This document provides a template and outline for an Air Force program review briefing. The template includes sections for a bottom line up front, program description, concept of operations, requirements, affordability, schedule, funding, risks, and recommendations. It emphasizes key information to include in each section, such as decisions being requested of leadership, outstanding issues, cost and schedule drivers, and risk mitigation activities. The template is intended to guide briefers in concisely summarizing essential information about the program under review.
The document discusses the benefits of integrating airline scheduling and revenue management processes by considering passenger demand at the origin-destination (O&D) level rather than just at the flight leg level. This allows scheduling capacity to better match forecasted O&D demands. The summary outlines potential benefits like improved profitability and opportunities to increase schedule yield through more consistent scheduling and revenue management. It also notes hurdles to implementation like requiring a change in how analysts approach scheduling and addressing process integration challenges.
The WBS is the touchstone of all work activities, cost, schedule, and technical performance on the program.
It describes technical, process, and programmatic deliverables over the life of the program
It describes how these deliverables are related through a well formed tree structure – parents and children – defined by MIL-STD-881C
It describes how costs are assigned to this work and these costs roll up to their parents in Control Account and CLINS to the Performance Measurement Baseline (PMB)
The document outlines the aircraft design process from initial requirements definition through detailed design, testing, and certification. It discusses establishing basic and general requirements, conducting feasibility studies, specifying detailed requirements, conceptual and preliminary design phases involving configuration selection, performance modeling, and optimization. Later phases include detailed design, ground and flight testing, and certification to clear the aircraft for intended operations. The process is iterative with frequent trade-offs and refinement of requirements and design.
USJFCOM is responsible for joint force provision as the primary joint force provider. It plans and executes rotational force sourcing to meet enduring requirements, provides emergency forces for combatant commands, and monitors force readiness. USJFCOM uses a formal process to validate requirements, assess risk, identify capable forces from the services, and make sourcing recommendations to the Secretary of Defense for approval. Key tools used include the Joint Crisis Response Management System and Global Force Management Allocation Plan.
Cmmi hm experiences with leveraging six sigma to implement cmmi l4 yl5 2003JULIO GONZALEZ SANZ
1) Northrop Grumman leveraged Six Sigma tools and methodology to accelerate achieving CMMI Levels 4 and 5, going from Level 3 to Level 5 within 9 months.
2) Six Sigma training helped change the culture to focus on statistical process improvement. Key tools used included control charts, cause analysis diagrams, and data analysis.
3) The same Six Sigma approach was applied at the organizational level to achieve the Level 4 and 5 process areas of Organizational Process Performance and Organizational Innovation and Deployment.
This chart provides a high-level overview of three major decision support systems used in defense acquisition: the Joint Capabilities Integration and Development System (JCIDS), the Defense Acquisition System (DAS), and the Planning, Programming, Budgeting, and Execution (PPBE) process. It shows the key phases and milestones of each system. The chart is intended as a classroom aid to illustrate the interfaces between the complex, interconnected processes in a simplified way.
Integrated master plan (imp) - the foundation of the program successGlen Alleman
Technical Performance Measures provide assessment of Physical Percent Complete in Earned Value Management Systems in ways not possible with simple measures of progress to plan stated by Control Account Managers
This document provides an overview of DO-178B, the standard used to ensure safety in avionics software development. It discusses key aspects of DO-178B including the 5 software safety levels, objectives for each level, the software lifecycle processes of planning, development, verification, and certification. It also briefly outlines the future of DO-178C, which incorporates modern techniques like model-based design, tool qualification, and formal methods.
The document discusses the benefits of integrating airline scheduling and revenue management processes by considering passenger demand at the origin-destination (O&D) level rather than just at the flight leg level. This allows scheduling capacity to better match forecasted O&D demands. The summary outlines potential benefits like improved profitability and opportunities to increase schedule yield through more consistent scheduling and revenue management. It also notes hurdles to implementation like requiring a change in how analysts approach scheduling and addressing process integration challenges.
The WBS is the touchstone of all work activities, cost, schedule, and technical performance on the program.
It describes technical, process, and programmatic deliverables over the life of the program
It describes how these deliverables are related through a well formed tree structure – parents and children – defined by MIL-STD-881C
It describes how costs are assigned to this work and these costs roll up to their parents in Control Account and CLINS to the Performance Measurement Baseline (PMB)
The document outlines the aircraft design process from initial requirements definition through detailed design, testing, and certification. It discusses establishing basic and general requirements, conducting feasibility studies, specifying detailed requirements, conceptual and preliminary design phases involving configuration selection, performance modeling, and optimization. Later phases include detailed design, ground and flight testing, and certification to clear the aircraft for intended operations. The process is iterative with frequent trade-offs and refinement of requirements and design.
USJFCOM is responsible for joint force provision as the primary joint force provider. It plans and executes rotational force sourcing to meet enduring requirements, provides emergency forces for combatant commands, and monitors force readiness. USJFCOM uses a formal process to validate requirements, assess risk, identify capable forces from the services, and make sourcing recommendations to the Secretary of Defense for approval. Key tools used include the Joint Crisis Response Management System and Global Force Management Allocation Plan.
Cmmi hm experiences with leveraging six sigma to implement cmmi l4 yl5 2003JULIO GONZALEZ SANZ
1) Northrop Grumman leveraged Six Sigma tools and methodology to accelerate achieving CMMI Levels 4 and 5, going from Level 3 to Level 5 within 9 months.
2) Six Sigma training helped change the culture to focus on statistical process improvement. Key tools used included control charts, cause analysis diagrams, and data analysis.
3) The same Six Sigma approach was applied at the organizational level to achieve the Level 4 and 5 process areas of Organizational Process Performance and Organizational Innovation and Deployment.
This chart provides a high-level overview of three major decision support systems used in defense acquisition: the Joint Capabilities Integration and Development System (JCIDS), the Defense Acquisition System (DAS), and the Planning, Programming, Budgeting, and Execution (PPBE) process. It shows the key phases and milestones of each system. The chart is intended as a classroom aid to illustrate the interfaces between the complex, interconnected processes in a simplified way.
Integrated master plan (imp) - the foundation of the program successGlen Alleman
Technical Performance Measures provide assessment of Physical Percent Complete in Earned Value Management Systems in ways not possible with simple measures of progress to plan stated by Control Account Managers
This document provides an overview of DO-178B, the standard used to ensure safety in avionics software development. It discusses key aspects of DO-178B including the 5 software safety levels, objectives for each level, the software lifecycle processes of planning, development, verification, and certification. It also briefly outlines the future of DO-178C, which incorporates modern techniques like model-based design, tool qualification, and formal methods.
USCG R&D Center’s Analysis of Standard Boat Asset Project Office (APO’s) Met...Peter Stinson
The document discusses metrics for analyzing standard boat asset project offices (APOs) and compares them to metrics used by aviation APOs. It finds that many aviation APO metrics in the ALMIS (Aviation Logistics Management Information System) database would also be applicable and promising for standard boat APOs. In particular, metrics regarding availability, maintenance costs, supply, personnel, and engineering data could provide useful insights. It recommends that standard boat APOs initially use aviation APO metrics as a starting point and ensure the ALMIS database is properly reviewed and cleansed over time as the new APO evolves its own optimal set of metrics.
How the Air Force Addresses Training and Analysis for WargamingSeriousGamesAssoc
Over the past 10 years, the United States Air Force has made considerable strides towards improving the rigor and overall conduct of its Title X wargame campaign – an operational-level wargame. A primary focus of improvement has been Air Force Logistics, which has resulted in the preliminary incorporation of modeling for everything from combat power generation at bases (i.e., sorties) to the delivery of bulk fuel through the operational energy network. Whereas some might see the present degree of rigor as a culmination of efforts, Dr. Wright sees them as a beginning. The presentation he will deliver will cover “lessons observed” for Air Force wargaming – by him and a select community of Air Force logistics and operations experts – along with his opinion on steps required to transition said observations into “lessons learned” implementations of Air Force operational-level wargaming.
The document outlines the schedule and milestones for a service pack 3 system release. Key dates and activities are listed on a timeline, including integration builds, testing gates, certification activities, documentation tasks and final release. The process involves scoping work, development, iterative testing, performance validation, documentation, sign-offs and ultimately a field readiness review before the final customer shipment date.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
1. The document lists Key Performance Parameters (KPPs) and additional system requirements for an Advanced Pilot Training (APT) system. The KPPs include thresholds and objectives for aircraft and simulator availability, sustained G-forces, and simulator visual acuity and performance fidelity.
2. Additional requirements address maneuverability, weapons employment simulation, data links, angle of attack, turn rates, debriefing capabilities, and open systems architecture. Space, weight, power, and cooling growth provisions must also be included.
3. Scenario input is required for both aircraft and simulators to support tactical training, and the aircraft design should enable future in-flight refueling capability.
Lean six sigma executive overview (case study) templatesSteven Bonacorsi
This case study describes a project to improve the average speed to answer calls at a retail business. The project team analyzed call data, identified root causes such as call type and time of day, and implemented cross-training and staffing changes. These improvements reduced customer downtime costs by $150,000 annually and increased the process sigma level. Key tools used in the project included data collection, analysis of call times, and control charts to monitor ongoing performance.
The document discusses collaboration within the Marine Corps science and technology (S&T) enterprise. It emphasizes that collaboration between combat developers, S&T developers, and materiel developers is critical to ensure technologies are aligned with warfighter needs and can transition successfully to acquisition programs. The key stakeholders in the Marine Corps S&T enterprise are the Deputy Commandant for Combat Development and Integration, the Marine Corps Warfighting Laboratory, the Office of Naval Research, Marine Corps Systems Command, and Program Executive Officer Land Systems.
The document outlines a project to develop an artificial stability augmentation system (USAS) for unmanned aerial vehicles. It discusses the mission objectives, an overview of design alternatives, specifications for the system design, and a risk assessment plan. A project plan is presented, including an organizational chart, work breakdown structure, schedule, cost estimates, and required facilities and resources.
Taylor Buse is an experienced aircraft avionics systems technician with over 8 years of experience in the United States Air Force maintaining complex integrated systems on the CV-22 Osprey. Buse has attained the rank of staff sergeant (E-5) and holds qualifications as a CV-22 integrated avionics systems craftsman across electrical, environmental, and avionics systems. Buse seeks new opportunities as an avionics technician to continue utilizing strong troubleshooting skills and in-depth technical knowledge of aircraft systems.
This document provides an overview of the Aircraft Classification Rating - Pavement Classification Rating (ACR-PCR) system that is being developed in cooperation with the International Civil Aviation Organization (ICAO) to replace the existing Aircraft Classification Number - Pavement Classification Number (ACN-PCN) method. The key points are:
1) The ACR-PCR system uses a fully layered elastic analysis approach without factors like alpha or equivalency factors.
2) It has completed state review and will enter a 4-year transition period in 2020 before full implementation in 2024.
3) The FAA has developed the ICAO-ACR program to compute ACR values using a visual basic library, and
This document provides an overview of NASA's external cost and schedule performance reporting process, which was developed to meet multiple requirements from Congress, GAO, and OMB. It describes the various reporting requirements, frequency of reporting, data included, thresholds for reporting cost and schedule growth, and the roles of different NASA organizations in the process. The reporting process aims to provide a single, controlled way for NASA to report project cost and schedule data externally while balancing different stakeholder needs.
IGARSS 2011 - RCM, The Making of (AC) (Short).pptgrssieee
The document summarizes the RADARSAT Constellation Mission (RCM) which consists of three small SAR satellites to support operational requirements of the Canadian government. Key points are that it provides improved coverage over RADARSAT-1/2 with a responsive ground segment. The design parameters were driven by continuity of C-band SAR data, improved revisit rates, and a more cost efficient and reliable small satellite design. The project involves phases for definition, implementation, and commissioning, with MDA Systems as the prime contractor and support from Canadian industry.
The chapter discusses control flow testing, which involves generating test inputs to execute different paths through a program. It covers generating a control flow graph to represent program flow, criteria for selecting paths like statement and branch coverage, and techniques for producing test data to execute specific paths, including solving path conditions. The goal is to design inputs that exercise the structure and logic of the program based on its control flow.
Aptiv’s Third Generation of 77 GHz-Based Short-Range Radar (SRR3)system_plus
The first highly integrated 77 GHz short range radar sensor for advanced driver assistance systems with a single receive-transmit MMIC bare die from Infineon found on the market.
More information on that report at: https://www.systemplus.fr/reverse-costing-reports/aptivs-third-generation-of-77-ghz-based-short-range-radar-srr3/
Military Decision Making Process (Mar 08) 3Thomas cleary
This document provides guidance on conducting mission analysis according to FM 5-0. It outlines the 16 steps of mission analysis, including restated mission, commander's intent, risk assessment, information requirements, and initial warning order. Key outputs of mission analysis are updated staff estimates, initial IPB products, restated mission, commander's planning guidance, and warning order #2. The document also discusses developing courses of action, including analyzing relative combat power and generating options for meeting the mission.
This document outlines a proposal for managed services and network optimization. It proposes taking a centralized approach using a team of experienced engineers and proprietary tools for triaging alarms, optimizing performance, and automating daily reporting. Key aspects of the proposal include hourly monitoring and prioritization of issues, root cause analysis, and developing optimization recommendations to resolve chronic network problems. Automation of daily reports is highlighted as an important part of the services for monitoring key performance indicators and tracking the status of trouble tickets and cell health.
The document discusses changes to the Navy's community management structure to increase effectiveness. It outlines the realignment of personnel codes under DCNO for Manpower, Personnel, Training & Education to consolidate community management functions. It also provides details on programs like Perform to Serve (PTS) and Rating Entry for General Apprentices (REGA) that are used to manage skills mix and end strength.
This resume is for Md Nishar, an IT professional with over 4.9 years of experience in software testing. He has extensive experience testing safety critical avionics systems according to DO-178B standards. Some of his skills and experiences include unit testing, software integration testing, model based testing, debugging, requirements and configuration management tools. He has worked on projects for companies like Rockwell Collins, Goodrich, and Gulfstream testing components like head up displays, electric brake controls, and touch screen controllers. His education includes a Bachelor's degree in electronics engineering.
The document discusses various concepts related to project planning and scheduling. It outlines advantages of planning such as containing multiple solutions and maintaining a to-do list. It also discusses advantages of scheduling like level of information and earned value analysis. Various project phases like initiation, planning, execution etc. are mentioned. Different breakdown structures for enterprise, organization and resources are provided. Methods of planning including software, tools and skills are described.
TES-SAVi MBSE for SoSEnI OpportunitiesStephen Simi
Future Challenges (Opportunities) of Systems Engineers
- Open systems standards like FACE and VICTORY will expand the developer marketplace, encourage reuse of portable applications, increase interoperability, and ensure battlespace dominance.
- Model-based systems engineering (MBSE) tools can efficiently generate artifacts to support airworthiness certification of reusable software components (RSCs) and test sequences with coverage reports for reusable verification components (RVCs).
- Adopting guidelines for partial qualification of RSCs and modifying AR 70-62 could realize a ~90% process improvement by enabling efficient capability reuse across aviation systems.
USCG R&D Center’s Analysis of Standard Boat Asset Project Office (APO’s) Met...Peter Stinson
The document discusses metrics for analyzing standard boat asset project offices (APOs) and compares them to metrics used by aviation APOs. It finds that many aviation APO metrics in the ALMIS (Aviation Logistics Management Information System) database would also be applicable and promising for standard boat APOs. In particular, metrics regarding availability, maintenance costs, supply, personnel, and engineering data could provide useful insights. It recommends that standard boat APOs initially use aviation APO metrics as a starting point and ensure the ALMIS database is properly reviewed and cleansed over time as the new APO evolves its own optimal set of metrics.
How the Air Force Addresses Training and Analysis for WargamingSeriousGamesAssoc
Over the past 10 years, the United States Air Force has made considerable strides towards improving the rigor and overall conduct of its Title X wargame campaign – an operational-level wargame. A primary focus of improvement has been Air Force Logistics, which has resulted in the preliminary incorporation of modeling for everything from combat power generation at bases (i.e., sorties) to the delivery of bulk fuel through the operational energy network. Whereas some might see the present degree of rigor as a culmination of efforts, Dr. Wright sees them as a beginning. The presentation he will deliver will cover “lessons observed” for Air Force wargaming – by him and a select community of Air Force logistics and operations experts – along with his opinion on steps required to transition said observations into “lessons learned” implementations of Air Force operational-level wargaming.
The document outlines the schedule and milestones for a service pack 3 system release. Key dates and activities are listed on a timeline, including integration builds, testing gates, certification activities, documentation tasks and final release. The process involves scoping work, development, iterative testing, performance validation, documentation, sign-offs and ultimately a field readiness review before the final customer shipment date.
KDP C is an important decision point for NASA projects where the agency decides whether to proceed to implementation and commits to a project's cost and schedule estimates. This panel discusses updated NASA processes to help ensure projects are on track for technical success within budget and schedule by KDP C. These include developing an integrated baseline, independent reviews, and documenting approvals and commitments in a decision memorandum to formalize support and establish external commitments. The integration of baseline development, independent checks, approval to proceed, and commitments is meant to help projects successfully complete implementation.
1. The document lists Key Performance Parameters (KPPs) and additional system requirements for an Advanced Pilot Training (APT) system. The KPPs include thresholds and objectives for aircraft and simulator availability, sustained G-forces, and simulator visual acuity and performance fidelity.
2. Additional requirements address maneuverability, weapons employment simulation, data links, angle of attack, turn rates, debriefing capabilities, and open systems architecture. Space, weight, power, and cooling growth provisions must also be included.
3. Scenario input is required for both aircraft and simulators to support tactical training, and the aircraft design should enable future in-flight refueling capability.
Lean six sigma executive overview (case study) templatesSteven Bonacorsi
This case study describes a project to improve the average speed to answer calls at a retail business. The project team analyzed call data, identified root causes such as call type and time of day, and implemented cross-training and staffing changes. These improvements reduced customer downtime costs by $150,000 annually and increased the process sigma level. Key tools used in the project included data collection, analysis of call times, and control charts to monitor ongoing performance.
The document discusses collaboration within the Marine Corps science and technology (S&T) enterprise. It emphasizes that collaboration between combat developers, S&T developers, and materiel developers is critical to ensure technologies are aligned with warfighter needs and can transition successfully to acquisition programs. The key stakeholders in the Marine Corps S&T enterprise are the Deputy Commandant for Combat Development and Integration, the Marine Corps Warfighting Laboratory, the Office of Naval Research, Marine Corps Systems Command, and Program Executive Officer Land Systems.
The document outlines a project to develop an artificial stability augmentation system (USAS) for unmanned aerial vehicles. It discusses the mission objectives, an overview of design alternatives, specifications for the system design, and a risk assessment plan. A project plan is presented, including an organizational chart, work breakdown structure, schedule, cost estimates, and required facilities and resources.
Taylor Buse is an experienced aircraft avionics systems technician with over 8 years of experience in the United States Air Force maintaining complex integrated systems on the CV-22 Osprey. Buse has attained the rank of staff sergeant (E-5) and holds qualifications as a CV-22 integrated avionics systems craftsman across electrical, environmental, and avionics systems. Buse seeks new opportunities as an avionics technician to continue utilizing strong troubleshooting skills and in-depth technical knowledge of aircraft systems.
This document provides an overview of the Aircraft Classification Rating - Pavement Classification Rating (ACR-PCR) system that is being developed in cooperation with the International Civil Aviation Organization (ICAO) to replace the existing Aircraft Classification Number - Pavement Classification Number (ACN-PCN) method. The key points are:
1) The ACR-PCR system uses a fully layered elastic analysis approach without factors like alpha or equivalency factors.
2) It has completed state review and will enter a 4-year transition period in 2020 before full implementation in 2024.
3) The FAA has developed the ICAO-ACR program to compute ACR values using a visual basic library, and
This document provides an overview of NASA's external cost and schedule performance reporting process, which was developed to meet multiple requirements from Congress, GAO, and OMB. It describes the various reporting requirements, frequency of reporting, data included, thresholds for reporting cost and schedule growth, and the roles of different NASA organizations in the process. The reporting process aims to provide a single, controlled way for NASA to report project cost and schedule data externally while balancing different stakeholder needs.
IGARSS 2011 - RCM, The Making of (AC) (Short).pptgrssieee
The document summarizes the RADARSAT Constellation Mission (RCM) which consists of three small SAR satellites to support operational requirements of the Canadian government. Key points are that it provides improved coverage over RADARSAT-1/2 with a responsive ground segment. The design parameters were driven by continuity of C-band SAR data, improved revisit rates, and a more cost efficient and reliable small satellite design. The project involves phases for definition, implementation, and commissioning, with MDA Systems as the prime contractor and support from Canadian industry.
The chapter discusses control flow testing, which involves generating test inputs to execute different paths through a program. It covers generating a control flow graph to represent program flow, criteria for selecting paths like statement and branch coverage, and techniques for producing test data to execute specific paths, including solving path conditions. The goal is to design inputs that exercise the structure and logic of the program based on its control flow.
Aptiv’s Third Generation of 77 GHz-Based Short-Range Radar (SRR3)system_plus
The first highly integrated 77 GHz short range radar sensor for advanced driver assistance systems with a single receive-transmit MMIC bare die from Infineon found on the market.
More information on that report at: https://www.systemplus.fr/reverse-costing-reports/aptivs-third-generation-of-77-ghz-based-short-range-radar-srr3/
Military Decision Making Process (Mar 08) 3Thomas cleary
This document provides guidance on conducting mission analysis according to FM 5-0. It outlines the 16 steps of mission analysis, including restated mission, commander's intent, risk assessment, information requirements, and initial warning order. Key outputs of mission analysis are updated staff estimates, initial IPB products, restated mission, commander's planning guidance, and warning order #2. The document also discusses developing courses of action, including analyzing relative combat power and generating options for meeting the mission.
This document outlines a proposal for managed services and network optimization. It proposes taking a centralized approach using a team of experienced engineers and proprietary tools for triaging alarms, optimizing performance, and automating daily reporting. Key aspects of the proposal include hourly monitoring and prioritization of issues, root cause analysis, and developing optimization recommendations to resolve chronic network problems. Automation of daily reports is highlighted as an important part of the services for monitoring key performance indicators and tracking the status of trouble tickets and cell health.
The document discusses changes to the Navy's community management structure to increase effectiveness. It outlines the realignment of personnel codes under DCNO for Manpower, Personnel, Training & Education to consolidate community management functions. It also provides details on programs like Perform to Serve (PTS) and Rating Entry for General Apprentices (REGA) that are used to manage skills mix and end strength.
This resume is for Md Nishar, an IT professional with over 4.9 years of experience in software testing. He has extensive experience testing safety critical avionics systems according to DO-178B standards. Some of his skills and experiences include unit testing, software integration testing, model based testing, debugging, requirements and configuration management tools. He has worked on projects for companies like Rockwell Collins, Goodrich, and Gulfstream testing components like head up displays, electric brake controls, and touch screen controllers. His education includes a Bachelor's degree in electronics engineering.
The document discusses various concepts related to project planning and scheduling. It outlines advantages of planning such as containing multiple solutions and maintaining a to-do list. It also discusses advantages of scheduling like level of information and earned value analysis. Various project phases like initiation, planning, execution etc. are mentioned. Different breakdown structures for enterprise, organization and resources are provided. Methods of planning including software, tools and skills are described.
TES-SAVi MBSE for SoSEnI OpportunitiesStephen Simi
Future Challenges (Opportunities) of Systems Engineers
- Open systems standards like FACE and VICTORY will expand the developer marketplace, encourage reuse of portable applications, increase interoperability, and ensure battlespace dominance.
- Model-based systems engineering (MBSE) tools can efficiently generate artifacts to support airworthiness certification of reusable software components (RSCs) and test sequences with coverage reports for reusable verification components (RVCs).
- Adopting guidelines for partial qualification of RSCs and modifying AR 70-62 could realize a ~90% process improvement by enabling efficient capability reuse across aviation systems.
This document outlines the incentive scheme for 2023, including monthly rupee values and focus brands, early bird incentives, new product incentives, annual incentives including an international trip, and manager incentives. It provides the criteria and formulas for earning incentives on monthly and quarterly sales achievements as well as annual targets. The terms and conditions specify eligibility requirements and penalties for underperformance or delays in payments.
The document discusses India's surgical strike against terrorist camps in Pakistan-occupied Kashmir in September 2016 in response to an attack in Uri that killed 19 Indian soldiers. It provides details on what a surgical strike is, statements from the Prime Minister and Defence Minister supporting the strikes, and how the strikes were carried out by Indian Army troops targeting terrorist launch pads across the border.
India has a powerful air force and is constantly researching and developing new technologies for its air force and rockets. The document then lists several Air Force Training Institutions located in India, including the Initial Training Wing in Coimbatore formed in 1946, the Elementary Flying Training School in Jodhpur formed in 1942, the Advanced Flying Training School in Ambala formed in 1941, and two Ground Training Schools formed in 1947.
This document summarizes the challenges facing the banking industry and objectives of banks. It notes that banks are investing in new technologies like blockchain to transform their business models and meet challenges from increasing competition, regulatory changes, and changing customer expectations. The document suggests that banks need to focus on improving employee competencies and motivation through training, as well as ensuring management is fully committed to implementing changes needed to achieve business objectives.
Top 10 Challenges That Every Web Designer Face on A Daily Basis.pptxe-Definers Technology
In today’s fast-moving digital world, building websites is super important for how well a business does online. But, because things keep changing with technology and what people expect, teams who make websites often run into big problems. These problems can slow down their work and stop them from making really good websites. Let us see what the best website designers in Delhi have to say –
https://www.edtech.in/services/website-designing-development-company-delhi.htm
Best Web Development Frameworks in 2024growthgrids
Best Web Development Frameworks: In 2024, the landscape of web development frameworks is diverse, with different frameworks excelling in various aspects such as 1. React, 2. Jquery, 3. MySQL, and 4. ASP.NET. With a strategic blend of manual testing and cutting-edge automated tools, we guarantee a flawless user experience. Partner with Growth Grids and elevate your software quality to new heights.
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Email: [business@growthgrids.com]
Phone: [+91-9773356002]
Website : https://growthgrids.com
Electrical Testing Lab Services in Dubai.pdfsandeepmetsuae
An electrical testing lab in Dubai plays a crucial role in ensuring the safety and efficiency of electrical systems across various industries. Equipped with state-of-the-art technology and staffed by experienced professionals, these labs conduct comprehensive tests on electrical components, systems, and installations.
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By refining the layout and replacing furnishings, people can more effectively enjoy themselves in their home environment. If you want to enhance the visual appeal of your home, then residential painting services are at your service. We take responsibility for transforming your dull spaces into vibrant ones. This PPT unveils the difference that professional painters make in elevating the look of your home.
How Live-In Care Benefits Chronic Disease Management.pdfKenWaterhouse
Explore how live-in care can significantly benefit chronic disease management, enhancing the quality of life for those affected and providing peace of mind for their families.
A Dojo Training PPT focuses on hands-on, immersive learning to enhance skills and knowledge. It emphasizes practical experience, fostering continuous improvement and collaboration within your team to achieve excellence.
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1. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Headquarters U.S. Air Force
Program Title
Air Force Review Board (AFRB) Date
Rank, Name
Office Symbol
Date
FOR OFFICIAL USE ONLY – PRE-DECISIONAL
See Notes Page
This template is for guidance
only
and is not mandatory.
Examples are for illustrative
purposed only
2. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Briefing Outline – Key Items
Bottom Line Up Front (BLUF)
Program Description/Overview
CONOPS
Requirements
APB-KPPs
MS C Affordability
Portfolio Perspective
Affordability Template
Product Support Quad Chart
Test and Evaluation
Acquisition Strategy—Framing Assumptions
Proposed Schedule and Schedule Assessment
Business Strategy (Include Competitive Strategy)
Product ion Rate
Funding
Program Risk and Risk Mitigation
Industrial Base & Manufacturing Readiness
Document Status
Exit Criteria
Recommendations for ADM
Way ahead
Back-up
International Cooperation, Program Office Resources, Technical and Systems Engineering Assessment, Test and Eval, FMS, Other (eg., open actions from prior
ADMs, Congressional concerns/funding cuts)
2
3. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Bottom Line Up Front
Purpose
Present Way Ahead for Program
Discuss oversight and management plan for Program
Decisions you are requesting (examples)
Approval Milestone C (or FRP or FDD) (if AF is MDA)
Approval to proceed to OIPT and DAB (if OSD is MDA)
Approve Applicable delegations/waivers
List Outstanding Issues
Issue 1--Integrated Test events
4 flight tests remaining
Issue 2—Production funding
Need FYxx Budget to begin LRIP – GAO report pending
3
4. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Required Funding
Description
Acquisition Strategy
Evolutionary Acquisition
Sole Source Production contract for LRIP
Raytheon Missile Systems, Tucson
The Boeing Company, St Louis
LRIP-Fixed-Price Incentive Firm Target (FPI(F))
Production
Lots 1-3 -- FPI(F)
Lots 4-5 – Fixed-Price NTE w/ Economic
Price Adjust
250-lb Class, Precision Guided, Air-to-Ground Munition
Kill Mobile and Fixed Targets Through Weather from Standoff
Uses Tri-Mode Seeker & Dual-Band Data Link (Link 16 + UHF)
Services: USAF, DoN
Threshold Platforms: AF--F-15E; USMC--F-35B; USN--F-35C
ACAT Level: ID
MDA: USD (AT&L)
PEO: AFPEO (Weapons), Maj Gen Blaster
PM: 918 ARSG/CC, Col Boomer
Schedule
Air Force TY$M
CFY FY+1 FY+2 FY+3 FY+4 FY+5 Total
AF RDT&E 86.4 79.2 165.6
FYxx PB RDTE 126.5 153.5 162.4 731.0
AF Proc 46.9 84.4 125.7 125.7 125.7 508.4
FYxx PB Proc 46.9 84.4 125.7 120.0 120.0 497.0
DoN TY$M
DoN RDT&E 16.5 32.2 48.1 46.5 46.5 189.8
FYxx PB RDTE 43.7 44.2 74.9 37.6 37.6 238.0
DoN Proc 10.3 10.3
FYxx PB Proc 16.3 16.3
Program Description/Overview
4
5. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Concept of Operations
5
6. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Interrelationships, Dependencies &
Synchronization with Complementary Systems
Mission Planning
PFPS
JMPS
Aviation Platforms:
KC-135
KC-10
AWACS
H/MH-60
CV-22
MH-47
MH-6
CH-53
A/OA-10
LAIRCM
Ground Teams:
GAWS
SF
SEAL
STS
HC/MC-130 Recap
No known issues affecting inter-related programs
Resolvable interface issues affecting programs
Unresolvable interface issues affecting programs
Solid denotes current system
Dash denotes future system
Arrow to Recap denotes supports Recap
Arrow from Recap denotes Recap supports
Indicates program are interdependent
C-130J:
Aircraft Procurement
& Block Upgrades
Be sure to include CYBER links and
infrastructure. Indicate any
issues/cybersecurity risks introduced by
program interconnection.
6
7. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Requirements
Operational Requirements
When Approved (AOA, ICD/CDD/CPD, CONOPS)
Key KPPs—fully identified and clearly stated?
Incremental Requirements?
How does the program baseline compare to validate requirements
Operational Capabilities/Impacts
Capabilities / missions (today & future)
Relationship to established roadmap(s) / architecture(s)
Family of Systems (FOS) / System of Systems (SOS) / Complementary Systems
Example for E-10A: MP-RTIP, Global Hawk, MP-CDL, Army CGS
AFSPC/AFMC/CC Attestation Statement (See notes)
7
8. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Characteristic Objective Threshold Demonstrated Current Est.
AH-1Z
MFHBA (hrs) 35 24 26.7 50.6
MMH/FH (hrs) 3.6 4.3 2.8 3.2
Cruise Speed (kts) 165 135 138 138
Payload (Hot Day) (lbs) 3500 2500 3179 3179
Weapon Stations Universal Mounts 6 4 4 4
Precision Guided Munitions 16 12 16 16
Maneuverability / Agility (G's) -0.5 to 2.5 -0.5 to 2.5 -0.5 to 2.79 -0.5 to 2.5
Mission Radius (nm) 200 x 1 (Aux Fuel) 110 x 1 135nm x 1 135nm x 1
Shipboard Compatibility Yes Yes Yes Yes
Interoperability All Top Level IERs
All Critical Top
Level IERs
All Critical Top
Level IERs
All Critical Top
Level IERs
UH-1Y
MFHBA (hrs) 40.2 33.1 55.8 52.3
MMH/FH (hrs) 2.9 3.9 2.5 2.4
Cruise Speed (kts) 165 140 156 156
Payload (Hot Day) (lbs) 4500 2800 3079 3079
Weapon Stations 2 Univ. Mounts 2 Hard Mounts 2 Hard Mounts 2 Hard Mounts
Maneuverability / Agility (G's) -0.5 to 2.3 -0.5 to 2.3 -0.5 to 2.3 -0.5 to 2.3
Mission Radius (nm) 200 x 1 (Aux Fuel) 110 x 1 129nm x 1 129nm x 1
Shipboard Compatibility Yes Yes Yes Yes
Interoperability All Top Level IERs
All Critical Top
Level IERs
All Critical Top
Level IERs
All Critical Top
Level IERs
*AH-1Z Cruise Speed revised in CPD
COLOR DEFINITIONS:
Exceeds Threshold Requirement
At risk of not meeting Threshold
BREACH: Does not meet Threshold
Exceeds Objective Requirement
Why they matter. . .
APB Key Performance Parameters
8
9. B r e a k i n g B a r r i e r s … S i n c e 1 9 4 7
(U)//FOUO
(U)//FOUO 9
9
Affordability
MS C Affordability Goal: ?
MS C APB APUC Objective: ?; APB Threshold: ?
Estimated APUC at ?
Two Affordability changes are drafted in the (Specify Milestone) ADM
Reflect the APUC Affordability Goal at ?% above APUC objective ($?)
Are there Cost Affordability Drivers?
If so, please explain.
Are there any disconnects throughout the lifecycle?
How will the disconnects be addressed?
Are there any Schedule drivers impacting the Affordability Goal?
If so, please explain.
10. B r e a k i n g B a r r i e r s … S i n c e 1 9 4 7
(U)//FOUO
(U)//FOUO 10
10
Affordability Requirement
Description
Affordability Requirement
(MS ? ADM)
BY??
Dec 17 SAR
(In DAMIR)
BY??: $?
Service Cost Position
Estimate (23 Oct 18)
BY??: $??
APUC (Note 1)
$? $? $?
O&M
$?/Unit $?/Unit $?/Unit
Note 1:
Quantity
APB APUC Objective $?
APB APUC Threshold $?
11. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Top Requirements Cost Drivers Performance (KPPs & select KSAs)
KPP 1
Extended Range
KPP 2
MME
KPP 3
Mat. Availability*
KPP 4
Net Ready
KSA 1
Reliability
N T O
Technology Readiness Assessment
N – No Capability
T – Threshold
O - Objective
Critical Technologies To Date Est. @ FRP
Engine 8 9
Engine Lube System 8 9
FMU 156/B Fuze 9 9
Low Observable 7 7*
GPS 7 7*
MS B Date: N/A
MS C Date: Oct 10
Program Requirements
* Analysis
Acquisition Program Baseline (APB)*
Schedule
- MS C
- Assets Avail.
Cost PAUC
+10% +15%
$1.1M
Baseline (O)
$1.21M $1.265M
(O) Sep 10 (T) Dec 11
(O) Apr 13 (T) Apr 14
G
G
* Based on proposed APB
* Due to testing constraints
Cost APUC
+10% +15%
$1.1M
Baseline (O)
$1.21M $1.265M
G
G
TRLs meet LRIP entrance criteria
11
12. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
MS C
Cost Capability Analysis
Have there been any updates to the cost estimate or KPPs? If so, what trades
were made to arrive at those values and what are the cost, schedule, technical,
operational implications?
Are there any updates to your Acquisition Strategy and business approach for
Production? Describe the decision process used to arrive at this approach,
including any trade studies conducted.
What are the program risks? Describe what specific production design and
other risk mitigation activities have or will be conducted to reduce the risk to
acceptable levels, what technology or other trades were conducted to determine
the appropriate mitigations?
12
13. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Product Support Strategy
Metric
Antecedent
Actual
Original
Goal
Current
Goal
Current
Estimate/
Actual
Materiel
Availability 76% 80% 77% 71%
Materiel
Reliability 37 hrs 50 hrs 50.5 hrs 48 hrs
Ownership Cost
245.6B 385.5B 395.1B 395.1B
Mean Down
Time 12 hrs 20 hrs 18 hrs 15 hrs
Metrics Data
* Test or fielding event data derived from _______
Sustainment Schedule O&S Data
MS B MS C IOC FRP FOC Sustainment
BCA
LCSP
CLS Start
Depot Standup
LRIP Contract Award
Blended Partnership
Startup
PBL Recompete
Avionics PBL
PBL Recompete
Sustainment Approach
Current (initial CLS covering total system)
Future (sub-system based PBL contracts)
Issues
Shortfall in O&M funding in FYDP
Reliability and availability estimates are below goals
LCSP requires update before DAB
Resolution
POM request for O&M restoration submitted
Reliability improvement plan with clear RAM goals up for final signature
LCSP in draft
BCA BCA BCA
Cost Element Antecedent Cost
ABC Original
Baseline
ABC Current
Cost
1.0 Unit-Level Manpower 3.952 5.144 5.750
2.0 Unit Operations 6.052 6.851 6.852
3.0 Maintenance 0.739 0.605 0.688
4.0 Sustaining Support 2.298 2.401 2.401
5.0 Continuing System Improvements 0.129 0.025 0.035
6.0 Indirect Support 1.846 1.925 1.956
Total 15.046 16.951 17.682
Cost based on average annual cost per squadron
Total O&S Costs Antecedent ABC
Base Year $M 102,995.2 184,011.9
Then Year $M 245,665.3 395,147.2
Today
13
Product Support
14. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Program Schedule
F-35B & C
Integration
CTV GTV
EMD
SDB-II
Development
Timeline*
CDR
PDR
SRR
1st AUR Avail
RISK REDUCTION
2 COMPETITIVE CONTRACTS
MS-B
F-15E Suite 7E OFP
DT IT OT
F-15E APG-70 GMTT
Dev & Test
F-15E
Integration
Normal attack
CAM/SAL
F-35 Block 3.X OFP
DT IT OT
F-35B
FISCAL YEAR 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
F-35C
JROC
AOA
1998-2000
To Complete
FY19-FY23
12,966
Normal Attack
OTRR
CAM/SAL
OTRR
F-35B & F-35C
OTRR
F-15E
RAA
F-15E
Full
Capability
F-15E
RAA
*Will be updated after
contract award
F-35B/C
Initial Fielding
2024
DT IT OT
BRU-61/A
Dual Power BRU-61/A
Delta Qual BRU-61/A for F-35 environment
MS-C FRP
PRODUCTION
LRIP 1 LRIP 2 LRIP 3 LRIP 4 FRP 1 FRP 2
144 250 390 550 1050
Quantity
SVR
PCA
SVR
DT IT OT
83 mos
83 mos
59 mos
CA/Lot
Excerpt from 28 Jul 09 SDB II CDD, Cpt 11:
- Required Assets Available (RAA): SDB II RAA is the capability to arm twelve (12) F-15Es with two (2) fully loaded BRU-61/A carriage systems each
for 1.5 sorties (144 assets total)
- DoN Assets for Initial Fielding: Initial quantity of SDB II weapons required is 90 weapons and 22 carriage systems based upon one ten (10) plane
squadron with two (2) fully loaded carriage systems each plus ten spare weapons.
EOA OA
IPR
Post-CDR
Report
Note: Due to delay of MS B, shaded blue
region will move right accordingly
NEED TO ADD TOP LEVEL CRITICAL PATH
13
15. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Program Schedule
FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25
Requirements
ICD
Acquisition
IOC
RIT
MDD
Annual
X-Plan
Milestones
AFRB
Requirements
Review/Management Board
FDDR
Design & Integration System/Architecture Studies
Contracting
Operations & Support
Test & Evaluation OUE OT&E
FOC
Strategic & focused on Milestones and critical events between milestones. Must communicate schedule changes
Highlight critical path.
CA
15
16. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Test and Evaluation
Describe the Strategy for T&E and how it supports the acquisition, requirements, and
cyber security strategies
Describe any disconnects between these 4 strategies
Any OSD issues with TEMP or IOT&E plan approval?
Time constraints
Funding constraints
Test article and test facility/range constraints
Qualified T&E personnel shortfalls
Has the system been certified ready for dedicated operational testing?
Are all Critical Operational Issues (COI), Critical Technical Parameters (CTP), and Measures of
Effectiveness (MOE) linked and covered?
What problems and deficiencies remain unresolved from DT&E?
Address negative Test results
Address DT&E issues remaining
16
17. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
SAMPLE APT Framing Assumption #1
Expectations
Implications
Framing Assumption
Purpose-built will
be competitive with
existing designs
Basic aircraft and training system
designs will be complete through
vendor-conducted CDRs
Enter at
MS B
Limited
EMD of
“deltas” to
meet spec
PDR and
competitive
prototype
waivers
applicable*
Best-value
source selection
must consider
risk
Contractor
flight data to
validate
performance
Single step to
full capability
Single
award for
EMD, Prod
and ICS
RAA in 2023
FOC in 2031
*Air Force will still conduct comprehensive PDR and Critical Design Review (CDR) events post-contract
award in support of Better Buying Power (BBP) 3.0 “Strengthen organic engineering capabilities” and
SAF/AQ’s OTB Initiative.
“PRE-DECISIONAL – NOT FOR RELEASE”
17
18. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Sample APT Framing Assumption #2
Expectations
Implications
Framing Assumption
APT
requirements
only
Mature
technologies and
systems available
Single step,
limited EMD,
waivers etc.
AETC sole
customer
Separate
PPBE
process
for
other T-38
owners
Separate Planning
Programming
Budgeting and
Execution (PPBE)
process for APT
derivative use
capabilities
IOC 2023
“PRE-DECISIONAL – NOT FOR RELEASE”
18
19. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Alt Sample Framing Assumptions
Assumption* Implications** Expectations*** Metric****
Design is
Mature
Production
concurrency possible
Schedule to IOC will be
achieved
Schedule
growth below
historical
median
Threat levels
will not change
much in the next
5 years
Capability changes
unlikely
Costs to
Commercial
demand will
reduce unit cost
Production cost Est
is realistic
No additional funding
needed nor cost growth
See Notes pages for information
19
20. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Program Org Chart
OSD/AT&L
SAF/AQ
PEO
Lt Gen JP Jones
PM
Col John Smith
Program
Control
Maj D. MacArthur
Contracts
Ms. Jane Smith
Sys Eng
Maj Kelly Johnson
Test
Maj C. Yeager
Test IPT
2 Captains
1 GS-12
5 Contractors
PC IPT
2 Captains
1 GS-12
5 Contractors
Contracts IPT
2 Captains
1 GS-12
Sys Eng IPT
2 Captains
1 GS-12
5 Contractors
ACC/A5XX
Col B Martin
OO-ALC/XYZ
Col Al Griggs
User Depot
PSM
Lt. Col T. Jones
Support IPT
1 Captain
1 GS-12
4 Contractors
20
21. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Business Strategy
Competition Strategy
How will competition be established and maintained through all phases of the acquisition (to
include spares and depot repair) ?
How does the competition strategy facilitate the acquisition strategy?
What is the competition strategy for the upcoming acquisition phase?
How do the results of the last acquisition phase impact the strategy for the upcoming phase?
MOSA
For Each Contract
What is the purpose, type and value of the contract?
How is the contract aligned with the acquisition/competition strategies?
What is the incentive structure and how will the incentives foster contractor behavior resulting in
favorable cost, schedule and performance outcomes?
What criteria will be used to select the winning bidder? How do those criteria emphasize what is
most important to the government?
Will warranties be employed? How will they benefit the government?
Does the contract anticipate the acquisition of technical data?
Are you able to buy in economic ordering quantities?
MOSA Integration
21
22. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
DoD 5000.02 Tailoring Strategy
Discuss overall 5000.02 tailoring strategy
Is program requesting approval for specific tailoring at this meeting?
If not, why?
Discuss areas that have been tailored previously
Recommend area(s) that program intends to target for tailoring in future
Identify necessary dates & timelines to return for tailoring approval
22
23. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Acquisition to O&S Cost Ratio (BY yyyy) Curr Est D Current D Original
Total Req'd Acq (BYXX$M): 4,456 30% PAUC: 55.7M +4.6% +10.2%
Total Req'd O&S (BYXX$M): 10,358 70% APUC: 50.4M -3.2% +60.2%
($ in Millions / Then Year) Prior FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY18-22 To Comp Prog Total
RDT&E
Prior $ (PB 17) 108.0 32.4 44.2 45.1 37.9 12.4 5.3 3.2 103.9 - 288.5
Current $ (PB 18) 108.0 30.0 43.1 45.6 38.3 12.5 5.4 3.2 105.0 - 286.1
Delta $ (Current - Prior) - (2.4) (1.1) 0.5 0.4 0.1 0.1 - 1.1 - (2.4)
Required1
$ 108.0 32.4 44.2 45.6 46.0 15.0 6.5 4.0 117.1 - 301.7
Delta $ (Current - Required) - (2.4) (1.1) - (7.7) (2.5) (1.1) (0.8) (12.1) - (15.6)
PROCUREMENT
Prior $ (PB 17) - 99.9 150.4 200.2 304.8 618.6 627.6 360.1 2,111.3 2,257.3 4,618.9
Current $ (PB 18) - 99.5 148.2 203.1 309.2 522.9 530.5 538.1 2,103.8 1,954.5 4,306.0
Delta $ (Current - Prior) - (0.4) (2.2) 2.9 4.4 (95.7) (97.1) 178.0 (7.6) (302.8) (313.0)
Required1
$ - 99.9 150.4 203.1 312.3 528.1 535.8 543.5 2,122.8 1,974.1 4,347.1
Delta $ (Current - Required) - (0.4) (2.2) - (3.1) (5.2) (5.3) (5.4) (19.0) (19.5) (41.2)
MILCON
Prior $ (PB 17) - - 1.3 1.6 - 2.1 2.3 3.0 9.0 15.3 25.6
Current $ (PB 18) - - 1.4 1.7 - 2.0 2.1 3.0 8.8 12.6 22.8
Delta $ (Current - Prior) - - 0.1 0.1 - (0.1) (0.2) - (0.2) (2.7) (2.8)
Required1
$ - - 1.4 1.7 - 2.0 2.1 3.0 8.8 12.6 22.8
Delta $ (Current - Required) - - - - - - - - - - -
SYSTEM O&M2
Prior $ (PB 17) - 6.1 8.3 10.4 26.5 37.8 55.0 91.4 221.1 - 235.5
Current $ (PB 18) - 6.1 8.3 11.4 29.2 41.6 60.5 98.6 241.2 - 255.6
Delta $ (Current - Prior) - - - 1.0 2.7 3.8 5.5 7.2 20.1 - 20.1
Required1
$ - 6.1 8.3 11.4 29.2 41.6 60.5 98.6 241.2 5,904.8 6,160.4
Delta $ (Current - Required) - - - - - - - - - (5,904.8) (5,904.8)
TOTAL
Prior $ (PB 17) 108.0 138.4 204.2 257.3 369.2 670.9 690.2 457.7 2,445.3 2,272.6 5,168.5
Current $ (PB 18) 108.0 135.6 201.0 261.8 376.6 579.0 598.5 642.9 2,458.8 1,967.1 4,870.5
Delta $ (Current - Prior) - (2.8) (3.2) 4.5 7.4 (91.9) (91.7) 185.2 13.5 (305.5) (298.0)
Required1
$ 108.0 138.4 204.3 261.8 387.4 586.7 604.9 649.1 2,489.9 7,891.4 10,832.0
Delta $ (Current - Required) - (2.8) (3.3) - (10.8) (7.7) (6.4) (6.2) (31.1) (5,924.3) (5,961.5)
QUANTITIES3
Prior Qty (PB 17) 0 2 3 4 6 12 12 0 34 41 80
Current Qty (PB 18) 0 2 3 4 6 10 10 10 40 35 80
Delta Qty (Current - Prior) 0 0 0 0 0 (2) (2) 10 6 (6) 0
Required1
Qty 0 2 3 4 6 9 9 9 37 38 80
Delta Qty (Current - Required) 0 0 0 0 0 1 1 1 3 (3) 0
Note 1. Requirement Source: [e.g., OSD CAPE ICE, July 2017]
Note 3. Quantities in FY16-17 are funded with RDT&E. Version PB 18.1
Note 2. O&M requirement assumes [e.g., a service life to 2035; includes ctr field mx, petro/oil/lube, spare/repair parts, depot mx, sustaining engineering & software mx.]
This line does not include $8.3M (FY18-22) of Acquisition-related O&M for program office expenses, nor does it include O&M-funded disposal costs.
Program Funding & Quantities
Prim ary Line Item s: APPN 0400D - BA 7 - PE 1160403BB; APPN 1319N - BA 5 - PE 0604262N; APPN 3600F - BA 5 - PE 0401318F
Prim ary Line Item s: APPN 0300D - BA 2 - BLI 1000CV2200; APPN 1506N - BA 1 - BLI 0164; APPN 3010F - BA 4 - BLI V022A0
Prim ary Line Item s: APPN 0500D - BA 1 - PE 1140494BB; APPN 1205N - BA 1 - PE 0204696N
Prim ary Line Item s: APPN 0100D - BA 1 - PE 1120172BB; APPN 1106N - BA 1 - PE 0206312M
Program Funding
23
24. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Likelihood
Consequence
Bell Supply Chain Management to Support Increase
to Full Rate Production
Driver: Poor performance of key suppliers, long lead times (bearings,
forgings, castings), LLT purchase orders, staffing, parts shortages,
and limited capacity in critical suppliers
Mitigation Plan:
Obtain Advanced Procurement in FY10
Hire Govt Supply Chain Manager (V-22)
Identify dual source for critical suppliers
Rationalize supply base
Place Bell reps on-site at critical suppliers
Hire staffing to meet demand
Utilize Bell gated process for outsourcing
Award FY10 Long Lead
Support Prime key supplier visits with government representation
Production Readiness Review (support FRP decision)
Date: COMPLETE Jul 10 (Risk will be closed/deleted next quarter)
Ability to Achieve Affordability Targets to Meet Inventory Objectives
Driver: Higher than anticipated costs due to Bell enterprise growth (overhead rates); raw materials; cabin; supplier
performance; increased labor hours. Two rate increases, Apr Forward Price Rate Agreement and Nov Forward
Price Rate Brochure (driven by a reduction in the base vs. predictions, erosion in the commercial business,
efficiencies in production, a recent strike, and pension liabilities) have recently created additional budget pressure.
Mitigation Plan:
Establish Affordability plan
Implement GFE CRIs (Engines, OTO)
Obtain Advanced Procurement in FY10
Execute Long Term Agreements/Long Term Contracts
Finalize SOF inspection requirements
Implement cost growth control and cost reduction initiatives
Assess impacts of PB11 Budget and rate increases with Lot 7 Production Proposal
Include spares in production contract
• Complete Business Case Analysis for MYP
• If supported by BCA, ensure MYP budget approval/lay-in and implement MYP to begin in FY14
Date: On-going
Failure to Meet Total Ownership Cost Reduction
Goals
Driver: Delayed I and D level standup, dynamic component DL&T
disposition, extended ICS, components not making reliability targets
Mitigation Plan:
Conduct BCA for long term logistics sustainment/PBL strategy
• Stand up Organic Intermediate and Depot Level repair
• NAVAIR approval of H-1 DL&T’s
• Execute 5 year Interim Support Plan contract awards
• CILR drives component redesign efforts/BCAs
Date: Ongoing
Insufficient funding to execute aircraft quantity
requirements
Driver: Two Forward Price Rate Agreement (FPRA) increases, Apr
FPRA and Nov FPR Recommendation (driven by a reduction in the
base vs. predictions, erosion in the commercial business, efficiencies in
production, a recent strike, and pension liabilities) and potential
additional rate impacts due to Pension Protection Act compliance and
projected business base loss in FY14 due to decreasing procurement of
V-22s are creating additional budget pressure to execute yearly
budgeted a/c quantities and pressurizing APB and Nunn-McCurdy
acquisition thresholds.
Mitigation Plan:
Finalize technical evaluation and negotiation of the lot 7 contract
{Leadership intervention as required}
Assess potential future rate increases and impacts on budget across
program fiscal years (ongoing)
Pension Protection Act assessment (AIR 4.2 Lead)
• Business base (DCMA lead)
• Continue to Pursue cost reduction/control initiatives (ongoing; see
affordability risk)
Update program manager’s cost estimate
Engage Service for funding resolution
•Support PEO(A)/DCMA rate control initiative with Bell (ongoing)
Date: Oct 10 (AH-1Z FRP decision)
Program Risks
24
25. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Industrial Base Assessment
Industry capabilities validated during EMD phase
Group A and B kits produced for 7 a/c installs
Production Readiness Reviews complete
Supplier proposals / price quotes submitted for entire bill of materiel
FPI option negotiated for LRIP & FRP
Diminishing Manufacturing Sources (DMS) / Material Shortages (MS) issues identified
and mitigated
Proactive screening program to identify new issues as they emerge
In place Life of Type (LOT) purchases provide mitigation
38 items identified and on-contract
25
26. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Manufacturing Readiness
MRA Summary
Assessed manufacturing readiness to manage risk while
increasing ability to transition technology to weapon systems
Status of Production Readiness Review (PRR)
MRL 8 - Pilot line demonstrated ready for LRIP
MRA Objectives:
MRL 8 by Milestone C
Identify items to watch during LRIP
Bottom line:
Program X contractor & suppliers have adequately
demonstrated manufacturing maturity to proceed into LRIP
All sub-systems have achieved MRL of 8 or higher
26
See Footnotes
27. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
MS C Document Status
27
Documentation S/R* Status Comments
2366b Certification (if program
initiation)
S In OSD Coord
Acquisition Decision
Memorandum (ADM)
R In draft form
Acquisition Program Baseline
(APB)
S/R In-Work Program Office will finalize after AFCAA
Acquisition Strategy (update) S/R Complete
Affordability Analysis
(update)
R In Coord In SAF 3-ltr Coord
Analysis of Alternatives (AoA)
(update)
S Final
Bandwidth Requirements
Review (update)
S Final .
Capability Production
Document (CPD)
R Final
Clinger-Cohen Act
Compliance
S In-Work To be completed prior to MS C DAB
Concept of Operations/
Operational Mode Summary/
Mission Profile
R Complete
Complete On-Track Minor Issues Major Issues * S=Statutory, R=Regulatory
PMs will address their streamlining documentation strategy
28. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
MS C Document Status
28
Documentation S/R* Status Comments
Core Logistics
Determination/Core
Logistics and
Sustaining Workload
Estimate
S In-work AFMC should complete by end of June
Component Cost
Estimate
R In-Work SCP in work to finalize 30 May. Affordability analysis to finalize after SCP
numbers available
Component Cost Position R In-work
Cost Analysis
Requirements
Description (update)
R Final
Exit Criteria R Final
Frequency Allocation
Application (DD Form
1494)
S Final
Full Funding
Certification
R On-track Awaiting ICE
Independent Cost
Estimate
S In-Work To be completed NLT 30 June (AFCAA coordinating with CAPE)
Independent Logistics
Assessment
S Finished
* S=Statutory, R=Regulatory
Complete On-Track Minor Issues Major Issues
PMs will address their streamlining documentation strategy
29. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
MS C Document Status
Documentation S/R* Status Comments
Information Support Plan
• Net-Centric Data
Strategy
R Complete
Life Cycle Mission Data
(update)
R In-Work Update to be complete by 30 June
Life Cycle Support Plan
(update)
R On-track Awaiting AQD coordination
Manpower Estimate
Report (update)
S Complete
Preservation & Storage of
Unique Tooling Plan
S Complete
Problem Statement (DBS)
(Update)
R Complete
Program Environ.Safety
and Occ Health Eval
(update)
S Complete
Program Protection Plan
(update)
• Cybersecurity Strategy
R
S
Complete
* S=Statutory, R=Regulatory
Complete On-Track Minor Issues Major Issues
PMs will address their streamlining documentation strategy
29
30. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
MS C Document Status
Documentation S/R* Status Comments
Spectrum Supportability
Risk Assessment
R Complete
Systems Engineering Plan
(Update)
• Item Unique ID
implementation Plan
• Corrosion Prevention
Control Plan (Update)
• Manufacturing Risk
and Readiness
R In-Work In work to finalize 30 May.
System Threat
Assessment Report
(Update)
R Final
Technology Readiness
Assessment (as
applicable)
S Finished
Test & Evaluation Master
Plan (update)
R In-work In final coordination at DOT&E
Waveform Assessment
Application (Update)
R Final PEO signed 14 May
* S=Statutory, R=Regulatory
Complete On-Track Minor Issues Major Issues
PMs will address their streamlining documentation strategy
30
31. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Proposed LRIP Exit Criteria
Element Criteria
Technical
Demonstrate system
performance,
effectiveness, software
maturity and
interoperability
100% verification/validation of CPD-defined Key Performance Parameters
Receipt of DOT&E beyond LRIP Report
Classification of all DRs—no unfixed/unverified CAT 1 DRs
Airworthiness approval
Completion of Functional Configuration Audit and Physical Configuration
Audits
Manufacturing
Validate production
facilities are ready
Completion of kit proofs
Completion of manufacturing risk assessments
MRL of 9 or manufacturing maturity plan in place
Demonstrate a Full Rate Manufacturing capability
Supportability
Demonstrate suitability
and long-term
sustainment strategy
100% compliance w/CPD supportability/maintainability threshold
requirements
100% organizational technical orders published
Delivery of support equipment/spares
Delivery of 1 Weapons System Trainer, 1 Avionics Part Task Trainer
Demonstrate a Full Rate Manufacturing capability
Demonstrate Reliability
Cost
Demonstrate
production affordability
Updated production-cost estimate, based on LRIP actuals
Budget must fully support fully funded estimate
31
32. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
ADM Proposed language
Proposed Acquisition Decision Memorandum language:
I approve MS C and authorize entrance into Low Rate Initial Production
phase
Approval of MS C Acquisition Strategy
LRIP quantity up to 250 missiles
Delegation of MDA to AF (ACAT IC or IAC)
I approve the proposed Exit Criteria
XXX
YYY
ZZZ
32
33. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Way Ahead
Awaiting OSD approval of APB
OIPT scheduled for XX Date
DAB scheduled for XXX Date
33
34. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
BACKUP
34
See Footnotes for additional information
35. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
International Cooperation
International Activities Funding ($)/Quantities (#)
Program Protection Planning
Current Issues
Cooperative Activities: (list cooperative partners, describe cooperative
participation in the program, both current and planned, to include list of actual international
agreements-- e.g., bilateral or multilateral discussions, loans of equipment, information
exchanges, cooperative RDT&E, co-production DEA/IEAs in technology area, etc.)
Foreign sales: (list current or potential FMS or Direct Commercial Sales buyers)
Interoperability Requirements: (list all international objective and threshold
requirements in program documents (JCIDS and 5000 series); describe plan to achieve those
requirements, to include which increment of a program they will be achieved)
Foreign technology assessment: (from TDS and AoA; guidance in Deskbook
Acquisition Guidebook, Section 2.3.6., identify how 10USC2350a statutory requirement has
been met; assessment whether or not a project similar capability is in development or
production in a partner nation that could be procured or modified to meet DoD needs)
(Identify issues specific to international -- e.g.,
impact (cost, schedule, performance) of
proposed cuts on partner(s)/buyer(s),
updated APUC, status of negotiations and
impact to US and partners under the relevant
agreement(s) (MOU, MOA, LOA)
Key Technologies: (description of the technologies and CPI in the program)
Anti-Tamper Analysis: (based on ATEA Guidance and Defense Exportability
assessment)
Differential Capability Analysis: (Assess potential need for development of
differential capabilities for a range of anticipated coalition partners in view of the interoperability
requirements, cooperative activities, and potential foreign sales efforts envisioned)
Proposed Approach: (Describe how design and development of validated AT and
Differential Capability requirements will be addressed in the program’s master schedule )
Choose appropriate
funding chart below
*-from Spruill chart
35
36. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Program Office Resources
Address Critical manpower positions / expertise (program office manning) & facilities
Provide Organizational Structure (Org Chart)
Resources
Identify current DAWIA certification levels for all key government personnel (SPMs,
PMs, etc.)
Program Office Staffing and Support Contractor Resources Available to PM
Identify any shortage of personnel
Integrated Product Teams (IPTs)
36
37. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
APB Summary
Cost Baseline (TY$M) Objective Threshold
RDT&E $282.5M N/A
Procurement $9.4M N/A
Acq O&M $0M N/A
Total Acq Cost $291.9M N/A
O&S $174.9M N/A
Total Life Cycle Cost $466.8M N/A
Schedule Baseline Objective Threshold
MS B Feb 2008 Aug 2008
MS C Nov 2011 May 2012
FDD Nov 2012 May 2013
FD TBD* TBD*
37
38. I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Requirement Cost
Driver (i.e. KPP, KSA,
other attributes)
Proposed Relaxed
Requirements
Operational
Risk/Impact
Reduced System
Capability
Change in Cost (e.g. LCCE,
APUC, RDT&E, Production,
O&S, etc.)
KPP 1 : Radar System
Performance
Increase search
update interval by 5
seconds
Reduces TBM
growth capability
Req’d power
aperture
decreased by
15%
$50M reduction in RDT&E
KPP 2: Sustainment
Material Availability
Relax from 64% to 50%
Possibly unable
to meet optimum
36mo.
maintenance
cycles so as to
maintain Mission
Readiness
Req 2 new
aircraft instead
of 3
$9B reduction in LCCE
KPP 3: Mission
Execution (Comm)
Partially enable
wireless
communication
Unable to provide
full C3 capability
– reduce
responsiveness
Integrate with
only basic
wireless
capability
$10M reduction in RDT&E
Cost Driver/Operational Requirements
Trade Space
38