Transcript AFCEA Tidewater

14 August 2007
SPAWAR Systems Center
Charleston
Contracts Department
William Paggi
Head, Contracts Department
August 14, 2007
Improving operational effectiveness through common integrated C4ISR solutions
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
What We Do - C4ISR & IT
4
C ISR
Command
Control
Communications
Computers
Intelligence
Surveillance &
Reconnaissance
• Network Systems & Support
• Physical & Computer Security
• Command & Control
• Information Assurance
• Information Technologies
• Sensor Systems
• Communications
• Image Processing
• Visual Information Systems
• Wireless Technologies
• Cryptologic & Intelligence
• Command Center Services
• Anti-Terrorism / Force Protection
• Expeditionary C4I Systems
• Modeling & Simulation
• Navigation Systems
• Meteorology
• ATC Engineering/ Technical Services
Delivering Knowledge
Superiority to the
Speed to
Warfighter Through
Engineering Excellence Capability
Rapid
Leveraging
Prototyping Technology
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
2
Mission, Vision and Strategy
Mission
We enable knowledge superiority to Naval
and Joint Warfighters through the
development, acquisition, and life cycle support of
effective, integrated Command, Control, Communications,
Computer, Intelligence, Surveillance and Reconnaissance
(C4ISR) systems, Information Technology (IT), and Space
capabilities.
Vision
S1: Fully Netted in Three
FORCEnet / NNFE
 Fully Netted Force
Sea Enterprise
 Fully Netted
Resources
Speed to Capability
MWR MobileNet
Leveraging
Leveraging
Technology
Technology
NETCOP- Network
Common Operating Picture
Pocketscope
Body Worn
Variant
Rapid
Rapid
Prototyping
Prototyping
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
3
Leveraging on Our Success
SSC Charleston Marine Corps System Command
UAH Integration Cost: $4,659/Vehicle
C a p a b i l i t y/ C a p a c i t y i n Pl a c e
MRAPs,
Ready for Tasking
M R A P
M i n e
Resistant Ambush
Protected Vehicle
The Pentagon’s
"highest priority"
procurement effort
“The urgency of the
situation . . .
requires that we
thoroughly evaluate
all options to put
as much of this
enhanced capability
in the hands of our
troops as rapidly
as reasonably
possible.”
Defense Secretary
Robert Gates
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
4
Organization – Now & Next
Commanding Officer
Technical Director
Business Area Management / CRM
Ken Slaughter
Human Capital Planning
Financial Management
Freddie Hicks
Director of
C4ISR Platform
Integration & Del
Shelly Dandridge
Contracts Management
Corp COMMS / PAO
Bob Kappler
William Paggi
CIO / IT/ NMCI / ERP
Legal
Gail Silverman
Bob Bush
ISEA
Richard Morgan
Installations
Mike Johnson
C4ISR Product Delivery
Business
Operations
Pete Van
Testing & Evaluation
Mike Peebles
HSI
Assessment & Systems Integration
Phil Charles
(TD) ISR / IO
RDT&E Labs
Admin
Departments
Systems Engineering
Admin
Mike Kutch
Tech
Departments
Nelson Ard
Tidewater
Technology Transfer
Tech
Departments
Stephen Jarrett
ISR/ IO
Executive
Officer
Engineering
Operations
SEG
Systems Engineering Group
Tech
Departments
Mike Kutch (Acting TD)
C2
COMMS
Charlie Adams
Tech
Departments
Kevin McGee
Business Board
C2
COMMS
Deputy
Technical
Directors
Jennifer Watson
CHENG
0E
X0
00
09
Board of Visitors
SEG
STG
Dept Head/DTD Dept Head/DTD
C2
COMMS
Dept Head/TD
ISR
Dept Head /TD
Business IT
–COO(0-5)
COO
–Install/Prod
–ISEA/Nor. Mil
Norfolk Regional
Customer Unit
Director of
Business ES
Europe Regional
Customer Unit
–Admin
–Liaison/PAO
–Counsel
–EEO
–IT
–Internal Review
Tampa Regional
Customer Unit
Contracts
Contracts
Contracts
Contracts
Contracts
Comptroller
Comptroller
Comptroller
Comptroller
Contracts
Comptroller
Contracts
Director,
Workforce Opt
Workforce
Workforce
Workforce
Workforce
Core Enterprise
Services (ES)
Director, Regional
Customer Operations
(0-6 Billet)
Statement A: Approved for public release; distributionRev
is unlimited
(13 August 2007)
B
Core Technical Competencies
DC Regional
Customer Unit
Future Regional
Customer Units
Regional
Customer Focus
5
SSC C Local Competency Leads
SYSTEMS CENTER
Charleston
CAPT Hoover/J Ward
1.0
FINANCE
3.0
LEGAL
Freddie Hicks
5.0
ENGINEERING
7.0
S&T
Phil Charles
James Ward
Gail Silverman
2.0
CONTRACTS
SSC C
Local Site Leads
4.0
Log/Install/ISEA
William Paggi
6.0
8.0
CORP OPS
PROGRAM MNGMT
Ken Slaughter
Gary Scott
Pete Van
Mike Johnson
5.0A
Deputy
Greg Hays
5.1
Enterprise
Systems
Engineering
Phil Charles
5.3
Command
and
Control
5.5
5.7
Comms and
Networks
Space
Systems
Kevin McGee
Charlie Adams
5.2
Netcentric
Engineering &
Integration
5.4
Business
Systems /
EIS
Jennifer Watson
Pete Van
Jennifer Watson
5.9
System T&E
and
Certification
Charlie Adams
Kevin McGee
5.6
5.8
ISR/IO
Information
Assurance
Mike Kutch
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
Mike Kutch
6
Code 50 – Communications Systems Dept
• Networks
Engineering
• Platform
Communications
• Tactical
Communications
• RF Communications
• Communications &
Information Systems
Development
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
7
Code 60 – Command & Control Systems Dept
• Integrated C4ISR Systems
• C2 Engineering
• Enterprise Systems
• Air Traffic Control Systems
• Aviation Technology
Services
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
8
Code 70 – Intelligence & Information Warfare Systems Dept
• IW Exploitation Systems
• Information Assurance
• Information Warfare
• Force & Infrastructure
Protection
• Computer Information Sys.
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
9
Code 80 – Tidewater C4ISR
Other (Fleet Support; Corporate Production)
• C4ISR Systems
Engineering
• Shipboard, Submarine,
Shore-Based C4ISR
Installations
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
10
Major Customers
•
•
•
•
•
•
•
•
•
•
9%
Other
Federal
Navy
USMC
Army
33%
Air Force
Joint
COCOMs
USJFCOM
Department of Defense
Department of State
Federal Aviation Administration
Department of Treasury
– U.S. Mint
• National Science Foundation
• Department of Homeland Security
–
–
–
–
U.S. Border & Transportation Security
U.S. Coast Guard
U.S. Secret Service
Information Assurance / Infrastructure
Protection
– Office of Disaster Preparedness
– Federal Emergency Management Agency
• Department of Justice
$2.1Billion
58%
Naval/
Maritime
New Orders
for FY 06
82% supports private
industry
• Navy Working Capital Fund
Organization
–Receive no Mission or direct
appropriated funds
–Must satisfy customer and control
our rates
• Government / Contractor
Team
–Wide range of C4ISR products and
services
–Large portfolio of contracts ($6B
available ceiling)
–Unlimited contracting authority
Leveraging Diverse Customers
 Drives cost down
 Increases competency
 Delivers Joint capabilities
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
11
Our Business Model
8%
Computer
Science/Engineering
(185)
18%
45%
Engineering &
Science
(1052)
Computer
Specialist (418)
14%
Major
Defense
5% Contracts & Supply (122)
3% Finance & Budget (82)
3%
General Clerical (69)
4%
3%
IT Support (93)
7%
Logistics (73)
4%
Other (170)
Program Management (95)
Over 2,400
Government
Employees
+
Over 9,000
Contractors
=
45%
Small
Business
Prime
41%
Mid-Size
Business
Effective &
Efficient Solution
to the “Global War
on Terror”
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
12
Commitment to Small Business
50.0%
DoD FY06 Goal
SPAWAR FY06 Goal
Our FY 06 Goal
Our FY 05 Achievement
Our FY 06 Achievement
45.0%
40.0%
35.0%
30.0%
Total dollar awards to
U.S. Firms: $1.64B
25.0%
20.0%
Statistics from Procurement Management
Reporting System of November 2006
15.0%
Major
DoD
14%
Mid-Size
Business
41%
Small
Business
45%
10.0%
5.0%
0.0%
S. B. Prime
SDB
WomanOwned
HUBZone
SDVOSB
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
13
Contracts and Logistics Department
CAPT Red Hoover
CO
J00
Mr. James Ward
ED
J09
J02B
Business
Operations
TBD
J02C
Contract
Rqmts Team
Mr. J. Crawley
J02
Contracts and Logistics
Department
Mr. W.M. Paggi
J02A
Chief of
Operations
Ms. D. Murphy
J023
Logistics Division
Mr. W. Johnston
J0231
Logistics Branch
Ms. T. Gray
J025
Code 50 Division
Mr. Steve Harnig
J0251
Dee Cleaver
J026
Code 60 Division
Ms. K. Breitkreutz
J0261
DO/TO Branch
Evelyn White
J02X
DCAA Financial
Advisor
Ms Connie Turner
J027
Code 70 Division
Ms. L. Rosenbaum
J0271
DO/TO Branch
Gloria Myers
J028
Code 80 Division
Ms. A. Orvin
J0281
DO/TO Branch
Vacant
J0282
Norfolk Branch
Gail Sabato
J0232
Property Branch
Ms. L. Ward
J0233
Transportation
Branch
Ms. T. Gray (A)
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
14
Acquisition and Contracting Capability
Unlimited Contracting Authority
Totally Turnkey Acquisition Capability
Civilian
Contractors
Annual Workload
FY 05
Military
Actions
16,354
World-Class
Contracting Organization
Enabling Speed to
Capability with
Industry Solutions
Warfighter Needs
FY06
Dollars
$1.5B
Actions
15,629
Dollars
$1.7B
250 Active Contracts with available
ceiling of $6B
Use Full Spectrum of Contract Types
and Performance Based Contracting
Techniques (CPAF/CPIF/CPFF/T&M/FFP)
Highly Professional Workforce
Integrated, co-located with Technical
Personnel
Reality
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
15
FY 07 Contracting Statistics
FY 07 OCT-JUN (Estimate)
Total $ Obligated
$1,282,438,789
Percent of Dollars Obligated
to SB Primes
37%
Percent of Dollars Obligated
to LB Primes
63%
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
16
Contract Strategy
• SPAWARSYSCENCHASINST 4200.9
– “SPAWARSYSCEN will develop and maintain
contractor capacities by planning for, and sustaining a
centrally managed and controlled portfolio of contract
vehicles with the appropriate mix of small and large
businesses/contractors sufficient to meet the
Command’s contract support requirements”
– “The SPAWARSYSCEN Charleston contracting
strategy shall strive to develop and maintain the right
mix of contractor capabilities and capacities through
the establishment of a portfolio of contract vehicles
initiated at the Command, department, division and
branch level in strategically important functional areas.
To the maximum extent possible the objective is to
create contracts that can be, and are used, across the
command”
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
17
Strategy Aligned Contract Portfolio
1%
Strategic
Planning
Command Wide
Operations
• Financial Mgmt • Facilities
• Admin Support • Warehousing
Installation
Command Wide
Technical Ops
14%
40%
45%
Specialty / Niche
Production / Assembly
Seaport-e, DOD MACs
(not including Seaport-e)
% of $ Capacity
Dept of Justice / FBI
DHS
NSF
Dept of Treas / US Mint
FAA
Dept of State
DoD
Air Force
ARMY
USMC
Navy
Spawar/SSC IDIQs
12.70%
Pillars
• Business IT
• C2
• Comms and
Networks
• IO / ISR
Larger Contracts with Major
Industry Partners Aligned to Market
Segments and /or Technology Areas
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
Major
Defense
44.05%
Small
Business
Prime
43.25%
Mid-Size
Business
18
Technical Pillar Strategy
IA
IW
Security Sys
RCU Support
(u) Unrestricted Competition
GWOT (7862/3)
$218M – Amti/Gemni
ATFP( 7148)
$143M – MC Dean
SALTS (7861)
$314M - BAE
Socom Supp (3830)
$49M - EMA
Eucom Sys Eng (5127)
$65M – MC Dean
OCONUS Secure Networks
$75M
JMIS IA
$250M(u)/50M(sbsa)
Netwarcom IA
$100M (u)/50M(sbsa)
IW Sys Devel
$250M(u)/50M(sbsa)
RF Comms Eng
$TBDM
Comms ISEA
$TBDM
Mission Module Platform Integration - $250M
Comms/Neworks (5852)
$48M - Titan
Network Arch Devel
$420M(u)/$70M(sbsa)
Planned
Vehicle Integration - $250M
Comms
/Networks
In Process
Corporate Production (7845) $216M - Stanley
Tactical C2 (6844)
$195M - EMA
C2 Sys Eng (6842)
$149M - Titan
Adv Tech/SOA(6868)
$422M - SAIC
C2/Comms Eng (6829)
$45M - Mantech
Consolidated Installations (8840, 8842, 8848) $654M - KI, Milcom
C2
Current And Ongoing
8(a) Engineering Support Multiple Award - $150M
Focus Area
Centaf ATC
$450M
Centaf Comms
$476M
(sbsa) Small
Business
Set
Statement
A: Approved for
publicAside
release; distribution is unlimited (13 August 2007)
Data as of 31 Jan 07
19
Seaport-E
 Optimizing the Use of Seaport-E
 Seaport-E offers a viable solution for many of
SSC Charleston’s procurement needs
 Targets of opportunity include:
 Recurring GSA, BPA and/or purchase
orders for services
 Services that have a more definitive scope
and are in support of a limited number of
customers
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
20
Seaport-E (Cont’d)
 Optimizing the Use of Seaport-E
Lessons Learned --
 A task order awarded under the MAC is not
intended to be a “mini-IDIQ”, where specific
tasking becomes defined and funded as
projects arise
 Mixing multiple lines of accounting from
various funding sources (sponsors)
continues to be a concern
 Increased concerns about the period of
performance for tasking citing FY expiring
funds
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
21
Seaport-E (Cont’d)
FY 07 STATISTICS (ESTIMATE)
Total $ Value of FY 07 Seaport Awards To Date:
Total $ Value of Pending Award:
% SB Prime Awards:
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
$185M
$135M
43.3%
22
Requirements Initiation
10 Day Time Limit
Originator Identifies
need for new contract
or follow-on
Defines $ Value and
Scope, Verifies That
No Existing Contract
Can Accommodate
Originator Discusses Best
Approach With Contracts Team
Leader and Obtains Dept
Management Endorsement to
Proceed IAW Dept Procedures
Originator
Finalizes
Package and
Forward to
Contracts
no
Over $5M
or Options
Required?
yes
Develop/Finalize
CIR & Route To
CRT Via Branch
Head, Div Head,
Contracts Div
Head, & Dept
CSC Rep
CRT Screens For
Command/Dept
Contract Strategy
&
Routes to All
Departments For
Comment
CIR – Contract Initiation Request
CRT – Contract Requirements Team
CSC – Contract Strategy Council
CRT
Issues
Or Dept
Additions/
Concerns
yes CIR Forwarded To
Dept CSC Rep
For Resolution
no
CIR Presented at
Weekly CSC
Meeting
yes
CSC
Approv
es
no
Requirement
Viable After
Accommodati
ng Issues?
no
CIR
Withdrawn
yes
Contracts Team
Leader Receives
Signed CIR and
Assigns Buyer
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
Contracts Buyer
Conducts Contract
Planning Conference
23
Contract Strategy Council
• SPAWARSYSCENCHASINST 4200.9
– “The Contract Strategy Council (CSC) is to provide
guidance and coordination of all contract planning
efforts”
Voting Members
Chairman – William Paggi
Co-Chair – Donna Murphy
Code 50 – Donna Bedford
Code 60 – Carissa Miller
Code 70 – William Schneider
Code 80 – Bobby Hensley
Code 09 – Theresa Brutsch
Advisors
SADBU – Bob Meddick
Legal – Mike Roys
CRT – Jim Crawley
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
24
Command Contract Capacity
Command Contract Capacity
Data Date: 08 August 2007
$10,000
Current Ceiling Availability
$5.20 Billion
$9,000
$8,000
Millions
$7,000
Projected Annual Usage:
$1.99 Billion/year
16%/year growth rate
$6,000
$5,000
Contracts in Process
$4,000
$3,000
$2,000
$1,000
Contract Capacity
$FY07
FY08
FY09
FY10
FY11
FY12
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
FY13
FY14
FY15
FY16
25
BSC Reserve Contract Capacity Results
IM2: Enable
Capacity for
Context Work
4th Qtr IM2 Goal: 30%
3rd Quarter FY07 Data:
3rd Qtr IM2 Goal: 15.4%
Current IM2: 23.1%
Code 80
IM2=44.8%
Code 70
IM2=29.8%
Code 60
IM2= 4.5%
Code 50
IM2=36.8%
Prod.
Install
IM2= 6.6%
Staff Code
Support
IM2= -4.5%
0
Current Contract
Burn Rate for Dept
IM2: Enable
Capacity for
Context Work
Dept Burn Rate
Capacity
• Current Command Burn Rate: $1,529,474,940
• Command Burn Rate Capacity: $1,988,219,997
100
200
300
400
500
Annual Burn Rate ($M) Actual vs Capacity
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
600
700
Data Date: 08 August 07
26
Existing Capacity
Competency
A) Business Ops
Data
Total
Count
6
Contract $ Value
$
28,365,202
Ceiling $ Remaining $
12,667,428
B) Prod/Install
Count
7
Contract $ Value
$ 960,101,758
Ceiling $ Remaining $ 581,588,722
C) Communications
Count
76
Contract $ Value
$ 2,350,494,665
Ceiling $ Remaining $ 1,681,477,800
D) Command & Control
Count
116
Contract $ Value
$ 2,322,834,044
Ceiling $ Remaining $ 1,269,807,995
E) IO/ISR
Count
112
Contract $ Value
$ 1,737,571,957
Ceiling $ Remaining $ 990,814,853
F) Tidewater
Count
27
Contract $ Value
$ 870,231,157
Ceiling $ Remaining $ 663,356,475
Total Count
344
Total Contract $ Value
$ 8,269,598,783
Total Ceiling $ Remaining
$ 5,199,713,275
Data Date: 08 August 07
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
27
Contracts in Process
Business Operations
Production / Installs
Communications
Command & Control
IO / ISR
Tidewater
Totals
Sum
Count
Sum
Count
Sum
Count
Sum
Count
Sum
Count
Sum
Count
Sum
Count
Competitive
$
210,700
1
$ 154,000,000
2
$ 1,171,826,712
15
$ 1,536,255,131
19
$ 1,064,382,785
11
$ 139,654,945
7
$ 4,066,330,273
55
Sole Source
$
29,000,000
1
0
0
$ 199,957,895
11
$ 335,311,857
20
$ 157,287,137
14
$
8,143,000
2
$ 729,699,889
48
$
$
$
$
$
$
$
Seaport
61,700,000
1
0
5,000,000
1
10,709,502
1
10,618,485
6
15,000,000
1
103,027,987
10
$
$
$
$
$
$
$
Total
90,910,700
3
154,000,000
2
1,376,784,607
27
1,882,276,490
40
1,232,288,407
31
162,797,945
10
4,899,058,149
113
Data Date: 08 August 07
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
28
Current Best Practices
• Contract Strategy/Contract Requirements Team
– Team of Code 02 engineers dedicated to development of Contract
Request Packages
•
•
•
•
•
•
80% SOO/PWS solution
Standard labor categories
Mission Enablement Multiple Award 8(a) Contract
Turbo Procurement Request Package
Standard Quality Assurance Surveillance Plan and Performance Monitoring Process
Standard Contract Language
– CMMI
– EVM
• Strategy for Procurement of Hardware and Material
• Process Improvement/Lean Events
– Source selection
• All members of ACQ team participate in TEB
• Contract negotiator facilitates TEB
– Legal review/J&A processing
– COR/DOCOR - Task/Delivery order (DCMR process)
• Standardized process for monitoring, measuring and reporting on contractor performance
• Standardized/automated QASP & CDAD
– Based on contractor input
– Automated DCMR process
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
29
Conversion to PBSA
Performance Based Service Acquisition (PBSA)
1
Task Rqmts
Design
Specifications
BOM
2
SOW by WBS
Map Rqmts to
QASP
3
Cost Estimate
by WBS
6.2 Production Engineering (WBS #: 1.212.000.02)
a. The contractor will create, review or suggest engineering changes to the CSRR system
or have recommendations for equipment substitutions. Integration deficiencies are often
identified during the production and testing phases. These issues or recommendations
will be documented through the use of ECPs or, in some cases, Trouble Failure Reports
(TFRs). These suggestions will be sent to the CSRR SA and CSRR ISEA through an
ECP process. The contractor may assist in the assessing the impacts of all ECPs and
provide feedback to the ISEA/SA on schedule, quantity, and funding. The contractor
will not implement any changes to the CSRR system unless given a government-signed
ECP.
6.3 TDP Management (WBS #: 1.212.000.03)
a. The contractor will create or review and provide input to, documentation to support the
SSGN 728 production efforts, including but not limited to:
 Drawing packages
 Assembly procedures
 Cable manufacturing, repair, and test procedures
 Cable run sheets and connector pin-outs
 Cable label files
 Production procedures
 Quality assurance/quality control procedures
 Test plans
 Other documentation related to the procurement,
integration/assembly/production, and quality control of the systems and kits
produced under this tasking
Schedule EVM
Performance
Measurements
Cost Measurement
5
QASP
6
Incentive
Award
Plan
Project
Monitoring
and Control
Contract Performance Management
Contracting Officer’s Rep. (COR) CMMI Processes
• Monitor performance
• Project Monitoring & Control (PM&C)
• Inspection and acceptance
• Supplier Agreement Mgmt (SAM)
COR/DOCOR function CPARS Process PBSA MCP
LSS • COR function (basic contract level)
Event • PM&C/DOCOR function (project / task order level)
• Team Approach
–Followed the 8 step approach
–Identified requirements
–Incorporated results from prior LSS events
b. The contractor will provide engineering and technical services to create or tailor existing
production and integration test procedures for use in testing the CSRR system. The
contractor will provide support to the CSRR Test Director to assist in the development
of CSRR Test Procedures – this may include all test procedures as defined in ref (d).
4
Requirements Described As Outcomes Vice “How To”
Performance Assessed Against Measurable Performance Standards
Fixed Price Contract and/or Incentive Used to Motivate Performance
Quality Assurance Surveillance Plan -- Metrics, AQLs, Std Process for Collection
Quality
Award Term
Schedule
Cost Control
Award Fee
Key Personnel
Incentive Fee
Bus. Relations
PBSA
Perf Stds
(CPARS)
• Currently 87% are PBSA
• CPFF to CPIF,CPAF,FFP, & Award Term
• Std QA Surveillance Plan & Performance
Monitoring Process
• Std Contract Language
–CMMI -- EVM
•
•
•
•
Formal
Assessment
Form
• DCMR/Delivery Order
• Previous COR events
–Developed a standard process
–ID data collection & data flow (best method)
–Leaned process
CPAR’s
–ID automation requirements
–ID additional areas to be modified/
developed to support the process
7 Data correlation & analysis
30
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
Changes on the Horizon
• Implementation of Section 812 of Defense
Authorization Act for FY 06
• NSPS
• Competency Based Organization (CAO)
• NERP
• EVM
• Open Systems Architecture
• POM 10
• NI Total Force
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
31
Multiple Concurrent Events
OCT
FY07
NSPS
ASN (RDA) Personal Involvement
BRAC
ERP
Perf Period
FY08
FY09
FY10
Pay Pool Work
BRAC Actions
NWCF Transition Activity (NORF, NOLA)
SSC-L & SSC-P StandUp
Transition Work & Prep Work for ERP Release 1.1
ERP Actions
ERP “Go Live”
NWCF
NWCF Rates
Rate Preps
CAO Tier 2 Selections
CAO
Tier 2
Slating
PE
NNFE
OTHER
WE
POM 10
PR 11
POM 12
N1
TOTAL
FORCE
CAO
Stand Up
Phase 1
CAO
Mission Funded
End State
CAO
NWCF
End State
Value Streams, Consolidation of Data, Worklist
Agreements, Drumbeat Within Warfare Enterprises
Provider Performance
Agreement
Work
SWE
USE
NAE
NECE
Military, Civilian, Contractor Service Support
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
32
Doing Business with Us
www.spawar.navy.mil
https://e-commerce.spawar.navy.mil
Business
Methods
• Electronic subscription service
• All solicitations issued electronically
• Electronic proposal submission
• Synopsis automatically posted to FEDBIZOPPS
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
33
Delivering FORCEnet
at Sea Enterprise Rates
“Our Reason for Being”
Fully Netted Force
“Our Organizational Model”
Fully Netted Resources
Sea
Enterprise
FORCEnet
Critical
Capability in
Competency
+
Efficient
Business
Operations
= Success
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
34