国防采办管理系统和武器系统采办改革法案“概述(27).ppt

* ? 2006 by Carnegie Mellon University * * The point of this chart s that the system is with the warfighter and supporter a lot longer than it was in development. So, a good reason to make sure systems are reliable and supportable up front. DoD Strategic Management Plan (7/09)Key acquisition-related excerpts Goals Measures Key Initiatives Improve acquisition processes and execution to support warfighter reqts # of months to IOC Acquire systems through evolutionary acquisition Increase use of fixed price contracts % of contracts at MS B that are FP % of contracts at MS C that are FP Milestone decision reviews Increase % of MDAPs initiated with low technical risk # of MDAPs initiated in GFY % of MDAPs with technologies demonstrated in a relevant environment (i.e., TRL 6) Competitive prototyping PDR before MS B Independent Technical Readiness Assessments (TRA) Assess programs as directed in WSARA % of Problem Assessment Root Cause Analysis (PARCA) offices % of programs assessed Root cause analysis Ensure supportability, maintainability and costs are considered in lifecycle % programs meeting DoD sustainment metrics Establish sustainment metrics reporting (availability, reliability, TOC) Implement recommended next-gen sustainment strategies Focus RD to address warfighting requirements % of completing demonstration programs transitioned per year Track programs transitioning with CY Review RDTE funding for transition Sponsor technology leadership strategy outreach to industry, academia # of 2-day dialogues with academia technology leaders Understand investment drivers and strategies to sustain tech leadership Right-shape and re-balance the acquisition workforce - goal to grow by 20,000 positions by FY2015 % certification positions filled (annual) Annual increase in end-strength # contractor work-yr equiv in-sourced Grow the acquisition workforce Achieve 10,000 acquisition positions through in-sourcing /documents/2009SMP.pdf What’s Next? Areas of emphasis: Defense Stra