Description
Organization: SPAWAR, PEO (SCS)
Team Name: Joint Tactical Information Distribution Systems (JTIDS) Program
Related Acquisition Topic(s): Acquisition Practices Streamlining, Cycle Time Reduction (CTR), Integrated Product Teams (IPT)
Description:
Gaining a milestone decision approval in time to award the FRP contract in March 1995 was critical to the Navy. The Navy has firm schedules for installing JTIDS terminals on numerous ships and aircraft, and the Marine Corps had firm schedules for installing terminals in their Tactical Air Operations Command & Control Centers. Since JTIDS is a Joint service program with USAF as lead service, these initiatives required a multi-front approach which enabled streamlining at both the service and OSD levels.
Early in 1994, PEO(SCS) launched an intensive effort to compress the timeline and reduce the documentation required for a milestone approval. Additionally, PEO(SCS) actively promoted, with Air Force and OSD, the concept of achieving a milestone decision through a "paper DAB" process versus a formal DAB meeting. The PEO(SCS)'s primary focus was on two elements: issues and documentation. In both cases, critical paths to the DAB were identified and analyzed, and POA&Ms were developed to ensure that the DAB schedule could be accelerated to achieve the "paper" DAB. Issues were addressed on multiple levels within OSD and the services. Documentation was updated, reviewed and submitted using an aggressive timeline designed to have all documentation completed at least two months prior to the original DAB date. CAIG and JROC reviews were also aggressively pursued. PEO-SCS, in coordination with the resource sponsor, actively participated in working level meetings and reviews to ensure that data was promptly provided and questions answered expeditiously.
A significant event in the area of documentation streamlining was the granting, by OSD, of the waiver for the JTIDS COEA. The request for the waiver was initiated and pressed hard by the PEO(SCS) with support from the other services. The waiver was based on the JTIDS program history, operational test data, and having actual cost and performance data. This common-sense action alone resulted in substantial savings in schedule, manhours and cost.
At the JTIDS Navy Program Decision Meeting (NPDM), the Commander, Operational Test and Evaluation addressed the exceptionally successful results from the Operational Evaluation conducted earlier in 1994. The successful completion of the NPDM resulted in a recommendation to proceed as soon as possible to the DAB. This accomplishment led to additional emphasis by the lead service and OSD to press forward in a timely manner in order to meet Navy installation commitments.
Once it became clear that there were no major issues which warranted convening a formal DAB meeting, the final obstacle became one of overcoming the entrenched inertia which resisted the concept that a major joint program could be approved to proceed into Full Rate Production without a formal DAB meeting. This obstacle was overcome, in the spirit of acquisition reform, and the PEO(SCS) was able to achieve its goals. Having a paper DAB shortened the DAB review process by over two months, and reduced associated administrative burdens at all levels. The "paper" DAB and timely contract award was the result of people willing to pursue the tenets of acquisition reform, through adherence to an aggressive schedule, focus on resolution of issues, and a willingness to step outside "business as usual."
