Description
Organization: NAVSEA, PEO (IWS), PMS-467
Team Name: Area Air Defense Commander (AADC) Capability Program Office
Related Acquisition Topic(s): Commercial and Non Developmental Items (CANDI), Evolutionary Acquisition, Financial Management, Partnering, Performance Based Acquisition, Risk Management, Simulation Based Acquisition
Description:
The Area Air Defense Commander (AADC) Capability Program Office, PEO IWS (PMS 467) has furthered initial acquisition reform efforts to a level which provides a model of program execution very close to new DoD 5000.1 and 5000.2 policy initiatives. The program entered acquisition through a rapid prototyping effort. The rapid prototyping effort was furthered through proof of concept testing and alternative concept exploration. These parallel, but distinct efforts provided the risk reduction measures to move the program to the decision to develop an engineering development model and enter, what is today known as Phase II, Engineering and Manufacturing Development (E&MD).
Throughout the past 12 months, the focus of the program office efforts was to create a team environment with an appropriate blend of Government and Industry personnel. The focus of the team effort was to identify potential total ownership cost (TOC) savings, and to incentivize Industry to design and build the system on a tight schedule, within target cost, while earning a reasonable profit. The program team effort blended the operational concept testing in both exercise and real world operational environments with Industry providing concept design study alternatives. The focus of the design studies was to ensure this highly software intensive program could meet operational performance, joint interoperability, TOC, human computer interface (HCI), and manning requirements. We plan to reuse existing Defense Information Infrastructure Common Operating Environment (DIICOE) compliant software programs, algorithms, and applications from a wide variety of DoD programs including Navy, Army, and Air Force to minimize development costs. These combined efforts led to a Phase II contract which is a model approach toward achieving DoD acquisition and logistics reform requirements.
The AADC Capability program has touched every aspect of acquisition reform. Key elements which were incorporated by the program office team included:
Managed program risk through use of a rapid prototype effort as a proof of concept and risk reduction
Concept design studies to examine technology insertion, cost reduction, efficient software development. Recognized need to design in joint interoperability to meet warfighter needs and reduce acquisition timeline.
Anticipating change in system requirements through developing an event driven acquisition strategies which incorporated trade space analysis and software incremental build strategies based on trade study results and program funding.
Request for Procurement (RFP) which included an incentive fee schedule designed to deliver the product under cost and ahead of schedule while maintaining Industry?s profit.
Inclusion of software development processes, metrics, and evaluations and assessments as part of the source selection process with a focus on: leading edge, state of the art software, optimum re-use of existing software, commercial standards and joint interoperability.
Incorporation of Naval/Reserve component manning to optimize resources and reduce total ownership costs.
Development of memorandums of agreement with Army Air Missile Defense Workstation (AMDWS) and Air Force Joint Defensive Planner/Theater Battle Management Core Systems (JDP/TBMCS) program offices to share software, including source code, as well as technology/information exchange to promote synergistic development, joint testing, and interoperability at lower costs to all.
Flexible program development schedule using technology insertion and incremental software development approach to reduce risk and meet operational requirements.
Incorporation of Commercial-Off-the-Shelf (COTS) products and technologies to ensure cost efficient system development.
Focused systems engineering process with built in software development quality and logistic support concepts to reduce TOC.
Execution of a highly complex ACAT III program through teamwork and application of acquisition reform principals including:
Aggressive, non-traditional cost and incentive fee schedule,
Small, efficient program office,
Optimum use of available resources,
Incorporation of teamwork,
Synergistic development with Army and Air Force,
Total systems engineering effort incorporating optimum software re-use, logistics, and total ownership cost as the cornerstones.
