SMR4 Attachment J-09 - SMR4 Program Extract of Applicable Sections - FAA WBS 5.3_v2.pdf

SIR 693KA7-25-R-00001

Surface Movement Radar Model 4 (SMR4) Section J, Attachment J-09

FAA Standard Work Breakdown Structure January 2021

SMR4 Program Extract of Applicable Sections

Version 5.3

Section J, Attachment J-09

CONTENTS

3 SOLUTION IMPLEMENTATION

3.1 Prime Mission Product

3.1.1 Prime Mission Product Subsystems

3.1.1.n Prime Mission Product Subsystem n (Specify) 3.1.1.n.1 Subsystem n Hardware Configuration Items 3.1.1.n.1.n Subsystem n Hardware Configuration Item n (Specify) 3.1.1.n.2 Subsystem n Software Releases 3.1.1.n.3 Subsystem n Integration, Assembly, Test, and Checkout

3.1.2 PMP Software Releases

3.1.2.n Software Release n (Specify)

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

3.2 System Engineering

3.3 Program Management

3.4 Test and Evaluation

3.4.1 Development Test

3.4.2 Operational Test

3.4.3 Test Facilities

3.4.4 Independent Operational Assessment

3.5 Integrated Logistics Support

3.5.1 Maintenance Planning

3.5.2 Direct-Work Maintenance Staffing

3.5.3 Support Equipment

3.5.4 Maintenance Support Facilities

3.5.5 Training, Training Support, and Personnel Skills

3.5.6 Supply Support

3.5.7 Packaging Handling, Storage, and Transportation

3.5.8 Technical Data

3.5.9 Computer Resources Support

3.6 Flight Standards, Regulations, and Rulemaking

3.7 Implementation and Deployment

3.7.1 Implementation Planning, Management, and Control

3.7.2 Environmental and Occupational Safety and Heath Compliance

3.7.3 Implementation Engineering

3.7.4 Real Estate

3.7.5 Facilities

3.7.6 Infrastructure

3.7.7 Airspace Design

3.7.8 Key Site Integration, Assembly, Checkout, and Test

3.7.9 In-Service Decision

3.7.10 Site Installation and Activation

Section J, Attachment J-09

3.7.10.n Site n (Specify) 3.7.10.n.1 Infrastructure 3.7.10.n.2 Airspace Design 3.7.10.n.3 Site Engineering and Preparation 3.7.10.n.4 Solution Installation and Checkout 3.7.10.n.5 Joint Acceptance Inspection and Commissioning 3.7.10.n.6 Dual Operations 3.7.10.n.7 Decommissioning and Removal of Replaced Assets

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

4.10.6 FAA Cloud Services and Enterprise Information System

4.11 NAS Charting and Aeronautical Information Management

Section J, Attachment J-09

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

Section J, Attachment J-09

INTRODUCTION

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

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.

Section J, Attachment J-09

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.

Version 5.3 modifies the Introduction to more clearly specify exactly what is required by AMS policy when constructing the program work breakdown structure; refines and simplifies the program work breakdown structure in Section 3; changes Implementation and Deployment to require work activity to be specified for each implementation site; combined AMS decision point work activity within the associated phase; and eliminated duplicative work activity associated with solution installation and checkout at the key site.

FAA Standard Work Breakdown Structure Organization

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

FAA Standard

WBS

3 Solution Implementation

4 In-Service Management

2 Investment Analysis

1 Service Analysis

Figure 2 FAA Standard WBS

• 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.

Section J, Attachment J-09

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.

Section J, Attachment J-09

Figure 3 specifies the program work breakdown structure. Figure 4 defines the work breakdown for the prime mission product.

Figure 3 Program Work Breakdown Structure

3 Program Name

3.1 Prime Mission Product

3.2 System Engineering

3.3 Program Management

3.4 Test and Evaluation

3.5 Integrated Logistics Support

3.6 Flight Standards, Regulation, and Rulemaking

3.7 Implementation and Deployment

Figure 4 Prime Mission Product Work Breakdown Structure

3.1. Prime Mission Product

3.1.1 Prime Mission Product Subsystems

3.1.1.n Prime Mission Product Subsystem n (Specify) 3.1.1.n.1 Subsystem n Hardware Configuration Items 3.1.1.n.1.n Subsystem n Hardware Configuration Item n (Specify) 3.1.1.n.2 Subsystem n Software Releases 3.1.1.n.3 Subsystem n Integration, Assembly, Test, and Checkout

3.1.2 Prime Mission Product Software Releases

3.1.2.n Software Release n (Specify)

3.1.3 PMP Integration, Assembly, Test & Checkout

Note that Figure 4 defines the work breakdown structure for a single prime mission product. Some complex FAA investment programs may consist of multiple prime mission products that must work together to obtain the required operational capability. In these cases, 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

Section J, Attachment J-09 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 (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 (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. 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 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 3.2 through 3.7: system engineering; program management; test and evaluation; integrated logistics support; flight standards, regulation, and rulemaking; and implementation and deployment. 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.

Section J, Attachment J-09

Figure 5: Sample Work Breakdown Structure for Terminal System Radar

3.1 Terminal Radar System

3.1.1 Terminal Radar System Subsystems

3.1.1.1 Transmitter

3.1.1.1.1 Transmitter Hardware

3.1.1.1.2 Transmitter Software

3.1.1.1.3 Transmitter Integration, Assembly, Test & Checkout

3.1.1.2 Receiver

3.1.1.2.1 Receiver Hardware

3.1.1.2.2 Receiver Software

3.1.1.2.3 Receiver Integration, Assembly, Test & Checkout

3.1.1.3 Controller Workstation

3.1.1.3.1 Controller Workstation Hardware

3.1.1.3.2 Controller Workstation Software

3.1.1.3.3 Controller Workstation Integration, Assembly, Test & Checkout

3.1.2 Terminal Radar System Software

3.1.2.1 Software Release 1

3.1.2.2 Software Release 2

3.1.2.3 Software Release 3

3.1.2.4 Software Product Engineering

3.1.3 Terminal Radar System Integration, Assembly, Test & Checkout

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 Workstation Subsystem Configuration Items

3.1.1.3 Controller Workstation

3.1.1.3.1 Controller Workstation 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 Workstation 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

Section J, Attachment J-09

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 (see next page) 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.

Figure 7 Sample Composite Program Work Breakdown Structure

3.1 Terminal Radar

3.1.1 Terminal Radar Subsystems

3.1.1.1 Transmitter

3.1.1.1.1 Transmitter Hardware

3.1.1.1.2 Transmitter Software

3.1.1.1.3 Transmitter Integration/Assembly/Checkout

3.1.1.2 Receiver

3.1.1.2.1 Receiver Hardware

3.1.1.2.2 Receiver Software

3.1.1.2.3 Receiver Integration/Assembly/Checkout

3.1.1.3 Controller Workstation

3.1.1.3.1 Controller Workstation Hardware

3.1.1.3.2 Controller Workstation Software

3.1.1.3.3 Controller Workstation Integration/Assembly/

3.1.2 PMP Software Releases

3.1.2.1 PMP Software Release 1

3.1.3 PMP Integration, Assembly, and Checkout

3.2 System Engineering

3.3 Program Management

3.4 Test and Evaluation

3.4.1 Development Test

3.4.2 Operational Test

3.4.3 Test Facilities

3.4.4 Independent Operational Assessment

3.5 Integrated Logistics Support

3.5.1 Maintenance Planning

3.5.2 Direct Work Maintenance Staffing

3.5.3 Support Equipment

3.5.4 Maintenance Support Facilities

3.5.5 Training & Training Support

3.5.6 Supply Support

3.5.7 Packaging, Handling, Storage, Transport

3.5.8 Technical Data

3.5.9 Computer Resources Support

3.6 Flight Standards, Regulation, Rulemaking

3.7 Implementation and Deployment

3.7.1 Planning, Management, Control

3.7.2 EOSH Compliance

3.7.3 Implementation Engineering

3.7.4 Real Estate

3.7.5 Facilities

3.7.6 Infrastructure

3.7.7 Airspace Design

3.7.8 Key Site Integration, Assembly, Checkout, Test

3.7.9 In-Service Decision

3.7.10 Site Installation and Activation

3.7.10.n Site n (Specify)

Program WBS

3.4.6 Independent Operational Assessment

3.5.1 Maintenance Planning

3.5.2 Direct Work Maintenance Staffing

3.5.5 Training & Training Support

3.5.9 Computer Resources Support

3.7.4 Real Estate

3.7.5 Facilities

3.7.6 Infrastructure

3.7.7 Airspace Design

3.7.10 Site Installation and Activation

Support Contract WBS

Government Support WBS

3.2 System Engineering

3.3 Program Management

3.4.1 Development Test

3.4.2 Operational Test

3.5.8 Technical Data

3.1.1.3 Controller Workstation

3.1.1.3.1 Controller Workstation Hardware

3.1.1.3.2 Controller Workstation Software

3.1.1.3.3 Workstation Integration Checkout

Subcontract WBS

Contract WBS

3.1 Terminal Radar

3.1.1 Terminal Radar Subsystems

3.1.1.1 Transmitter

3.1.1.1.1 Transmitter Hardware

3.1.1.1.2 Transmitter Software

3.1.1.1.3 Transmitter Integration/Assembly/Checkout

3.1.1.2 Receiver

3.1.1.2.1 Receiver Hardware

3.1.1.2.2 Receiver Software

3.1.1.2.3 Receiver Integration/Assembly/Checkout

3.1.1.3 Controller Workstation

3.1.1.3.1 Controller Workstation Hardware

3.1.1.3.2 Controller Workstation Software

3.1.1.3.3 Workstation Integrate/Assembly/Checkout

3.1.2 PMP Software Releases

3.1.2.1 PMP Software Release 1

3.1.3 PMP Integration, Assembly, and Checkout

3.2 System Engineering

3.3 Program Management

3.4 Test and Evaluation

3.4.1 Development Test

3.4.2 Operational Test

3.5.3 Support Equipment

3.5.5 Training & Training Support

3.5.6 Supply Support

3.5.7 Packaging, Handling, Storage, Transport

3.5.8 Technical Data

3.7.8 Key Site Integration, Assembly, Checkout, Test

3.7.10 Site Installation and Activation

3.7.10.n Site n (Specify)

Section J, Attachment J-09

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: Prime mission product subsystems and major software releases constitute 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 (see next page) 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, update the 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

Section J, Attachment J-09 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.

Figure 8: Work Breakdown Structure Evolution

• Program office work activity

• Prime mission product contractor work activity

• Support contractor work activity

• Government organization support activity

Preliminary Program

Work Breakdown Structure

Preliminary Prime Mission Product

Contract WBS(s)

Approved Program

Work Breakdown Structure

Preliminary Support Contract

WBS(s)

Preliminary Government Support

WBS(s)

Prime Mission Product Contract WBS(s)

Updated Program

Work Breakdown Structure

Support Contract WBS(s)

Government Support WBS(s)

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

Section J, Attachment J-09 system configuration item it supports. Be sure to include work activities associated with safety compliance during software development and certification.

Section J, Attachment J-09

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 embers, and stakeholder organizations.

Section J, Attachment J-09

3 SOLUTION IMPLEMENTATION

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. 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:

Section J, Attachment J-09

Investment Program Name

3.1 Prime Mission

Product

3.3 Program

Management

3.2 System

Engineering

3.6 Flight Standards, Regulations, Rulemaking

3.4 Test and

Evaluation

3.5 Integrated

Logistics Support

3.7 Implementation

and Deployment

Figure 3.1 Program Work Breakdown Structure

Section J, Attachment J-09

This format is similar to that 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 Prime Mission Product Subsystems

3.1.1.n PMP Subsystem n (Specify) 3.1.1.n.1 Subsystem n Hardware Configuration Items

3.1.1.n.1.n Subsystem n Hardware Configuration Item n (Specify) 3.1.1.n.2 Subsystem n Software Releases

3.1.1.n.2.n Subsystem n Software Release n (Specify) 3.1.1.n.3 Subsystem n Integration, Assembly, Test, and Checkout

3.1.2 PMP Software Releases

3.1.2.n Software Release n (Specify)

3.1.3 PMP Integration, Assembly, Test, and Checkout

3.2 System Engineering

3.3 Program Management

3.4 Test and Evaluation

3.4.1 Development Test

3.4.2 Operational Test

3.4.3 Mock-ups and Integration Labs

3.4.4 Test Facilities

3.4.5 Independent Operational Assessment

3.5 Integrated Logistics Support

3.5.1 Maintenance Planning

3.5.2 Direct-Work Maintenance Planning

3.5.3 Support Equipment

3.5.4 Maintenance Support Facilities

3.5.5 Training, Training Support, and Personnel Skills

3.5.6 Supply Support

3.5.7 Packaging, Handling, Storage, and Transportation

3.5.8 Data

3.5.9 Computer Resources Support

3.6 Flight Standards, Regulations, and Rulemaking

3.7 Implementation and Deployment

3.7.1 Implementation Planning, Management, and Control

3.7.2 Environmental and Occupational Safety and Heath Compliance

3.7.3 Implementation Engineering

3.7.4 Real Estate

3.7.5 Facilities

3.7.6 Infrastructure

3.7.7 Airspace Design

3.7.8 Key Site Integration, Assembly, Checkout, and Test

3.7.9 In-Service Decision

3.7.10 Site Installation and Activation

3.7.10.n Site n (Specify) 3.7.10.n.1 Infrastructure 3.7.10.n.2 Airspace Design 3.7.10.n.3 Site Engineering and Preparation 3.7.10.n.4 Solution Installation and Checkout 3.7.10.n.5 Joint Acceptance Inspection and Commissioning 3.7.10.n.6 Dual Operations 3.7.10.n.7 Decommissioning and Removal of Replaced Assets

Section J, Attachment J-09

Figure 3.2 specifies the minimum level to which program execution must be planned, costed, scheduled, and tracked.

Organize all prime mission product contractor work activity for the development, assembly, integration, test, and checkout of the prime mission product within WBS Section 3.1 Prime Mission Product. The remaining level 2 work breakdown elements (i.e., 3.2 – 3.7) contain a mix of all other work activity assigned to the prime mission product contractor, program office, support contractor(s), and other government organizations to obtain and deploy the prime mission product or service and its supporting infrastructure. For example, specify all prime mission contractor work activity associated with the functional and physical configuration baselines under 3.2 System Engineering and specify all supply support work activity within 3.5.6 Supply Support.

A program WBS may need to be more complex than what Figure 3.2 specifies. For example, if there is more than one prime contractor working on different elements of an overall operational capability, you may need a separate Section 3.1 for every prime mission product you will need for the overall solution. For high-risk development activity, you may wish to specify a work breakdown below the subsystem level and require cost and progress reporting to the configuration item level to obtain management reporting on key high-risk elements.

3.1 Prime Mission Product

The prime mission product consists of the hardware and software necessary to accomplish the specified mission of the investment initiative. Within the FAA, the prime mission product is typically a radar system, navigation system, communications system, information system, weather system, surveillance system, automated information system, facility, or some combination of these products, necessary to achieve a specific operational capability that is approved and funded by the FAA. It typically consists of some complex of hardware, software, data, services, procedures, and facilities.

Section 3.1 of the work breakdown structure contains all prime contractor activity associated with the design, development, production, test, and checkout of the prime mission product. When the prime mission product consists of several FAA systems (e.g., surveillance system, communications system, data processing system, navigation system, etc.), list each system separately at level 2 of the program work breakdown structure and break out to lower levels as appropriate.

This element includes all work activities associated with the prime mission product, for example:

a. Definition and development of prime mission requirements and specifications, as well as flow down to subsystem requirements and specifications

b. All integration, assembly, test, and checkout, as well as technical and management activity, associated with the overall prime mission product

c. All non-recurring production start-up costs such as facility expansion, retooling, or acquisition of production equipment

d. All whole and partial prime contractor, subcontractor, and vendor breadboards, brass boards, and qualification test units

e. Design, development, and production of complete units (i.e., the prototype or operationally configured units which satisfy requirements of applicable specification(s) regardless of end use)

f. Factory special test equipment, special tooling, and production planning required to fabricate the prime mission product

Excludes for example:

a. Those “less than whole” units (e.g., test, spares, etc.) consumed in support of product-level tests.

b. Duplicate or modified factory special test equipment delivered to the government for depot repair (should be included in the integrated logistics support equipment element of this WBS)

3.1.1 Prime Mission Product Subsystems

This section includes all PMP contractor activity associated with the design, development, and production of the hardware and software components of each PMP subsystem. Identify and specify each prime mission product subsystem as an

Section J, Attachment J-09 individual level 4 WBS element within section 3.1.1.n. For example, level 4 PMP subsystems for a radar surveillance system might include the radar transmitter, receiver, signal processor, controller display, data processor, and interfaces with other operational systems. The subsystems specified here will constitute the level at which the prime mission product contractor will report actual cost and schedule information. It is crucial to specify each high-risk subsystem of the overall prime mission product as a separate WBS element to obtain visibility into contractor progress on those high-risk elements.

For Tech Refresh investment programs, include only those subsystems you intend to refresh.

NOTE: Several prime mission product paragraphs identify work breakdown elements as (n). Where this notation occurs, the parent work breakdown element is decomposed to the next (child) level using the appropriate title and numbering identification. For example, if a radar system has multiple subsystems, each subsystem (n) must have an appropriate name (e.g., transmitter, receiver, workstation, signal processor) and work breakdown number identifier as follows:

3.1. Radar System

3.1.1 Radar Subsystems

3.1.1.1 Transmitter

3.1.1.2 Receiver

3.1.1.3 Work Station

3.1.1.4 Signal Processor

To reiterate, aggregate contractor work activity associated with each prime mission product subsystem as a separate level 4 subsection within WBS 3.1 and use this structure as the foundation for the contract WBS and progress reporting. Note that you should identify all software integral to a specific equipment, subsystem, or component with that equipment, subsystem, or component.

Each level 4 subsystem section includes for example:

a. All design, development, production, and assembly effort to obtain each subsystem as an entity including all embedded hardware and computer software configuration items. A CSCI is an aggregation of software or any of its discrete portions that satisfies an end-use function and is designated for configuration management. A HWCI is an aggregation of hardware designated for configuration management and treated as a single entity in the configuration management process.

b. All associated special test equipment, special tooling, and production planning, and all associated technical and management activity.

c. All software components, consisting of applications and system software required to direct and maintain the specific subsystem.

d. All work activity to define subsystem requirements and specifications.

e. All work activity to develop subsystem logistics support elements (e.g., technical data, training support, test equipment).

f. All in-plant integration, assembly, test, and checkout of hardware and software configuration items into the subsystem, including subsystem hardware and software integration and test.

g. Interface materials and parts required for in-plant integration and assembly of other level 4 WBS components into the subsystem and all materials and parts, or other mating equipment furnished to an integrating agency or contractor.

h. Cables, conduits, connectors, shelters, and other devices associated with the subsystem.

Excludes, for example:

a. All effort associated with the integration, assembly, test, and checkout of subsystems into the prime mission product.

b. All work activity associated with a specific operational site, training facility, or test facility. Work activity of PMP components to be installed at operational site or an FAA training facility is captured in 3.7 Implementation and Deployment.