The timing of the review should consider the following: For MDAPs and MAIS programs, a PDR assessment is conducted and provided to the MDA. At this point the system has reached the necessary level of maturity to start fabricating, integrating, and testing pre-production articles with acceptable risk. The objective of the Operations and Support (O&S) phase is to execute a support program that meets operational support performance requirements and sustains the system in the most cost-effective manner over its total life cycle. ), Environment, safety and occupational health (ESOH) planning (See DoDI 5000.02, Enc 3, sec. Counterfeit parts are becoming pervasive in various supply chains and therefore have become a significant threat to the Defense supply chain. Identifying and tracking R&M risks and Technical Performance Measures. The AoA should have evaluated a number of candidate materiel solutions and identified those alternatives that can meet the user requirements within the remaining trade space (including cost and affordability constraints). For additional information, see CH 3–4.1.6. Figure 18 provides the end-to-end perspective and the integration of SE technical reviews and audits across the acquisition life cycle. As a result, the Program Manager (PM) should ensure that the time necessary to obtain any required certification is factored into technical planning. Technology insertion/transition can occur at any point in the life cycle. The PM should update leaders with the current risk status at least quarterly, before major reviews and whenever there are significant changes. Civil Integrated Management (CIM) for Departments of Transportation, Volume 1: Guidebook. The following is a partial list of the stakeholders who contribute to and benefit from SE activities and processes: An effective SE organization is typically structured as one or more integrated product teams (IPTs). DoDI 5000.02, para 5.c. Impact Cycle IDENTIFY: Teacher gets a clear picture of current reality by watching a video of their lesson or by reviewing observation data (video is best). 108-136 (SEC 802), enacted to address aviation CSIs, and P.L. Decision Analysis and associated trade studies should be integrated with, and mutually supportive of, aspects of several SE processes in the early stages of the program, in particular: A well-executed decision analysis or trade-off analysis helps the Program Manager (PM) and the Systems Engineer understand the impact of various uncertainties, identify one or more course(s) of action that balance competing objectives and objectively communicate the results to decision makers. Resources and requirements match. Materiel developers also should communicate interface information to their counterparts responsible for affected systems and system elements, and should plan for coherent testing to verify expected performance and, ultimately, operational performance. Experience has shown that programs that develop an integration plan are more successful. 6.d requires the Program Manager (PM) to present top program risks and associated risk mitigation plans at all relevant decision points and milestones. Obtaining the various certifications can be a lengthy process. The table below tracks chapter changes. Transition to production with no significant manufacturing process and reliability risks that could breach production thresholds for cost and performance. Preliminary Cost Analysis Requirements Description (CARD) is consistent with the approved system performance specification, Preliminary software development estimates established with effort, schedule, and cost analysis, Updated cost estimate fits within the existing budget, Technical risks are identified, and mitigation plans are in place, Contractor clearly demonstrates an understanding of the system requirements consistent with the ICD and draft CDD, System requirements are sufficiently detailed and understood to enable functional definition and functional decomposition, System requirements are assessed to be verifiable (see Chief Developmental Tester in, Requirements can be met given the plans for technology maturation, External interfaces to the system have been documented in interface control documents, SoS technical interfaces are adequately defined, including interdependences associated with schedule, test, and configuration changes, Preliminary identification of all software components (tactical, support, deliverable, non-deliverable, etc.) Program technical plans and schedules, which also inform the APB. The following actions aid in managing activities when deploying a new system that depends on programs outside the Program Executive Officer’s (PEO’s) portfolio or from another Service: Issues are unwanted events or conditions with negative effects that have occurred or are certain to occur (probability of one) in the future. Systems engineering (SE) in P&D delivers the product baseline as validated during operational testing, and supports deployment and transition of capability to all end users, the warfighters and supporting organizations. PMs identify and document CSIs during design and development to influence critical downstream processes, such as initial provisioning, supply support and manufacturing planning to ensure adequate management of CSIs throughout a system’s Operations and Support (O&S) phase. Re-verifying and validating production configuration. As the system design evolves, Requirements Analysis activities support allocation and derivation of requirements down to the system elements representing the lowest level of the design. (NOTE: The use of certain HAZMATs in system design can increase life-cycle cost and create barriers to Foreign Military Sales.) 13 and CH 9–3.4.2.5. Representations, Certifications, and Other Statements, Instructions on Content and Structure of RFP Response. System, as designed, is producible within the production budget, Production cost model is based on the stable detailed design and supply chain, and has been validated, Producibility trade studies and risk assessments are completed, Manufacturing, production and quality risks are identified, and a mitigation plan exists to mitigate those risk(s), Environment, Safety and Occupational Health (ESOH) risks are known and mitigated, Product baseline is stable and under proper configuration control to enable hardware fabrication in low-rate production, Technologies are mature and proven in the final form, in operational environments, Manufacturing processes are stable and have been demonstrated in a pilot line environment, Adequate production line processes and metrics are in place for the delivery of on-time, quality products, Prior readiness reviews are completed and action items closed, Supply chain is stable and adequate to support planned LRIP and FRP, Program is properly staffed with qualified production, quality (engineering and assurance) and manufacturing personnel, Product acceptance system, including acceptance test procedures and associated equipment, has been validated and put under configuration control, Production facilities are ready and required personnel are trained, Delivery schedule is executable (technical/cost risks, long lead items), Diminishing Manufacturing Sources and Material Shortages (DMSMS) plan is in place and mitigates the risk of obsolescence during LRIP and FRP. This figure is adapted from a 2010 National Defense Industrial Association (NDIA) Systems Engineering Division "Model-Based Engineering (MBE)" study and is used with permission. Addressing risk associated with adapting the product to military needs, follow-on increments, or deferred activities. When a SoS is recognized as a "directed," "acknowledged," or "collaborative" SoS, SE is applied across the constituent systems and is tailored to the characteristics and context of the SoS. Programs are required to summarize the risk management approach and planning activities in the Systems Engineering Plan. SE event-driven technical reviews and audits assess program maturity and determine the status of the technical risks associated with cost, schedule and performance goals. The PM should ensure that the producibility program focuses on the following five elements to build and maintain a successful producibility system: 1. Providing available and appropriate architecture(s) characterizing the system’s interoperability requirements. Identify a baseline for program monitoring, reporting and control. The plan and description should be documented for how the system design enables technology insertion and refresh. Additional updates to the LMDP are due at Milestone C and the Full Rate Production/Full Deployment Decision. However, the MDA may authorize entry at any point in the acquisition life cycle based on the solution’s technical maturity and risk. In addition to identifying SW considerations as an essential element of all SE activities in the SEP, the PM and SE/SWE should ensure that the SEP addresses: The Services provide additional guidance to assist PMs, Systems Engineers and Software Engineers on software aspects of acquisition programs for all types of systems: Software Architecture. ), Developmental test and evaluation (DT&E) assessments (See CH 8–4.3. Budget for and fund the maintenance and upkeep of product data throughout the life cycle. The greatest benefits occur when PMs and Systems Engineers judiciously select and tailor successful practices or strategies from analogous programs/systems and tailor them to meet current program needs. The eight technical management processes provide a consistent framework for managing technical activities and identifying the technical information and events critical to the success of the program. It provides a framework within which to generate detailed T&E plans and documents schedule and resource implications associated with the T&E program, Software development estimates (i.e., size, effort (cost), and schedule) are updated. The PM controls requirements growth and should use affordability goals early to guide design trades and program decisions. This can help the PM and Systems Engineer select and tailor the acquisition model for the program. These requirements are decomposed and elaborated during the Requirements Analysis process to produce a complete set of system functional and performance requirements. Identifying planning, resourcing and acquisition of corrosion-related features for longevity, lowest total ownership cost (TOC) and sustained system effectiveness. Establish the technical basis for the Cost Analysis Requirements Description (CARD), documenting all assumptions and rationale needed to support an accurate cost estimate for the APB; technically informed cost estimates enable better should-cost/will-cost management. ͔�1��!�_S���Mq�q�!�5&,�{�S'�Ro��k����?����&���f� ��`��c X�����g>J��Xjqk6j)�Л⤐��� If the schedule is being preserved through parallel design and build decisions, any system deficiency that leads to reopening design may result in rework and possible material scrap. Figure 17 provides the end-to-end perspective and the integration of SE technical reviews and audits across the acquisition life cycle. During the EMD phase, the R&M engineer, as part of the program SE team, should: Production and Deployment (P&D) Phase. The objective of the AoA is to analyze and characterize each alternative (or alternative approach) relative to the others. 11.a. Analyzing system deficiencies generated during OT&E, acceptance testing, production and deployment. endstream endobj 823 0 obj <>/Metadata 354 0 R/Pages 796 0 R/StructTreeRoot 380 0 R/Type/Catalog>> endobj 824 0 obj <>/ProcSet[/PDF/Text/ImageC]/XObject<>>>/Rotate 0/Type/Page>> endobj 825 0 obj <>stream The initial system element product baseline is established and placed under configuration control at the system element CDR and verified later at the Physical Configuration Audit (PCA). A successful PDR confirms that the system’s preliminary design: The PDR establishes the allocated baseline, which is placed under formal configuration control at this point. (See CH 3–4.3.19. DoDI 5000.02, Enc 3, sec. Quantitative SWE and SW Measurement. In all cases the assessment timelines should allow for tracking trends over time to show stability and impact of correction actions before major reviews and milestones. It should also account for resources (skilled workforce, support equipment/tools, facilities, etc.) PMs should consider the program’s performance, schedule and cost thresholds and use these thresholds to set meaningful consequence criteria tailored to their program. Engineering Resources, the Systems Engineer is responsible for: Table 24 summarizes the primary inputs associated with this part of the life cycle. Modeling and simulation is also used to support developmental test and evaluation (DT&E) and operational test and evaluation (OT&E). They should support the technical recommendation at Milestone C that manufacturing processes are mature enough to support Low-Rate Initial Production (LRIP) and generate production-representative articles for operational test and evaluation (OT&E). Likewise, affordability caps are fixed cost requirements set prior to Milestone B that are equivalent to Key Performance Parameters (KPP). Regardless of this relationship, the PDR assessment is done after PDR and prior to Milestone B to support the MDA decision to enter detailed design. The goal is to develop a structure that defines the logical relationship among all program elements to a specified level of indenture. 12114 Compliance Schedule. Department of Defense Net-Centric Services Strategy, Software Cost Estimation Metrics Manual for Defense Systems, Agile & Incremental SW Development in the Defense Acquisition System, Figure 3: Example Implementation of PDR for Incremental SW Development, MIL-STD-882 (DoD Standard Practice for System Safety), DA-PAM-73-1, Test and Evaluation in Support of Systems Acquisition, Guidebook for Acquisition of Naval Software-Intensive Systems, Figure 4: Sample MOSA and Data Rights Analysis, Systems Engineering Digital Engineering Fundamentals, 2010 National Defense Industrial Association (NDIA) Systems Engineering Division "Model-Based Engineering (MBE)" study, Figure 5: Benefits of Using Models and Simulation throughout the Acquisition Life Cycle, Figure 6: Applications of Models and Simulation in the DoD Acquisition Life Cycle. Understanding how the system fits into a larger system of systems (SoS) context, and coordinating so the requisite mission analysis efforts are undertaken. DoD identifies the primary benefits of MOSA as: MOSA benefits Program Managers (PMs) by using a general set of principles to help manage system complexity by breaking up complex systems into discrete pieces, which can then communicate with one another through well-defined interfaces. DoDI 5000.02, Enc 2, sec. Technical Performance Measures); (2) a resource-allocated Integrated Master Schedule (IMS) (see CH 3–4.1.1.3. Reports to acquisition executives and Congress. FRP DR and FD DR ADMs are issued during P&D phase, Updated functional, allocated and product baselines; verified and validated production processes and validation results/decisions, Updated technical products including associated design and management decisions, P&D phase trade studies may support manufacturing or other system mods (technology insertion, technology refresh, etc. Understand the growth, change and correctness of the definition of external and internal interfaces. ), Provide program technical requirements and technical aspects in the SOW, Generate the system performance specification, Identify appropriate technical specifications and standards, Government-furnished equipment or information (GFE or GFI), Include a clear statement of any special contract requirements that are not included in other sections of the uniform contract format, Contract security classification specification, Support development of WBS, IMP, top-level program schedule, CDRL and Contract Security Specification, Ensure that sufficient time is allotted to develop high-quality specifications and plans prior to releasing the RFP, Identify provisions that require representations, certifications or the submission of other information by offerors, Consider including a provision requiring offerors to identify any technical data or computer software the offeror proposes to deliver to the Government after award with less than unlimited rights, Risk management processes and known key risk areas, Mandatory (i.e., statute- and regulation-driven) and advised design considerations, Technical data required for a Streamlined Life Cycle Assessment (LCA), Provide technical background and context for the offeror’s solution, Describe the offeror’s SE technical and management processes, Provide consistency across the SOW and system performance specifications, Demonstrate alignment with Government processes, Technical: technical solution, supporting data, performance specification, Management: SOW, Contractor Systems Engineering Management Plan (SEMP), IMS, risks and opportunity management plans, Environmental objectives (when appropriate), Extent offeror’s rights in the data rights attachment meet Government’s needs, Define technical evaluation factors and provide SE specific evaluation criteria used to assess proposals, Participate on or lead the technical evaluation team, Provide technical personnel to participate on each evaluation factor team (e.g., management, past performance, cost), Evaluate RFP responses against technical requirements, threshold requirements, management (e.g., SEMP, WBS, and program schedule), and consistency across the proposal (e.g., link between WBS, program schedule, risks, and cost), Identify and assess the technical risks and opportunities for each proposal, including schedule risks and related risk and opportunity handling plans, Define clearly, in both the Source Selection Plan and Section M, the minimum technical requirements that will be used to determine the technical acceptability of the proposal if using the Lowest Price Technically Acceptable (LPTA) source selection method (see, Products requiring development of DoD unique hardware. Assessing the impact of system requirements changes resulting from evolving threats, changes to operational environment or in response to changes within the SoS or interfacing systems. In addition to the general responsibilities identified in CH 3–2.5. ), Informed advice for the Spectrum Supportability Risk Assessment (See DoDI 4650.01 and CH 3–4.3.20.). The Systems Engineer ensures Configuration Management planning is complete, and should document details and activities in the program’s Systems Engineering Plan (SEP) and the supporting Configuration Management Plan (CMP) (as appropriate). Frequent requirements and design validation activities involving the end users can help the program define viable increments of capabilities that have operational value for limited deployment before complete system/capability delivery. Systems engineering (SE) in the O&S phase assesses whether the deployed system and enabling system elements continue to provide the needed capability in a safe, sustainable and cost-effective manner. Sustainment activities supporting system operations begin in this phase and should address two major efforts: life-cycle sustainment and disposal. Personnel from non-SE organizations or from outside the program office (e.g., end users, requirements sponsors, maintainers, testers, planners) should be integrated within the program’s technical management activities so they have the ability to actively participate throughout the life cycle in support of SE-related activities. The PM uses the system safety methodology for the identification, documentation and management of ESOH hazards and their associated risks during the system's development and sustainment. See the Department of Defense Risk, Issue, and Opportunity Management Guide for Defense Acquisition Programs available on the DASD(SE) web site. This may include assessing contractor and principal subcontractor production experience and capability, new fabrication technology, special tooling and production personnel training requirements. Both the SSRA and DD-1494 are required for each milestone (see DoDI 4650.01). Continuing to control appropriate changes to the product baseline (see. P.L. Sound Corrosion Prevention and Control (CPC) planning reduces life-cycle costs, improves maintainability and availability and enhances ESOH compliance. The chapter also revisits major categories of risk (Reasons for Concern, RFC) based on the assessment of new knowledge that has become available since AR5. The structure and size of the SE organization should reflect both the risk and complexity of the system under development and its life-cycle phase. 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