, PEO,
CAE, or DAE.
(e) Issues should be resolved at the lowest level possible.
When an issue cannot be
resolved quickly at a lower level, the issue will be submitted to
the MDA with complete and
objective data necessary to support a decision.
DoDI 5000.02, January 7, 2015
4
(f) The documents prepared in support of the decision
process (e.g., Acquisition
Strategy, Systems Engineering Plan (SEP), Test and Evaluation
Master Plan (TEMP), Life-Cycle
Sustainment Plan (LCSP)) should generally not be prepared
8. solely for staff review and approval,
but be intended primarily for use within the program as
planning and management tools that are
highly specific to the program and tailored to meet program
needs.
(g) Review preparation will be streamlined and efficient.
Staff members will be
provided with the data needed to support the review, but they
will also work to minimize the
overhead burden placed on the DoD Components, PEOs,
program managers, and their staffs.
b. Relationship Between Defense Acquisition, Requirements,
and Budgeting Processes
(1) Acquisition, requirements, and budgeting, are closely
related and must operate
simultaneously with full cooperation and in close coordination.
Validated “Capability
Requirements” provide the basis for defining the products that
will be acquired through the
acquisition system and the budgeting process determines
Department priorities and resource
allocations and provides the funds necessary to execute planned
programs. Throughout a
product’s life cycle, adjustments may have to be made to keep
the three processes aligned.
Capability requirements may have to be adjusted to conform to
technical and fiscal reality.
Acquisition programs may have to adjust to changing
requirements and funding availability.
Budgeted funds may have to be adjusted to make programs
executable or to adapt to evolving
validated capability requirements and priorities. Stable
capability requirements and funding are
9. important to successful program execution. Those responsible
for the three processes at the DoD
level and within the DoD Components must work closely
together to adapt to changing
circumstances as needed, and to identify and resolve issues as
early as possible.
(2) Capability Requirements Process
(a) All acquisition programs respond to validated capability
requirements. Figure 1
illustrates the interaction between the requirements process and
the acquisition process. The
Chairman of the Joint Chiefs of Staff, with the advice of the
Joint Requirements Oversight
Council (JROC), will assess and validate joint military
requirements for MDAP and MAIS
programs, and less-than-MDAP or MAIS programs designated
either as “JROC Interest” or
“Joint Capabilities Board Interest.” When JROC validation
authority is delegated in accordance
with the Joint Capabilities Integration and Development System
(JCIDS) process in Chairman of
the Joint Chiefs of Staff Instruction 3170.01H (Reference (d)),
the DoD Components will use
variations of the JCIDS to validate their requirements. The
chair of the Investment Review
Board is the validation authority for Defense Business System
capability requirements.
(b) Leadership of the acquisition and budget processes will
be involved as advisors to
the validation authority during consideration of initial or
adjusted validation of capability
requirements to ensure coordination across the three processes.
10. DoDI 5000.02, January 7, 2015
5
Figure 1. Illustration of the Interaction Between the
Capability Requirements Process and the Acquisition Process
(c) The titles of capability requirements documents supported
by JCIDS vary by the
11. maturity of the capability gap to solution proposal and can vary
by product classification. When
the titles vary from the most typical Initial Capabilities
Document (ICD), Capability
Development Document (CDD), or Capability Production
Document, the text will use the
generic terms, “validated capability requirements document” or
“equivalent requirements
document.”-
(d) Capability requirements are not expected to be static
during the product life
cycle. As knowledge and circumstances change, consideration
of adjustments or changes may
be requested by acquisition, budgeting, or requirements
officials. Configuration Steering Boards
(CSBs), as described in paragraph 5d(5)(b) in this section, will
also be used to periodically
review program progress and identify opportunities for
adjustment.
(3) Budgeting Process. The DoD budgeting process is based
on the annual budget
preparation cycle managed by the DCAPE and the Under
Secretary of Defense (Comptroller) for
the Deputy Secretary of Defense. This process produces a
Future Years Defense Program
(FYDP) that covers 5 years of spending. While individual
program decisions fall under the DAE
or designated MDA, DoD budget decisions are made separately
at the Secretary or Deputy
Secretary level, with the advice of the DAE and others. Within
the DoD Components, MDAs
will advise the Component budget authorities to ensure that
acquisition programs are adequately
funded and that program plans are consistent with programmed
13. Phase
B
Production &
Deployment Phase
= Milestone Decision
= Decision Point
Legend
* Or Equivalent Approved/Validated Requirements Document.
Development
RFP Release
Decision
Point
C
Operations &
14. Support Phase
= Requirements Document
= Requirements Authority
Review
Disposal
Capability
Development
Document*
Capability
Production
Document*
Draft
Capability
Development
Document*
Requirements
Authority
15. Review of
AoA Results
AA
DoDI 5000.02, January 7, 2015
6
c. Generic and DoD-Specific Acquisition Program Models,
Decision Points, and Phase
Activities
(1) This section is structured in increasing layers of detail and
complexity, beginning
with a very generic description of acquisition phases and
decision points that could apply to
almost any product life cycle, DoD or otherwise, followed by
more specific commonly used
DoD program models, and concluding with a description of the
procedures used in most DoD
acquisition programs prior to any tailoring. DoD acquisition
managers and staff should focus on
16. the basics of sound acquisition planning, management, and
decision making as discussed in this
section as their primary responsibility—while also assuring
compliance, as appropriate, with the
specific requirements found in the tables that follow in
Enclosures 1 and 13 and other applicable
enclosures.
(2) Generic Acquisition Program Structure and Decision
Points
(a) Generic Acquisition Program Structure. For reference, a
generic product
acquisition program would follow the structure depicted in
Figure 2. Figure 2 illustrates the
sequence of decision events in a generic program, which could
be a Defense program or, except
for the unique DoD terminology, a commercial product.
Figure 2. Generic Acquisition Phases and Decision Points
18. Technology Maturation
and Risk Reduction
Development Contract Award
(DoD: Milestone B)
Development
Disposal
Low-Rate Initial Production or
Limited Deployment and Operational Test
Initial Production or Fielding
(DoD: Milestone C)
Full-Rate Production/
Full Deployment
Production, Deployment,
and Sustainment
Figure 2 illustrates the sequence of decision events in a generic
program.
19. It is not intended to reflect the time dedicated to associated
phase activity.