08Dec Industry Day Acq Mgt Brief_09MDA4150.pdf

MiDAESS Acquisition Management Group Update

Ms. Katrina Wahl Deputy for Acquisition Management

Missile Defense Agency

December 19, 2008Distribution Statement A:

Approved for public release;

distribution is unlimited

Approved for Public Release

09-MDA-4150 (08 JAN 09)

09-MDA-4150 (08 JAN 09)

Purpose

State of the Union

- What is driving the shift in MDA Acquisition Management?

• What are we doing to meet this challenge?

- System level and Program level

• How are we Implementing this shift?

- Rigorous adherence to updated policies and processes

09-MDA-4150 (08 JAN 09)

Purpose

• What this means to the workforce

- What is expected from workforce

• Organizational Conflict of Interest

- Why this is important

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“State of the Union”

• MDA’s business environment has significantly changed

- BMDS evolving from primarily R&D to Full Life Cycle

Management

- Budget uncertain, new Administration, shift in human resources (Industry/Gov’t)

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“State of the Union”

• Significant acquisition activity forecasted in the next 2+ years:

- 8+ major contracts ending; restructuring 50+ service contracts; most acquisition activity since 2004

- Revisit Acquisition Strategies; leverage benefits of competition

- Success depends on effective/integrated product teams (IPTs)

– PMs must dedicate best/brightest AND still continue normal program execution

– Plan at least 1 year prior; may require dedicated effort of

10-20% within PMO

– Functional Managers must provide similar support

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“State of the Union”

• Sea-state change; significant acquisition quality and rigor required

- Integrated thinking; consistent processes; discipline

- Rebuild Government PMO and staff SMEs (recruit, train, retain)

- Transition from Prime Contractor reliance to Government PMO expertise

- Revamped Toolkit: policies, training, instructions, products (Portal)

- PMs are responsible to the Director (with DA support) and will use these Toolkit processes

"Toto, I've a feeling we're not in Kansas anymore"

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What are we doing to meet the challenges?

• Developing high-level BMDS Acquisition Strategy direction

- System Acquisition Strategy flows to individual

Program/Element Acquisition Strategies

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What are we doing to meet the challenges?

• Single, over-arching BMDS acquisition management framework

- Directive signed by MDA/D, providing over-arching Policy

- Establishes enterprise-wide acquisition policies and processes for BMDS’ life cycle

– Dovetail into, but not duplicate, other MDA decision making Boards

– Not intended to replace DoD 5000 series regulations

- Delegates implementing authority describing Process to

MDA/DA

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What are we doing to meet the challenges?

• Program/Element support

- Functional Management support – hiring, training, retaining

- Surge Support – e.g., Acquisition Support Teams (AST)

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Implementing the Acquisition Framework Increased Discipline & Rigorous Processes

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What is expected from the Workforce?

• Attention to formal policies, processes, instructions…

- Ability to work in dynamic and shift environment as these policies and processes are finalized

• Complying to policies, processes, instructions…

- Additional rigor, discipline and timeliness

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What is expected from the Workforce?

• Focus on Unified and Integrated BMDS

- Embrace top-down requirements flow, not stove piped from Elements/Programs up

- Balance Program/Element perspective with the primary goal of enhanced BMDS capability

• Emphasize Integration Teams

- Acquisition teams comprised of functional reps:

Technical, Budget, Acquisition, Contracts, Test …

- Acquisition teams will also comprise of cross- Program/Element members

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What is expected from the Workforce?

• Understand “who you work for”

- Functional Management incorporates the PM leading the execution of the Program/Element (the “what”) and the Functional Manager managing the process (the “how”)

• Proactive involvement in Policy development

- Understand the policies as they are developed to provide valuable feedback/lessons learned

- Be part of the solution

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Organizational Conflict of Interest

• Significant number of Acquisition Management activities are “Competition Sensitive”

• REQUIREMENT to keep Development (Prime) Contractors utterly separate form Support Contractors

• Recent examples of why we must have this separation….

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Additional Topics

• Logistics?

- Evolved role and responsibility

- Transition to DD/DL

• Functional Management?

- Specific support to manage Functional Management

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Summary

Reshaping Policy, Instructions and Guidance to allow MDA to respond rapidly to ever increasing acquisition and contracting activity

Workforce must achieve the required rigor, discipline and timeliness needed to

Satisfy both BMDS (System) goals and Program (Element) goals

Collaborative teamwork will ensure acquisition excellence