The intent of this pamphlet is to provide a single source for descriptive, vice directive, guidance. Program Execution Responsibilities. For purposes of defining SAE responsibilities, this includes life cycle management of systems and services processes from Materiel Development Decision MDD to weapon system retirement. This includes research, development, test, evaluation, production, delivery, and sustainment of new systems, or modifications and support of existing systems.
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The intent of this pamphlet is to provide a single source for descriptive, vice directive, guidance. Program Execution Responsibilities. For purposes of defining SAE responsibilities, this includes life cycle management of systems and services processes from Materiel Development Decision MDD to weapon system retirement.
This includes research, development, test, evaluation, production, delivery, and sustainment of new systems, or modifications and support of existing systems. Program Executive Officers. The PEO conducts activities identified within the following core areas: 1. Portfolio Oversight. A key role of the PEO is to collaborate and achieve balance between the acquisition, requirements, test, and resource communities for all programs in the portfolio and throughout the life cycle.
This is supported by maintaining a continuous dialogue with the operational, test, lead, and implementing commands. The PEO evaluates the portfolio to ensure it is aligned with integrated architectures, implements solutions to support the business and mission need, and looks for opportunities to optimize programs by identifying gaps and redundancies within the portfolio.
Program Oversight. The PEO has an active role in the definition and development of program strategies in order to ensure operational needs are translated into affordable and executable programs while identifying and managing risk.
As part of oversight, the PEO evaluates trades-offs made early in the life cycle and their impact on achieving affordability targets within current fiscal reality. This will often include monitoring requirements baseline control creep and schedule a critical requirement on par with performance and life cycle cost.
The PEO looks to maximize competition throughout the life cycle and recommends appropriate resources and strategies early in the acquisition that provide the PM maximum flexibility across the life of the program. If competition is facilitated, prices are usually lowered, small business participation is often enhanced, and new technologies and innovation can benefit the warfighter.
By continuously assessing individual programs as well as overall portfolio strategies, the PEO may be able to identify requirements, performance, and schedule adjustments that could result in benefits to the warfighter, program, or portfolio. Program Managers. As the direct report for most PMs of assigned programs, the PEO charters or assigns PMs with the appropriate responsibilities and authorities to execute to an agreed to baseline.
By assigning PMs with the appropriate functional skills and experiences based upon risks, priorities, and utilization of flexible personnel management approaches, the PEO can minimize turbulence on critical programs and ensure tenure of critical personnel to enhance execution performance and accountability. Business Intelligence.
Another important role of the PEO is to understand the portfolio from the contractor perspective by maintaining knowledge of prime and major subcontractor efforts within the portfolio. Understanding their corporate counterparts forms the basis for bargaining for advantage and building common goals. Program Manager. The PM is responsible for integrating all program activities and constraints into an affordable, executable, and effective program to deliver the required capability to the warfighter within the baseline cost, schedule, and performance parameters.
The PM must balance the multiple sets of requirements levied upon the program including performance, schedule, cost, statue, compliance, oversight, and documentation requirements to achieve program objectives while minimizing risk. The PM must properly allocate and utilize program resources including time, budget, and manpower as they direct the path forward to complete the program. To be successful, the PM should be knowledgeable of all higher level guidance, organizational opportunities and constraints, financial conditions, user expectations, and technological opportunities and limitations that may impact the program.
The PM is the connection between the user, oversight authorities, and the program management office to manage expectations and guide execution of the program. A PM must be able to communicate all aspects of the program to stakeholders. To do this, the PM should take a comprehensive look at all aspects of the program by communicating with all the people who touch the program including but not limited to operators, maintainers, functional experts, contractors, oversight authorities, and program office personnel.
This should allow the PM to position the program in the best possible light and use established communication lines to all stakeholders. The PM must be able to generate trust both horizontally and vertically. This means that above all the PM must be transparent and forthcoming in everything said and done. The PM must guard against even the appearance of integrity lapses to maintain the trust and confidence of mission partners and stakeholders. The PM should act and make decisions with the best interests of the program in mind and must treat contractors, staff, and stakeholders in a forthright manner.
The PM controls the program through decision making supported by clear and complete knowledge of the program. The PM is action oriented and delegates decision making as appropriate; the PM needs to ensure that he does not become a bottleneck. ILCM Purpose. The AF exists to fly, fight, and win; to achieve strategic, operational, and tactical objectives; unhindered by time, distance, or geography.
This is accomplished by focused, disciplined, and effective product support of legacy weapon systems and where or when advantageous, recapitalization of the same with more efficient, capable, reliable, and maintainable systems or components. Critically important is the assurance these new capabilities are acquired and sustained without duplication and overlap in acquisition, procurement, and sustainment.
The goals of ILCM are to recapitalize AF capabilities through maximum acquisition cycle time efficiency, provide agile support that will optimize fielded capabilities and the supply chain, minimize the logistics footprint, and reduce total ownership cost. ILCM Framework. ILCM is the overarching system of concepts, methods, and practices used by the AF to effectively manage systems from need identification through final disposal and should be applied to AF acquisition and sustainment activities.
ILCM should be composed of seamless and transparent governance and core and enabling processes to acquire and sustain systems, subsystems, end-items, and services to satisfy validated needs. The framework provides an overarching management structure that integrates across multiple dimensions, systems, portfolios, and management levels in order to effectively influence and execute life cycle decisions in response to capability shortfalls.
The six tenets of ILCM are life cycle planning and integration; expectation management; collaborative and continuous requirements management; life cycle systems engineering; technology planning and insertion; and continual, integrated testing. Enabling principles necessary for successful application of the ILCM tenets are listed.
Life Cycle Planning and Integration. ILCM ensures the program is actively managed throughout its entire lifespan, from conception and requirements generation, to technology and product development and testing, and throughout manufacturing and field operations until the system or product is retired and disposed.
Three major parallel management and execution structures support life cycle planning and integration: Capabilities Based Requirements Development, System Acquisition and Sustainment, and Capabilities Based Test and Evaluation. This execution framework provides a roadmap for the ILCM stakeholders and process owners to use in the integrated management of programs across their entire life cycle.
Expectation Management. Expectation management establishes program credibility and accountability through formal, recurring communication among stakeholders and is the cornerstone of the ILCM process. Collaborative and Continuous Requirements Management. Collaborative requirements development requires the user, acquirer, enterprise architect, developer, tester, and sustainer to operate as one team.
Continuous management is monitoring and controlling the weapon system or services requirements baseline throughout the program life cycle. Life Cycle Systems Engineering. Life cycle systems engineering is the overarching process governing the transition from a stated capability need to an operationally effective and suitable system. It is the integrating mechanism for balanced solutions. The systems engineering process begins early in concept definition and covers all efforts across all life cycle phases, to include sustainment and disposal.
Technology Planning and Insertion. Technology planning and insertion is the timely maturation and incorporation of relevant technology throughout the program life cycle to ensure an operationally effective and suitable system. Technology planning and the assessment of technology readiness levels include consideration of such factors as reliability, producibility, testability, sustainability, and operational performance.
Successful technology planning and insertion as part of program life cycle management results in higher fidelity time phased requirements with a more realistic schedule and improved cost estimates. Continual, Integrated Testing. Integrated testing minimizes the distinction between contractor, developmental, and operational testing by implementing integrated testing techniques and objectives to the maximum extent possible.
ILCM Principles. Stability is an enabling principle which is not fundamental to ILCM but greatly enhances acquisition. The goal is to balance the basic elements of acquisition - cost, schedule, and performance as well as balance the remaining ILCM principles.
The community needs to balance near term needs with long term needs, balance functional considerations, and balance resources. Speed matters.
The ILCM community needs to be responsive to our warfighers needs and also responsible for providing timely, accurate, and complete information to decision makers. Credibility in the way the ILCM community does business is essential. The ILCM community must create and maintain realistic expectations by applying expertise for accurate and transparent communications.
This is true between the program offices and the warfighters for whom the systems are being developed, and between the program manager and the program team and the Milestone Decision Authority and other senior acquisition officials.
All the stakeholders involved in a program must know what is and is not achievable, and the potential risks involved. Streamlined and efficient management. The ILCM community needs to develop and implement initiatives to streamline and improve our management strategies. Acquisition and life cycle strategies need to be flexible to fit the conditions of the particular weapons systems program.
Specific process requirements have to 1 make sense in the context of the program and 2 contribute something worthwhile to the process. Ensuring compliance with law or preventing undue risk is value added. Innovation in what the ILCM community does - the ILCM community needs to adapt the best practices they find both in and outside of government to their needs; however innovation does not mean adapting every different practice in the name of change.
Innovation in what the ILCM community delivers - the ILCM community needs to find ways to incorporate technologies expeditiously, both into our weapons systems and into our acquisition, sustainment, and maintenance processes. Collaboration and teamwork is required from the very beginning early capabilities development work and needs to continue throughout the life cycle.
The warfighting, requirements, scientific and technical, testing, sustaining, and development communities must work together. A program that has requirements that cannot be acquired or tested makes no sense. Furthermore, an acquisition strategy that ignores the needs of the warfighter or ignores operations and sustainment needs and costs is also illogical and detrimental to the overall mission.
Affordability and Reduced Ownership Costs. The right systems to meet validated needs are those that are affordable over their expected life. The ILCM community also has to remember that the decisions made up front generally drive costs for a long time in the future.
While it may more often be the case that it is better to make adjustments in design to account for future sustainment concerns, sometimes it makes sense to save the modifications for later. Also, the ILCM community needs to keep a total force view on priorities and funding —budgets should not be treated as an allowance that must be spent, nor play money that can be adjusted as needed.
These are tax dollars, so the ILCM community needs to support affordability and reduced ownership initiatives to help the AF meet national security objectives. This section of the pamphlet does not replace or supersede regulatory or statutory requirements found in other documents. This chapter presents key points helpful in the preparation and coordination process for life cycle documentation.
For other existing programs, the MDA should determine how to capture the information requirements dictated by the new templates; it is an expectation that PMs should utilize the OSD templates when developing program documentation. Regardless of the format used to document the results, PMs should ensure the content of the plans meet all applicable statutory and regulatory requirements.
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