National Contract Management Association

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30 Νοε 2013 (πριν από 3 χρόνια και 10 μήνες)

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National Contract Management Association

How to Improve Acquisition Outcomes through the Defense
Acquisition Workforce


May 18, 2011

2

The only one of its kind:

The DOD Defense Acquisition University


Practitioner Schoolhouse


Inherently Government, can use some commercial training


Responsible for implementing FL defined competencies through curriculum design and
certification. Executes this responsibility after course certification by:


Training practitioners to teach (COE, excepted service selection of faculty)


Teaching students


Online


Classroom hours


Mission assistance


Rapid deployment teams


Implementing Research


Responsible for managing capacity against DACM, Requirements (J8), and Comptroller
(DCAA, IG, CAPE) requests for training


Prioritizes and balances requests against available resources


Owner and manager of the defense acquisition knowledge management system

Understanding DAU

“The Mission”

BLUF: The DAU is necessary, but not sufficient to improve
acquisition outcomes such as BBP initiatives

3

DAU Locations and Supported
Acquisition Workforce

Region

Location

FY09

FY10

Capital/Northeast

Fort Belvoir, VA

35,237

38,928

Mid
-
Atlantic

California, MD

23,786

25,782

Midwest

Kettering,

OH

19,304

20,919

South

Huntsville,

AL

28,729

32,928

West

San

Diego, CA

26,047

29,148

Total

133,103

147,705

4

Global Reach to Support
Combatant Commands


FY10

NORTHCOM

Foreign

Students

U.S.

Students

Classroom Grads

17

44,997

CL Grads

1,512

594,789

DL Grads

230

189,173

SOUTHCOM

Foreign

Students

U.S.

Students

Classroom Grads

0

2

CL Grads

72

382

DL Grads

21

34

CENTCOM

Foreign

Students

U.S.

Students

Classroom Grads

7

36

CL Grads

68

2,686

DL Grads

70

555

PACOM

Foreign

Students

U.S.

Students

Classroom Grads

72

530

CL Grads

1,649

14,239

DL Grads

214

1,804

EUCOM

Foreign

Students

U.S.

Students

Classroom Grads

10

192

CL Grads

1,417

7,994

DL Grads

109

610

AFRICOM

Foreign

Students

U.S.

Students

Classroom Grads

0

0

CL Grads

0

46

DL Grads

42

19

5

How Will DAU Improve
Acquisition Outcomes?

In order to respond to this request, DAU has taken these steps so far:


Conducted internal data review (see previous slides)


Conducted initial benchmarking with academia, other DoD universities,
and commercial best practices


Interviewed CAEs, DACMs, FLs, & lead Service functionals (contracting,
engineering, testing, logistics, program managers, QA & IT)


Interviewed federal civilian acquisition officials (OFPP for example), and
prior DoD officials (Ken Krieg, Jacques Gansler, etc)

FY11 NDAA, Section 877 required the President, DAU:

to work with the relevant professional schools and degree
-
granting institutions of the Department of Defense and military
departments to ensure that best practices are used in curriculum
development to support acquisition workforce positions.

6

Initial Results / Conclusions

and Actions Taken

1.
Training at DAU can be improved

Actions
:


Established Excellence
in Teaching team established (see slide
20)


Aggressively deploy curriculum authoring software to improve speed and cost
effectiveness of learning asset development


Improve training course surge capacity by qualifying component adjunct faculty


Ensure right students attend classroom training by systematically enforcing
DAWIA experience standards and course prerequisites

2.
DACMs and Services need to review acquisition workforce billet
designations

3.
Must transfer budgetary
oversight or management of Acquisition Workforce to
DAE

4.
Talent management needs to be instituted (see slides
13
-
14)

Action:


Re
-
employ retiring personnel as rehired annuitants, IPAs and HQEs to mentor
junior personnel to accelerate qualification to fill vacant mid
-
level positions
created by 1990s downsizing / hiring freezes

5.
On the job training and qualification process must be established within procuring
activities

7

6.

Inclusion
of
OSD(C
) into acquisition training must occur in order to
complete the acquisition TRIAD (cost, schedule, performance =
comptroller, AT&L + JROC)


DoD IG has met with DAU to request that all auditors receive
DAU training


Second meeting held 6 April


DCAA has a training institute, DCAI, that has been in existence
since 1965. DAU and DCAI are setting up to coordinate a joint
curriculum review


DAWDF funds must be made available to encompass this
expanded training requirement


7.

DCMA
has requested through DPAP that all training of DCMA
personnel transition to become accredited and part of the larger
DAU team


Transition underway

Initial Results / Conclusions
and Actions Taken (cont’d)

8

Which learning approaches drive the greatest business value in your organization?

Leaders Tell Us Learning is Informal

72% of companies believe
their most valuable learning
approaches are
informal
, yet
only are focused here

© Bersin & Associates, High
-
Impact Learning Practices
®

n=1,100,
www.bersin.com/hilp

Source: Bersin & Associates, 2008

9

Needs Assessment


Linked to workforce strategy


Workforce “shaping” needed


ID Acquisition SES requirements


ID MDAPs and KLP needs


Build supporting DAWIA billet pyramid formulation


Identify critical competencies


Assess current education, training, and development for gaps
and opportunities



10

Program Design


Update DAWIA, Executive, and Leadership curricula to
reflect core competency needs


Assess learning and instructional methodologies for effectiveness


Provide framework and training for a formal
coaching/mentoring program


Identify format/framework for personal development plan


Identify individual assessment tools (360 survey, leadership
instruments, etc), licensing, and administration process


Identify advanced education needs and opportunities
(DAU, CAEs)


Identify developmental assignment rotation opportunities

11

Selection Process


Create succession Policy and Guidelines


Participation eligibility criteria


Education/training “prerequisites”


Mobility agreements


Performance/supervisor recommendation


Time/payback agreements


Application process


Screening and selection process



12

Five Strategic Thrusts

Supporting Current Operations


Mandating Affordability
Requirements


Improving Efficiency in Acquisition


Strengthening the Industrial Base


Strengthening the Acquisition Workforce




Better

Buying

Power

13

Supporting Current Operations

What we’ve done:


Moved
the AT&L Rapid Fielding Directorate Directly Under USD(AT&L)


Prioritized Rapid Reaction Needs and Successfully Reprogrammed over $1 billion
in FY 2011 to support the war
-
fighter


Planned for and initiated the transition from DoD to Dept of State in Iraq


Fielded critical equipment to the war
-
fighter (e.g. ISR, biometrics, counter IED,
MRAPS)


What we are doing:


Consolidating DOD Joint Rapid Reaction Activities Under one Senior Integration
Group Chaired by USD(AT&L) and the J3


What needs to still be done:


Implement the new governance structure for urgent Joint needs


Meet urgent war
-
fighter needs as long as the fight continues


Execute the transition in Iraq


Institutionalize Contingency Contracting for future
operations

14

Mandating Affordability Requirements

What we’ve done:


Developed Affordability guidance for Milestone Reviews


Long range planning at MS A, Key trade
-
offs at MS B, enforcement at MS C


Imposed affordability constraints on new starts (GCV, SSBNX)


What we are doing:


Institutionalizing affordability analysis as part of our standard DAB planning
processes


Introducing affordability requirements into programs further into development or
production selectively


What needs to still be done:


Institutionalize affordability as part of DoD’s standard planning processes at all
levels including lower ACAT programs


Bring other communities fully on
-
board (Requirements Community/JROC,
Comptroller, CAPE, Services)


Discipline the process going forward

15

Improving Efficiency in Acquisition

BBP’s Main Focus

What we’ve done:


Published the Better Buying Power Initiative white paper & implementing memoranda


Established the Business Senior Integration Group to guide implementation


This is about continuous improvement


NOT a one time event


What we are doing:


Demonstrating long term commitment to the BBP goals


USD(AT&L) and PDUSD(AT&L) visits to major buying commands


Meeting with PEOs and Industry to obtain feedback


Issuing updated guidance on specific elements of BBP


Adjusting as we obtain feedback and learn from our experience


What needs to still be done:


Track our performance at the institutional element level so we can make adjustments


PARCA initiative


Conduct training sessions to align the OSD staff fully with our intent


Get the workforce and industry fully on board at all levels


change is hard

16

Improving Efficiency in Acquisition:


Increase Productivity

What we’ve done:


Published additional guidance on “Should Cost” estimates and their use by the
workforce


Increased the use of FPI contract vehicles where appropriate


Taken advantage of highly productive acquisition strategy opportunities (LCS)


Asked Congress for block buy authorization for some programs


What we are doing:


Working with industry to define win
-
win arrangements to drive industry productivity
gains


Developing other opportunities for more efficient acquisition strategies (missile
systems)


Holding production rates at economic levels (SDB II)


Challenging programs that can not be afforded at economic rates


What needs to still be done:


Develop creative incentives to motivate industry to provide higher productivity


Link strong contract incentives to the performance the government REALLY wants


This should usually be lower cost in production and sustainment

17

Improving Efficiency in Acquisition:


Promote Real Competition

What we’ve done:


Provided guidance for the development of Competition Strategies for review


Issued Departmental Guidance to conduct negotiations with all single bid offers based
on cost or price analysis and using non
-
certified data


Clarified guidance on 30 day re
-
advertisement on one offer


What we are doing:


Requiring PEOs and PMs to present their strategy to create and maintain a competitive
environment for their contractors at DAB and DAES reviews


Disseminating best practices to optimize small business participation across DoD


Modifying BBP guidance on 3 year recompetition requirement


What needs to still be done:


Fully implement open systems architectures


Provide more well defined operational guidance for acquisition of data rights


Research additional mechanisms for including more "non
-
traditional" DoD suppliers


Put better metrics in place to track the impacts of increased competition

18

Improving Efficiency in Acquisition: Improve
Tradecraft in Acquisition of Services

What we’ve done:


Established senior manager for acquisition of services
--

monthly meetings with
component senior managers and DPAP


Issued Directive detailing specific implementation guidance for the effort to standardize
service taxonomy


Developed detailed guidance for establishing a taxonomy of preferred contract types in
services acquisition


Required OSD Office of Small Business Programs to review acquisition plans for
services acquisitions exceeding $1B, and to be members of the OSD peer reviews of
services acquisitions


What we are doing:


Encouraging the use of Multiple Award/IDIQ contracts among small businesses, where
suitable


What needs to still be done:


Establish market research teams within the senior manager for services construct at
the portfolio manager level


Develop tools to assist requirements developers in developing better service
contracting requirements

19

What we’ve done:


Listened to industry and the workforce


Reduced the frequency of OIPT reviews at the OSD level


Released new guidance for Acquisition Strategies and System Engineering Plans


Approved elimination of 46 internal reports


Set page limits on Congressional reports

What we are doing:


Developing new guidance for other required documents


Requesting repeal of requirements for Retroactive ACAT I program certifications


Streamlining quantity based Nunn McCurdy reviews and initiating reviews earlier


Refocused TRL reviews on technology as opposed to engineering/integration risk and
shifted responsibility to the program management chain of command

What needs to still be done:


Reorient everyone in the system to focus on the quality of the plans and products that
the Program Team actually needs and uses to manage their Program


Coordinate review of remaining documents not under direct AT&L control


JCIDS, Intel,
DT/OT, CAPE


Focus the entire workforce on value
-
added activity oriented on the products and
services we are striving to deliver

Improving Efficiency in Acquisition: Reduce
Non
-
Productive Processes and Bureaucracy

20

Strengthen the Defense Industrial Base

What we’ve done:


Met extensively with industry to understand their views


Communicated our perspectives on the base publically


USD(AT&L) addresses to Wall Street analysts and to the Heritage Foundation


PDUSD(AT&L) and ASD(IP&M) testimony to the SASC


Conducted analysis of specific issues (solid rocket motors, rare earth elements,
specific M&A activities, etc.)


What we are doing:


Conducting Sector by Sector and Tier by Tier (S2T2) industry analysis


Being vigilant for specific issues in the base including anti
-
competitive business
deals and (rarely) loss of critical capability


Evaluating specific issues brought to our attention by industry and/or the Congress


What needs to still be done:


Develop a complete understanding of the industrial landscape based on the S2T2
analysis


Finalize OCI rule changes with OFPP

21

Strengthen the Acquisition Workforce

What we’ve done:


With strong SecDef support, sustained the planned DAWDF acquisition workforce size
increases despite the budget situation


Hired a dedicated Human Capital Initiative manager


What we are doing:


Refocusing DAU on our workforce’s skill set for dealing with industry


Insisting on quality products from our workforce


Shifting responsibility and accountability back to the acquisition chain of command


What needs to still be done:


Adjust Human Capital plans for the reduction in planned in
-
sourcing


Train and develop the new people we have brought on board


Develop a strategy to increase the professionalism of our workforce


Change our internal incentives to focus on what DoD really needs


Quality products and service delivered on time and to standard at the lowest possible cost


NOT meeting obligation rate benchmarks, but getting the best business deal for DOD


NOT just the next bureaucratic milestone, but the efficient and effective delivery of products
and services to the war
-
fighter

Acquisition Efficiency Guidance Roadmap

Target Affordability and Control Cost Growth

-
Mandate affordability as a requirement

-
Implement “should cost” based management

-
Eliminate redundancy within warfighter portfolios

-
Achieve Stable and economical production rates

-
Manage program timelines





Incentivize Productivity & Innovation in Industry

-
Reward contractors for successful supply chain and
indirect expense management

-
Increase Use of FPIF contract type

-
Capitalize on progress payment structures

-
Institute a superior supplier incentive program

-
Reinvigorate industry’s independent research and
development

Promote Real Competition

-
Emphasize competitive strategy at each program milestone

-
Remove obstacles to competition


Allow reasonable time to bid


Require non
-
certified cost
and
pricing data on single
offers


Enforce open system architectures and set rules for
acquisition of technical data rights

-
Increase small business role and opportunities


Improve Tradecraft in Acquisition of Services

-
Assign senior managers for acquisition of services

-
Adopt uniform services market segmentation (taxonomy)

-
Address causes of poor tradecraft


Define requirements and prevent creep


Conduct market research

-
Increase small business
participation

Reduce Non
-
Productive Processes and Bureaucracy

-
Reduce frequency of OSD level reviews

-
Work with Congress to eliminate low value added statutory requirements

-
Reduce the volume and cost of Congressional Reports

-
Reduce non
-
value added requirements imposed on industry

-
Align DCMA and DCAA processes to ensure work is complementary

-
Increase use of Forward Pricing Rate Recommendations (FPRRs) to reduce administrative
costs