2018-08-03 E-IDS_DraftSIR_Attachment_J.16_FAA_WBS.doc

FAA Standard Work Breakdown Structure July 2018 Version 5.2 FAA Standard Work Breakdown Structure

CONTENTS

1 SERVICE ANALYSIS

1.1 Research for Service Analysis

1.1.1 Research, Engineering, and Development

1.1.2 Concept Maturity and Technology Development

1.2 Service Analysis and Strategic Planning

1.3 Concept and Requirements Definition Readiness Decision

1.4 Concept and Requirements Definition

1.5 Investment Analysis Readiness Decision

2 INVESTMENT ANALYSIS

2.1 Initial Investment Analysis

2.2 Initial Investment Decision

2.3 Final Investment Analysis

2.4 Final Investment Decision

2.5 Rebaseline Investment Decision

3 SOLUTION IMPLEMENTATION

3.1 Prime Mission Product

3.1.1 PMP Subsystems 1...n

3.1.1.1 Subsystem 1

3.1.1.1.1 Subsystem 1 Hardware

3.1.1.1.2 Subsystem 1 Software

3.1.1.1.3 Subsystem 1 Integration, Assembly, Test, and Checkout

3.1.1.2 Subsystem 2

3.1.1.2.1 Subsystem 2 Hardware

3.1.1.2.2 Subsystem 2 Software

3.1.1.2.3 Subsystem 2 Integration, Assembly, Test, and Checkout

3.1.1.n Subsystem n

3.1.1.n.1 Subsystem n Hardware

3.1.1.n.2 Subsystem n Software

3.1.1.n.3 Subsystem n Integration, Assembly, Test, and Checkout

3.1.2 PMP Software Release 1...n

3.1.2.1 Software Release 1

3.1.2.2 Software Release 2

3.1.2.n Software Release n

3.1.2.(n+1) Software Product Engineering

3.1.2 Subsystem, Integration, Assembly, Test, and Checkout

3.1.3 Prime Mission Product Integration, Assembly, Test, and Checkout

3.2 Platform Integration, Assembly, Test, and Checkout

3.3 System Engineering

3.4 Program Management

3.5 Test and Evaluation

3.5.1 Development Test

3.5.2 Operational Test

3.5.3 Mock-ups and Integration Labs

3.5.4 Test Facilities

3.5.5 Independent Operational Assessment

3.6 Integrated Logistics Support

3.6.1 Maintenance Planning

3.6.2 Direct-Work Maintenance Staffing

3.6.3 Support Equipment

3.6.4 Maintenance Support Facilities

3.6.5 Training, Training Support, and Personnel Skills

3.6.6 Supply Support

3.6.7 Packaging Handling, Storage, and Transportation

3.6.8 Technical Data

3.6.9 Computer Resources Support

3.7 Flight Standards, Regulations, and Rulemaking

3.8 Implementation

3.8.1 Implementation Planning, Management, and Control

3.8.2 Environmental and Occupational Safety and Heath Compliance

3.8.3 Implementation Engineering

3.8.4 Real Estate

3.8.5 Facilities

3.8.6 Infrastructure

3.8.7 Airspace Design

3.9 Operational / Site Activation

4 IN-SERVICE MANAGEMENT

4.1 Preventive Maintenance

4.1.1 Preventive Maintenance

4.1.2 District Office Overhead

4.1.3 FAA Academy Maintenance

4.2 Corrective Maintenance

4.2.1 Corrective Maintenance

4.2.2 District Office Overhead

4.2.3 FAA Academy Maintenance

4.3 Maintenance Control

4.4 Technical Teaming

4.4.1 Airway Transportation System Specialists Technical Teaming

4.4.2 Air Traffic Control Specialists Technical Teaming

4.4.3 Other Staff Technical Teaming

4.5 Watch Standing Coverage

4.6 Program Support

4.6.1 Program Planning, Authorization, Management and Control

4.6.2 Contract Management

4.7 Integrated Logistics Support

4.7.1 Maintenance Planning

4.7.2 Direct-Work Maintenance Staffing

4.7.3 Support Equipment Maintenance

4.7.4 Maintenance Support Facilities

4.7.5 Training, Training Support, and Personnel Skills

4.7.6 Supply Support

4.7.7 Packaging, Handling, Storage, and Transportation

4.7.8 Technical Data

4.7.9 Computer Resources Support

4.8 Second-Level Engineering

4.8.1 Program Management and Infrastructure Support

4.8.2 National Airspace System Field Support and Restoration

4.8.3 Software and Hardware Modification and Support

4.8.4 Configuration Management

4.8.5 Process Improvement

4.8.6 Quality Assurance

4.9 Information System Security

4.10 Physical Infrastructure Support

4.10.1 Environmental, Energy, and Occupational Health and Safety

4.10.2 Upkeep and Maintenance of Utilities, Building and Grounds

4.10.3 Real Estate Management

4.10.4 Telecommunications

4.10.5 Physical Security

4.11 NAS Charting and Aeronautical Information Management

4.12 Asset Operations

4.13 Travel To And From Sites

4.14 Sustain Operational Service

4.15 Asset Performance Assessment

4.15.1 Post Implementation Reviews

4.15.2 Operational Analyses

4.16 Emergency Sustainment Actions

4.17 Physical Infrastructure Improvement

4.18 Disposition of Decommissioned Operational Assets

4.19 Verification and Validation of Operational Capability Performance and Benefits Acronyms

INTRODUCTION

The Federal Aviation Administration acquires the capabilities it needs to perform its statutory mission through the FAA lifecycle management process

(Figure 1) as defined in Acquisition Management System (AMS) policy.

Figure 1 FAA Lifecycle Management Process Primary objectives of AMS process and policy are to:

a. Establish FAA strategic and performance goals and plans;

b. Define the future state of the FAA Enterprise Architecture to achieve these goals and the implementation roadmaps for moving from the current to the future state over time;

c. Obtain and sustain throughout their service life all systems, equipment, services, facilities, and infrastructure needed to implement the enterprise architecture and achieve agency plans and goals; and

d. Decommission and remove from service all unneeded assets at the end of their service life.

Background

The FAA standard work breakdown structure establishes a common framework and uniform work activity definitions for use by the acquisition management workforce when planning work activities throughout the lifecycle management process and estimating associated costs and schedules. We define lifecycle management work activity as all work necessary to plan, develop, obtain and support over their service life the air traffic control and other FAA services mandated by law and needed by the aviation industry and flying public.

Version 5.0 converted the FAA standard WBS to a product-oriented work breakdown structure that conforms to industry and government best practices and enables a clear division between government and contractor work activities over the lifecycle of a product or solution. The previous 4.1 version focused on functions, not products, and did not easily accommodate contractor activities or segregate them from those of the government. DELPHI coding structures remain consistent with the WBS version 4.1. Users will not change coding structures or how they are used within the DELPHI or the cost accounting system.

Version 5.1 contains work activities to accommodate new AMS policy dealing with agency-level systems engineering and strategic planning, including the establishment and implementation of operational capabilities. It also adds additional guidance concerning the development of program and contract work breakdown structures from the FAA standard WBS.

Version 5.2 updates and refines the program work breakdown in Section 3 (Solution Implementation) and explains its role in planning and managing an investment program. Version 5.2 also expands the Introduction to (1) explain the purpose and content of the program work breakdown structure; (2) demonstrate how to break down the prime mission product into its component subsystems to obtain useful and timely status reporting from the contractor, particularly on high-risk elements of the solution; (3) explain the relationship between the program work breakdown structure, the contract work breakdown structure, and other related program planning and management activity; (4) explain when the program work breakdown structure is first developed and how it evolves during final investment analysis and solution implementation; (5) inform practitioners concerning how software-intensive investment programs are handled; and (6) explain how to tailor the program work breakdown structure for different types of investment initiative.

FAA Standard Work Breakdown Structure Organization Figure 2 displays the structure of the FAA Standard Work Breakdown Structure.

· Service analysis work activities precede the establishment of specific investment programs. They define agency strategic and performance goals and identify promising opportunities and technologies for achieving those goals.

· Investment analysis work activities analyze alternative solutions to priority service needs and develop detailed planning and baseline values for the best overall approach.

· Solution implementation work activities develop and deploy specific investment programs and their lifecycle support packages. During this phase, many organizations conduct work as planned and managed by the service team or program office, including the prime mission product contractor, the FAA program management office, and other supporting FAA offices and contractors.

· In-service management work activities support and sustain operational assets over their service life whether they are systems, equipment, facilities, infrastructure, or services, as well as support and sustain the overall National Airspace System other elements of the FAA Enterprise Architecture such as administrative information technology systems.

The FAA standard WBS designates the work breakdown detail for all National Airspace System investment initiatives including research programs and the acquisition of services, as well as for all non-NAS administrative and mission support initiatives regardless of appropriation. It also defines WBS level four for the prime mission product.

The standard WBS applies to all phases of the acquisition management lifecycle. It displays and defines the product to be developed and produced by means of hardware, software, facilities, and services, and relates work elements to each other and to end products. It also provides a systematic and standardized method for gathering cost data across all aspects of FAA investment initiatives.

Application The FAA standard work breakdown structure applies to all FAA investment initiatives regardless of funding appropriation including the following major categories of FAA products and services:

Automated Information Systems: An assembly of computer hardware, software, firmware, or any combination of these, configured to achieve specific information-handling operations such as the communication, processing, and storage of information.

Electronic Systems: The complex of equipment (hardware/ software), data, services, facilities required to obtain an electronic capability such as a radar system, communications system, navigation system, guidance system, surveillance system, or support system. The work breakdown structure format in Section 3 (Solution Implementation) applies to stand-alone electronic systems or an operational capability consisting of multiple interdependent electronic systems.

Facilities and Infrastructure: The physical structures and their supporting infrastructure required to house and support equipment and personnel. Encompasses all the resources associated with the design, development, construction, integration, support, and fitting of facilities. For application to facilities and structures, the prime mission product portion of the work breakdown structure (Section 3.1.1 Prime Mission Product) must be structured to reflect the subsystems of the specific facility or infrastructure investment initiative.

Program Work Breakdown Structure FAA policy and guidance organize standard WBS work activities during solution implementation as a program work breakdown structure. The program WBS is a logical framework for planning and managing all program activities, assessing technical results, supporting event-based technical reviews, and measuring cost and schedule performance. It encompasses the entire investment program including prime mission contractor activities and all related activities by support contractors and other government organizations (e.g., program office support, government-furnished equipment, government testing, and controller and maintenance training). And it is the common thread linking program management and control activity, the contract statement of work, and contractor management and control systems.

We develop the program WBS early in final investment analysis as the foundation for planning implementation activities and estimating the associated costs and schedules necessary to develop, produce, deploy, and obtain lifecycle support for needed investment products and services. We use it during solution implementation as the basis for controlling the investment program by gathering actual program costs for work activities and tracking them against planned values.

Figure 3 specifies level 2 components of the program work breakdown structure and Figure 4 defines the detailed work breakdown for the prime mission product.

Note that the work breakdown structure in Figure 4 defines a single prime mission product. Some complex FAA investment programs may produce more than one prime mission product that must work together to obtain the required operational capability. In these cases, you should construct a separate work breakdown for each prime mission product within the overall construct of the program WBS.

A key part of the program WBS is the associated work breakdown dictionary that lists and defines every element of the work breakdown, as well as the resources and processes required to produce it. The dictionary begins with the generic definitions in this standard, but becomes program-specific by defining the exact prime mission product(s) you will acquire to meet program requirements as defined in the program requirements document, product specification, and statement of work. Although the government program manager develops the preliminary WBS dictionary in conjunction with development of the program WBS itself, the prime mission product contractor expands the dictionary as it develops the contract WBS early in solution implementation after contract award.

The program WBS structure defines the logical relationship among all program work activities to a level of indenture (typically level 2, 3, or 4) that does not constrain the prime mission contractor as it defines and manages its work activity to deliver the products and services specified in the contract statement of work. Some program work breakdown structure elements are indentured to the 3rd level owing to their complexity and cost; for example, test and evaluation, integrated logistics support, implementation, and operational / site activation. The prime mission product work breakdown must be extended to the 4th level to specify the major subsystems and software releases that will be produced by the prime mission product contractor (see Figure 4: Prime Mission Product Work Breakdown Structure). This is the minimum level required for work breakdown and progress reporting by the prime mission product contractor to the government. You must specify this requirement in the prime mission contract statement of work. This ensures the program management organization will receive progress reporting from the contractor on the implementation status of each major subsystem and software release of the prime mission product.

The program management organization develops the program WBS to the level specified in Figure 4 late in final investment analysis after evaluating proposals and selecting the vendor for the prime mission product. This ensures solution implementation work activities and progress reporting will reflect the actual product or service to be provided. The contract WBS must mirror this level 4 structure exactly.

Note that several prime mission product descriptors identify work breakdown elements as (1…n). Where this notation occurs, the parent work breakdown element must be decomposed to the next (child) level using the appropriate title and numbering identification. For example, if a radar system (prime mission product) has multiple subsystems, each subsystem (1…n) must have an appropriate name (e.g., transmitter, receiver, workstation, signal processor) and a separate work breakdown number.

Capture all contractor work activity required to design and produce each prime mission product subsystem in WBS 3.1.1 Prime Mission Product Subsystem 1…n. This includes both hardware and software work activity associated with each subsystem, as well as integration, assembly, test, and checkout of each individual subsystem. It also includes any subcontractor work activity.

WBS 3.1.2 PMP Software Release 1...n captures work activity necessary to develop and test the software needed to integrate the various PMP subsystems and achieve the functions and performance specified for the overall prime mission product. The integration, assembly, test, and checkout of all subsystems into the complete prime mission product falls under WBS 3.1.3 PMP Integration, Assembly, Test, and Checkout.

All program office management activity is captured within the appropriate functional WBS element 3.3 through 3.9: system engineering; program management; test and evaluation; integrated logistics support; flight standards, regulation, and rulemaking; implementation; and operational / site activation. This includes all support contractor and government activity supporting the program management office.

When establishing the program WBS, employ only those work activities that apply to your investment initiative and the products and services being procured or developed. Add WBS levels below the specified level if necessary for effective program visibility and control. Be sure the program WBS represents identifiable work products, whether they are equipment, data, or related service products. Be sure the program WBS is a product-oriented structure – not an organizational breakdown structure – that defines completely the work to be performed by all participants to obtain the end product or service of the investment initiative.

The program office may extend the prime mission product WBS to lower levels to achieve progress reporting on high-cost, high-risk, and high-interest product components. For example, a terminal radar system might be one of several major subsystems of an investment initiative to improve runway throughput. The terminal radar itself might have three major subsystems: a transmitter, receiver, and controller workstation, as well as three software releases as displayed in figure 5. You must specify his level of indenture in the contract.

The program office (or contractor) may wish to define work activity and track progress at the configuration item level for very complex or high-risk programs. In such cases, each prime mission product subsystem would be broken down into configuration items – designated as hardware configuration items (HWCIs) and computer software configuration items (CSCIs). Examples of subsystem configuration items might include antennas, transmitters, receivers, application software, processors, and subsystem control software. At this level, WBS work activities would include all the effort to design, develop, assemble, test, and produce each configuration item. Figure 6 shows possible configuration items for the controller workstation in Figure 5).

Figure 6: Sample Controller Work Station Subsystem Configuration Items

3.1.1.3 Controller Work Station

3.1.1.3.1 Controller Work Station Hardware

3.1.1.3.1.1 Display

3.1.1.3.1.2 Processor

3.1.1.3.1.3 Interface

3.1.1.3.2 Controller Work Station Software

3.1.1.3.2.1 Software Release 1

3.1.1.3.2.2 Software Release 2

3.1.1.3.2.3 Software Release 3

3.1.1.3.3 Integration, Assembly, Test, and Checkout

Prime Mission Product Contract Work Breakdown Structure

The prime mission product contract WBS is the government-approved structure for planning, managing, tracking, and reporting all work activity that is the responsibility of the prime contractor. It has exactly the same top-level structure as the program WBS and includes the contractor’s extension to lower levels. Following contract award, the contractor expands the contract WBS to the level specified in the statement of work as the basis for contract management and progress reporting.

Figure 7 illustrates a hypothetical program work breakdown based on the need to develop or procure a new terminal radar system. The relationships between the program WBS and the prime mission product contract work breakdown structure and other associated work allocated to support contractors and other government organizations outside the program office are color-coded. Note that the program WBS contains all work activity associated with the overall investment program and the other work breakdown structures contain only work activities assigned by the program office to each participating organization.

In this example, the program office has contracted with a prime contractor to develop the prime mission product – a terminal radar system. These work activities are colored red in the prime mission contract WBS. Note that the organization of the program work breakdown structure and contract work breakdown structure are identical. However, the contract WBS contains only those work activities assigned to and executed by the prime contractor. For example, in addition to developing and producing the prime mission product, the prime contractor will support the program office in such areas as the provision of technical data, spare parts, support equipment, and training and training materials. It will also assist with developmental and operational testing as well as site activation. Also, note the prime contractor has proposed subcontracting the development and production of the controller workstation. These activities are colored violet in the subcontractor WBS.

The program office has allocated some program management activity (i.e., review of prime contract technical deliverables, engineering and management, and technical support during development and operational testing) to a support contractor. These activities are colored blue in the support contract WBS. Finally, the program office will task other government organizations to assist with training and training support, independent operational assessment, real estate acquisition, upgrades to facilities and infrastructure, airspace design, and support during site activation. These activities are coded orange.

To summarize, the program WBS contains all work activities necessary to develop, produce, deploy, commission, and obtain support for the prime mission product over its service life. The prime mission product is broken down to at least the subsystem and major software release level in both the program and contract work breakdown structures to ensure progress tracking and reporting by the prime mission contractor. The prime mission contract must specify that the contract WBS be consistent with the program WBS to the subsystem and major software release level for management control and reporting. The prime mission contractor decomposes their work breakdown and management control to lower levels in accordance with their internal policies and controls.

Note: The subsystem and major software release is the minimum work breakdown level required for the prime mission product in both the program WBS and contract WBS. Lower levels (hardware and software subsystem configuration items) may be specified for high-cost and high-risk development activities.

Work Breakdown Structure Evolution

Figure 8 illustrates how the program WBS evolves during the AMS lifecycle management process. You will define the foundation for the program WBS during concept and requirements definition after system engineers transform operational needs to functional and performance requirements and solution configurations. Do not form the program WBS around these capabilities and configurations. Rather, form it around the products that will satisfy these functional and performance requirements.

Program offices and service organizations use the FAA standard WBS to develop a preliminary program WBS early in final investment analysis in conjunction with development of the implementation strategy and planning document. An organizational work breakdown is then developed that allocates work activity across program participants including the intended prime mission contractor, supporting government organizations such as the FAA Technical and Aeronautical Centers, and any contractor management support or other activity. These breakdown structures (work and organization) serve as the basis for overall program planning and development of a request for offer to industry for the prime mission product. They also serve as the basis for interagency agreements with other government organizations that will support the program, as well as task orders or requests for offer for contractor support (e.g., engineering and management support, independent software validation and verification, test support).

Late in final investment analysis after evaluating vendor proposals for the prime mission product and selecting the winning contractor, you will update program WBS to reflect the final allocation of work activity among all key program participants. The approved program WBS includes the top-level work breakdown for the prime mission product to at least the major subsystem and software release level. The prime mission contractor will further breakdown its work activity after contract award as the basis for contract planning, control, and reporting. The program work breakdown structure, with the embedded prime mission product and all support contractor and government work activity, may need to be updated early in solution implementation after the prime mission product contract is finalized and signed by all parties.

Software-Intensive Products There are two different types of software acquisition and they follow different implementation paths and have different work breakdown structures: automated information systems and software operating on a specific equipment.

· Automated information systems include business systems, enterprise resource planning systems, and service-oriented systems. These systems primarily involve the determination of requirements and the development and integration of software to satisfy those requirements. The importance of defining good requirements cannot be overstated. Many developmental software programs fail because user needs are not understood adequately and associated functional and performance requirements are not well stated. After requirements are verified and validated, work activity initially focuses on the development and checkout of individual software configuration items that comprise the automated information system to ensure they satisfy allocated performance and functional requirements, followed by the progressive integration and checkout of software configuration items to ensure the end-product meets the needs of users. After development, automated information systems are typically deployed (rather than produced), often at one site or location.

· Software Operating on a Specific Equipment include the subsystems of most NAS systems and other mission support equipment. Because software development is inherently difficult and often high-risk, the program WBS (and derivative contract WBS) must provide management visibility at a level that allows early detection of emerging developmental problems so the program management office can take corrective action. This means the work breakdown for the prime mission product should extend at least to the major PMP subsystem and software release level and often to the configuration item level for complex, high-risk programs. All work activity to develop software residing within a specific equipment or subsystem must be identified as a subset of the work activity for that equipment or subsystem. This allows for effective performance measurement and management control of each subsystem. Be sure to use the appropriate work breakdown element to specify software that interfaces with more than one piece of equipment. For example, you should specify work activity related to applications software or overall system software) within Figure 3.1.2 Prime Mission Software Release 1…n. If a software development facility is necessary to support the development of software, the work effort is specified as part of the software system configuration item it supports. Be sure to include work activities associated with safety compliance during software development and certification.

Tailoring the Program Work Breakdown Structure

The wide variation of FAA investment initiatives mean that you must tailor the program WBS to fit your specific investment. For example, the format for the prime mission product works most logically for an investment program consisting of multiple subsystems (e.g., radar transmitter, radar receiver, controller workstation, communications, signal processor, and so on). However, if the program under consideration is a Tech Refresh of just one or two of those subsystems, the prime mission product WBS Section 3.1 should specify only those subsystems you intend to modify. If no new application software is required, there would be no section 3.1.2 PMP Software Release 1…n. In other words, include only those work breakdown elements that make sense for your program.

More radical tailoring would be required for other categories of investment program. For example, if a program is acquiring a new facility, prime mission product subsystems might consist of heating and cooling, lighting, power systems, facility structure, and supporting infrastructure. Integration, assembly, test, and checkout work activities would be those associated with inspecting and accepting the facility for government use. If you plan to procure a complex service, prime mission product subsystems might consist of the key functional capabilities the contractor is to provide. In all cases, develop a program WBS that makes sense for and tailor it to the specific investment program. Be sure to specify the prime mission product to the major subsystem and software release level to which you want cost and status reported from the contractor.

General Information

This standard WBS supersedes Version 5.1 published in the FAA Acquisition System Toolset (FAST). Recommendations for change, addition, or deletion should be addressed to: Federal Aviation Administration, AAP-130, Lifecycle Acquisition Policy Team, 800 Independence Avenue, S.W. Washington, DC 20591.

References: MIL-STD-881C – Work Breakdown Structure for Defense Material

1. SERVICE ANALYSIS

1.1 RESEARCH FOR SERVICE ANALYSIS

All activities associated with discovering applications of new technology for FAA missions, exploring new opportunities for service delivery, solving problems with current operations, defining and stabilizing requirements, maturing operational concepts, and mitigating risk. These activities generate information to quantify and characterize capability shortfalls, service needs and requirements, benefit expectations, and design alternatives.

1.1.1 Research, Engineering, and Development

Specific activities include:

a.

Develop research, study, and analysis proposals for inclusion in the R&D portfolio; preparation of white sheets for research programs approved for inclusion in the R&D portfolio; planning and management of research, study, and analysis projects.

b.

Manage the R&D planning and budgeting process; coordination of annual development of the National Aviation Research Plan; coordination of FAA research activity with Office of Management and Budget (OMB), Office of the Secretary of Transportation (OST), Congress, trade associations, industry, international organizations, and other government organizations.

1.1.2 Concept Maturity and Technology Development

Specific activities include:

a.

Analyze potential solutions to service needs, including concept exploration, concept development, and concept evaluation.

b.

Develop project plans, project-level agreements, and portfolio-level agreements for concept maturity activities.

c.

Execute projects to explore, develop, and evaluate promising concepts for improving service delivery.

d.

Plan and manage prototypes and feasibility demonstrations to validate and refine preliminary requirements, operational concepts, and potential solutions to service need including field support (e.g., training, manuals, spare parts, repair, and support services) and removal of prototypes and restoration of sites when activity is complete.

e.

Develop and construct of special test facilities, test tools, and models required to perform research or early evaluation.

f.

Manage and support prototypes that remain in operational use including configuration management and transition to national support and operation.

1.2 SERVICE ANALYSIS AND STRATEGIC PLANNING

Include in this section all work activities associated with determining the capabilities that must be in place now and in the future to meet agency goals and the service needs of customers. Primary outputs include preliminary shortfall analyses; enterprise architecture change notices, products, and amendments; updates to the enterprise architecture; plan for concept and requirements definition; updates to the NAS ConOps, NAS Operational Requirements Document, and NAS Requirements Document; and new operational capabilities including business cases, capture teams, and business plans.

Specific activities include:

a.

Collect and analyze information on the service environment as a basis for forecasting service demand over time and stay abreast of opportunities for improving service delivery. This covers the full range of capabilities necessary for service delivery (e.g., automation and data processing, surveillance, communications, and navigation).

b.

Determine capability gaps and technology opportunities by comparing projected demand for services with existing and programmed service capabilities.

c.

Prepare preliminary (qualitative) shortfall analysis reports for priority service needs and shortfalls as the rational basis for adding them to the enterprise architecture roadmaps.

c.

Prioritize and sequence service and infrastructure needs over time within the enterprise architecture roadmaps to achieve unified FAA strategic planning. This includes assessment of business, technology, organizational, process, and personnel issues that affect service delivery.

e.

Develop enterprise architecture products and amendments necessary for inclusion of new service and infrastructure needs within an enterprise architecture roadmap.

f.

Sustain line of business plans and service organization operating plans aligned to the FAA strategic plan and the enterprise architecture.

g.

Develop plans for concept and requirements definition for new investment opportunities.

h.

Verify and validate key work products of service analysis.

i. Develop and validate new concepts and ideas for inclusion in the NAS ConOps including coordination and review by the Concept Steering Group and approval by the NextGen Management Board.

j.

Develop and review operational capability business cases including approval of operational capabilities by the NextGen Management Board.

k. Establish capture teams and plan for the implementation of operational capabilities.

l.

Decompose operational improvements and operational sustainments to NAS operational requirements, NAS functional and performance requirements, and investment increments and solution requirements.

m.

Assess information systems security risk factors and determine the provisional security category, provisional security threat profile, and preliminary capability description.

1.3 CONCEPT AND REQUIREMENTS DEFINITION READINESS DECISION

All activities associated with preparing for and conducting the concept ant requirements definition readiness decision including the development of briefing materials, preparation for and conduct of readiness meetings, and pre-briefing key stakeholders.

1.4 CONCEPT AND REQUIREMENTS DEFINITION

All activities associated with translating priority operational needs in an enterprise architecture roadmap into preliminary requirements and a solution concept of operation for the needed capability, and determining the alternatives that will be evaluated during investment analysis. Primary outputs are: detailed shortfall and functional analyses including short analysis reports; preliminary requirements documents including the solution concept of operations; architecture products and amendments; realistic alternatives with rough cost estimates; safety risk assessment; acquisition category requests; and investment analysis plans.

Specific activities include:

a.

Shortfall and functional analysis in sufficient detail to serve as the foundation for developing a solution concept of operations, preliminary requirements, and realistic and economic alternative solutions for the service need.

b.

Develop enterprise architecture products and amendments including both the operations and systems view families.

c.

Conduct operational safety assessment of alternative solutions proposed to address the service need.

d.

Complete the preliminary information security assessment using the ISS assessment template and ISS risk factors assessment report; develop ISS requirements for inclusion in the preliminary program requirements document; finalize the security category and the security threat profile; determine whether ISS requirements are satisfied by each alternative solution; estimate rough ISS costs and benefits for each alternative.

e.

Assess the impact of each alternative on the FAA telecommunications network, SWIM, and application of cloud services.

f.

Define preliminary safety and performance requirements and a solution concept of operations that specify how well the new capability must perform in the intended operational environment.

g.

Define alternatives that will be analyzed during investment analysis along with a rough estimate of their costs and benefits. This includes an assessment of funding availability in the F&E and Operations appropriations.

h.

Develop plans for investment analysis including a final ACAT designation for the investment opportunity.

i.

Verify and validate the key work products of concept and requirements definition.

j.

Capture team activities to coordinate the planning and execution of operational capabilities.

k.

Perform functional analysis and develop the functional analysis document.

l.

Determine program requirements and prepare the initial program requirements document, to include the following categories of requirements: functional, performance, information, reliability, maintenance, availability, integration, environmental, land and facility, telecommunications, interface, human factors, employee health and safety, security, system safety, quality, configuration management, test and evaluation, implementation, and in-service support.

1.5 INVESTMENT ANALYSIS READINESS DECISION

All activities associated with obtaining an investment analysis readiness decision. This includes development of the decision package, coordination of findings with key stakeholders, conduct of pre-decision readiness reviews and pre-briefings to designated decision-makers, and obtaining approval of all decision documentation (preliminary program requirements document, enterprise architecture products and amendments, realistic alternatives with rough cost estimates, shortfall analysis report, safety risk assessment, plan for initial investment analysis, and ACAT designation request)

2 INVESTMENT ANALYSIS

2.1 INITIAL INVESTMENT ANALYSIS

All activities associated with analyzing alternative solutions to mission need in preparation for an initial investment decision Specific activities include:

a.

Form and prepare investment analysis team members, verify entry criteria are satisfied, hold kickoff meeting, and refine the investment analysis plan, if needed, particularly the roles and responsibilities of team members and the timeline for conduct of investment analysis.

b.

Define the business case including assumptions and constraints, the legacy reference case, strategic performance measures, and design to cost goals.

c.

Analyze market capability including definition of a functional/performance specification, development and evaluation of a screening request for information, conduct of an industry day to meet with organizations with potential solutions, operational capability demonstrations, and analysis and evaluation of results.

d.

Complete the initial ISS assessment; develop fully tailored ISS requirements for inclusion in the initial program requirements document and determine the degree to which each alternative satisfies ISS requirements; estimate ISS costs and benefits for each solution alternative as input to the business case.

e.

Assess the impact of each alternative solution on the FAA telecommunications/network, SWIM, and FAA use of cloud services.

f.

Analyze alternatives including adding or modifying alternatives as a result of the market survey; the comparative assessment of performance, benefits, cost, risk, safety, and schedule; economic analysis; evaluation of human factors, environmental safety and health impacts, radio frequency spectrum availability, supportability, regulatory or procedural impact, test readiness/maturity level; operational suitability, operational effectiveness, ability to upgrade, and interdependencies with existing or proposed programs; and recording results in the preliminary business case.

g.

Conduct of operational capability demonstrations and tests to evaluate candidate solution to the service need.

h.

Assess budget impact.

i.

Prepare the initial implementation strategy and planning document for each alternative.

j.

Update requirements in the program requirements document.

k.

Verify and validate key work products.

l.

Plan for final investment analysis including all coordination necessary for approval.

m. Capture team activity to coordinate the planning and execution of operational capabilities.

2.2 INITIAL INVESTMENT DECISION

All activities associated with the initial investment decision including readiness meetings with the JRC Secretariat, verification that all exit criteria and action plan requirements are complete; preparation of briefings and materials, coordination with key stakeholders, completion of the financial review, and pre-briefings to designated IDA members.

2.3 FINAL INVESTMENT ANALYSIS

All activities associated with detailed planning for the alternative selected for implementation, soliciting offers from potential suppliers, and development of required program documentation. Specific activities include:

a.

Identify all tasks, actions, and events needed to deliver and support the solution over its lifecycle.

b.

Reduce risk and finalize requirements including a detailed risk assessment; risk-reduction modeling, simulations, and prototyping; competitive fly-offs among offerors.

c.

Finalize the strategy for implementation and lifecycle support including risk management, program segmentation, procurement strategy, benefits realization strategy, in-service operations strategy, logistics and support strategy, test and evaluation strategy, and detailed costs and schedules for the entire segment or phase for which approval is sought.

d.

Conduct the final ISS assessment as a precursor to the final investment decision; finalize ISS requirements for inclusion in the final program requirements document; update the estimate of ISS costs and benefits for the solution selected for implementation.

e.

Solicit offers for prime contract(s) including development of the performance/functional specification, completion of evaluation criteria and weights, conduct of an industry day meeting, development and issuance of the screening information request, and communications with potential bidders.

f.

Evaluate vendor offers including evaluation and scoring of proposals, comparison with government estimates, and adjustment of baselines and planning as needed.

g.

Develop detailed program planning including a complete program work breakdown structure, detailed tasks, schedules, and resource estimates; development of an earned value management strategy and framework, completion of the final economic analysis, and finalization of the business case.

h.

Finalize the acquisition program baseline, program requirements document, business case analysis report, and implementation strategy and planning document, and OMB Major IT Business Case for designated programs. This includes independent scoring the OMB Major IT Business Case and all activity necessary to improve the document to as high a score as possible.

i.

Verify and validate the key work products of final investment analysis.

j.

Prepare for the final investment decision including completion of the JRC readiness checklist, update of enterprise architecture products and amendments, verification that final investment analysis exit criteria are satisfied, coordination with stakeholders, and conduct of final budget and financial reviews.

k.

Conduct preliminary hazard analysis for NAS systems.

2.4 FINAL INVESTMENT DECISION

All activities associated with the final investment decision including readiness meetings with the IDA Secretariat, verification that all exit criteria and action plan requirements are complete; preparation of briefings and materials, coordination with key stakeholders, completion of the financial review, and pre-briefings to designated IDA members.

2.5 REBASELINE INVESTMENT DECISION

All activities associated with preparing for a rebaseline decision of the acquisition program baseline by the investment decision authority. This includes activities related to performing the analysis, developing the information, documenting results in the updated acquisition program baseline, and coordinating results with the sponsor, IDA members, and stakeholder organizations.

3 SOLUTION IMPLEMENTATION

As explained in the introduction to this document, the FAA Standard Work Breakdown Structure is organized as a program work breakdown structure during solution implementation. The program WBS is the foundation for planning the work activities and associated costs and schedules required to develop, produce, deploy, and obtain lifecycle support for the investment products and services that the program will provide. Refer to the Introduction of this document when developing your program work breakdown structure. It explains how to structure your program and contract WBSs to achieve the optimal foundation for planning and controlling your investment program.

The program work breakdown structure is the foundation from which the program management organization plans and manages the overall investment program, including all prime mission product contractor work activity and all other government and support contractor activity supporting implementation of the investment program; for example, program office support, government-furnished equipment, training facilities, and government testing. The program work breakdown structure is used by the government program manager and prime mission product contractor as the basis for developing a contract work breakdown structure, which is the complete breakdown of contractor activity extended to the agreed-to contract reporting level and any extensions to lower levels for high-cost, high-risk, or high technical-interest elements. The contract work breakdown structure defines what is to be procured, and includes all product elements (e.g., hardware, software, services, data, and facilities) that are the responsibility of the prime mission contractor. The contract WBS is also the framework for the contractor’s management control and reporting system.

You will develop the preliminary program WBS early in final investment analysis in conjunction with development of the implementation strategy and planning document and program management plan. Together these documents define how you will execute the investment program. They are the foundation for the prime mission product contract statement of work and all tasking for program support to other government organizations (e.g., the FAA Technical Center and FAA Logistics Center) and support contractors. Approval of the program WBS occurs late in final investment analysis after evaluation of vendor proposals for the prime mission product and final determination of the roles and responsibilities of all program participants. You may need to update it early in solution implementation after negotiation and award of the prime mission product contract.

After completing the program WBS, you must assign each work activity to the appropriate organization that will be responsible for executing the work. You achieve this by means of an organizational work breakdown that assigns every program work activity to an appropriate organization. Then use these program and organizational breakdown structures to develop contract statements of work for work that vendors will perform, and tasking orders or agreements with other government organizations for work assigned to them. Make sure the statements of work and tasking agreements cover all the work that will be required to implement the investment program. Otherwise, you are subject to contract modifications and additional costs for work that not specified in the original statements of work and tasking agreements.

To reiterate, the program WBS constitutes the framework for the contract WBS, which contains all work activities assigned to the prime mission product contractor. The program WBS format must be required in the contract statement of work as the basis for further breakdown of contractor work activity and for gathering costs and reporting progress to the government.

The overall structure for the program WBS structure is as follows:

This is the same format specified in MIL-STD 881C and it should be familiar to most prime mission contractors with whom the FAA does business. Figure 3.2 Detailed Program Work Breakdown Structure specifies the complete program WBS required by FAA policy and guidance.

Figure 3.2: Detailed Program Work Breakdown Structure

3.1 Prime Mission Product

3.1.1 PMP Subsystems 1...n

3.1.1.1 Subsystem 1

3.1.1.1.1 Subsystem 1 Hardware 1...n

3.1.1.1.1.1 Hardware Component 1

3.1.1.1.1.2 Hardware Component 2

3.1.1.1.1.n Hardware Component n

3.1.1.1.2 Subsystem 1 Software Release 1...n

3.1.1.1.2.1 Software Release 1

3.1.1.