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I n t e g r i t y - S e r v i c e - E x c e l l e n c e Headquarters U.S. Air Force Acquisition Process Model (APM) Familiarization SAF/AQXC
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Headquarters U.S. Air Force
Acquisition Process Model (APM) Familiarization
SAF/AQXC
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Learning ObjectivesUnderstand the purpose of the APM
Understand the process information within the APM
Understand the functionality of the APM
2
The APM – an integrated process perspective on the “Big A” acquisition process
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
APM Purpose
3
The APM provides a variety of benefits Establish standard definition and activities associated
with AF Acquisition Provide process decomposition from DAE/SAE through
PEO level actions Serve as Standard Reference Model for all stakeholders Provide common context for process improvement
initiatives Provide integration context for other external/related
process models Provide process input to Acquisition Enterprise
Architecture and supports other Enterprise Architectures
Other acquisition models shall align to the APM, i.e., interfaces from the field must correspond to the appropriate PEO/Air Staff inputs/outputs
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
APM Purpose
4
The APM incorporates a variety of valuable process perspectives from over 200 sourcesThe Joint Capabilities Integration and Development
System (JCIDS) - - Require AFI 10-601
Interim DoD 5000.02 - - Acquire AFI 63-101/20-101 AFI 99-103
Planning, Programming, Budgeting, and Execution (PPBE) - - Resource Allocation
Program Manager Guidance Defense Acquisition Guidebook AFPAM 63-128
Available at afacpo.com
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
APM Processes The APM is the SECAF approved depiction of the
“Big A” acquisition process.
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Go
ver
nin
gE
nab
ling
Co
reAcquisition Process Model
1.0 Perform Air Force Acquisition
Oversight (Review and Approve)
Develop Requirements and
Preliminary Design
Acquire (Develop and Operate)
Program and Budget (PPBE)
Technology Concept
Technology Need
Program ActionStrategicDirection
StrategicDirection
POM/PBD
Conduct “Program” Management Tasks
StrategicDirection
Click Here for the Defense Acquisition Framework View
23 June 15 Version 6.3
Click here to view the FAQ
Definitized Agreement (Contract)
Operational System
BudgetReallocations
Preliminary Design
Note: Each input/output in the APM is hyperlinked to all other occurrences in
the model.
PEO View
IMP
ProgramRevisions
ProgramRevisions
ADM
ADM
ProgramReporting
ProgramReporting
ProgrammaticData
ProgrammaticData
ProgrammaticData
ProgrammaticData
ProgrammaticData
AcquisitionStrategy
Capability Document
Capability Document
AFLCMC Standard
ProcessesTemplates
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 6
Process Types Governing
The processes that guide or direct other processes
Core The processes that create outputs that meet
stated requirements
Enabling The processes that support the execution of the
core activitiesThe APM uses the process types as defined by Dr. Michael Hammer
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 7
http://www.afacpo.com
APM Entry Screen
Located at http://www.afacpo.com
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 8
1.1 OversightG
over
ning
Ena
blin
gC
ore
Acquisition Process Model1.1 Oversight (Review and Approve)
Go Up 1 Level
Execute Acquisition
Management Integration
Click Here for the Program Reviews Integrated Flow
1.1.2 Portfolio Reviews
1.1.3 LifecycleReviews & Decisions
1.1.1 Program Reviews
1.1.4 TechnicalReviews
Standard Review Process
FWD
Acquisition Policy
Request for Information
Note 1 from the Chief Process Officer: The Under Secretary of Defense for AT&L has provided four key enduring acquisition principles. The first of these principles is “Think”. Program
managers should tailor the program according to the specific needs of that program. The rote checking the blocks in a checklist or simply following each and every step of a process is the
antithesis of Mr Kendall's challenge to Program Managers. Use this Model as a model. If your program's situation warrants a waiver from the checklist or process, seek that waiver from your
milestone decision authority. CTRL-Click here to access an active link to Mr. Kendall’s thoughts.
Integrated Plan& RoadmapProgrammatic
Data
Note 2: The purpose of program tailoring is to streamline the acquisition program to the maximum extent possible, consistent with risk, to provide new systems to operational commanders as fast as possible. AFPAM 63-128, Section 14.1
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 9
1.2 Program and BudgetG
ove
rnin
gE
nab
ling
Co
reAcquisition Process Model
1.2 Program and Budget (PPBE)
Conduct Budgeting
Conduct Programming
Conduct Financial Execution
Go Up 1 Level
FiscalGuidance
R-DOCS
Conduct Planning
Previous Guidance
BACK FWD
FiscalGuidance
R-DOCS
POM
BudgetReallocations
JointProgramming
Guidance
JointProgramming
Guidance
WarfighterShortfalls and
Priorities
DefensePlanning Guidance
Resource Management
Decision(RMD)
IMP
Budget
ProgrammaticData
ProgrammaticData
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 10
1.3 Develop Requirements and Preliminary Design
Gov
erni
ngE
nabl
ing
Cor
eAcquisition Process Model
1.3 Develop Requirements and Preliminary Design
Technology Development Develop Preliminary
Design
Go Up 1 Level
Address Accelerated Capability
Needs
Technology Concept
Technology Need
DD1415-1
Preliminary Design
Broader Set ofTechnology Options
Operational and Supportable Technology
Urgent NeedRequest
Warfighter Shortfall / Need
LON
BACK FWD
Note 1 from the Chief Process Officer: The Under Secretary of Defense for AT&L has provided four key enduring acquisition principles. The first of these principles is “Think”. Program
managers should tailor the program according to the specific needs of that program. The rote checking the blocks in a checklist or simply following each and every step of a process is the
antithesis of Mr Kendall's challenge to Program Managers. Use this Model as a model. If your program's situation warrants a waiver from the checklist or process, seek that waiver from your
milestone decision authority. CTRL-Click here to access an active link to Mr. Kendall’s thoughts.
MS A ADM
AcquisitionStrategy
AcquisitionStrategy
Capability Document
Note 2: The purpose of program tailoring is to streamline the acquisition program to the maximum extent possible, consistent with risk, to provide new systems to operational commanders as fast as possible. AFPAM 63-128, Section 14.1
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 11
1.4 Acquire (Develop and Operate)
Go
vern
ing
En
ablin
gC
ore
Acquisition Process Model1.4 Acquire (Develop and Operate)
Go Up 1 Level
BACK FWD
Program Production
Contract Management
Program Development
System Sustainment
Test and Evaluation
CDD
CPD
Definitized Agreement
Definitized Agreement
OT Reports
ManagedTest Data
DemonstratedSystem
Developmental Test Article
Fielded System
Manufacturing Processes
Operational System
OperationalTest Article
Preliminary Design
Support Plan
LCSP
Note 1 from the Chief Process Officer: The Under Secretary of Defense for AT&L has provided four key enduring acquisition principles. The first of these principles is “Think”. Program
managers should tailor the program according to the specific needs of that program. The rote checking the blocks in a checklist or simply following each and every step of a process is the
antithesis of Mr Kendall's challenge to Program Managers. Use this Model as a model. If your program's situation warrants a waiver from the checklist or process, seek that waiver from your
milestone decision authority. CTRL-Click here to access an active link to Mr. Kendall’s thoughts.
ADM
AcquisitionStrategy
AcquisitionStrategy
AcquisitionStrategy
Capability DocumentCapability Document
Note 2: The purpose of program tailoring is to streamline the acquisition program to the maximum extent possible, consistent with risk, to provide new systems to operational commanders as fast as possible. AFPAM 63-128, Section 14.1
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 12
1.5 Conduct “Program” Management Tasks
Acquisition Process Model1.5 Conduct “Program” Management Tasks
Go Up 1 Level
Co
reG
ove
rnin
gE
nab
ling
Manage Communication
and Reports
Conduct Life Cycle Risk
Management
Conduct Continuous
Process Improvement
Resource Needs
Conduct Issue Management
Note 2: Issue Management applies resources to address and resolve current problems, while risk management applies resources to mitigate future potential root causes and their consequences
ProgramMetrics
ProgramMetrics
BACK
Definitized Agreement
Definitized Agreement
Request for Information
RiskAssessment
RiskManagement
Results
ProgramStatus
ProgramStatus
Cost / Schedule / Performance Updates
Cost / Schedule / Performance Updates
ProgramRevisions Program
Revisions
Program Budget
Program Budget
Note 1 from the Chief Process Officer: The Under Secretary of Defense for AT&L has provided four key enduring acquisition principles. The first of these principles is “Think”. Program
managers should tailor the program according to the specific needs of that program. The rote checking the blocks in a checklist or simply following each and every step of a process is the
antithesis of Mr Kendall's challenge to Program Managers. Use this Model as a model. If your program's situation warrants a waiver from the checklist or process, seek that waiver from your
milestone decision authority. CTRL-Click here to access an active link to Mr. Kendall’s thoughts.
ProgramReporting
ADM
ADM
ProgrammaticData
ProgrammaticData
Capability Document
Capability Document
IssueIdentified
Note 4: The purpose of program tailoring is to streamline the acquisition program to the maximum extent possible, consistent with risk, to provide new systems to operational commanders as fast as possible. AFPAM 63-128, Section 14.1
Note 3: Program Integration provides the AF with consistent insightful and synchronized recommendations, improved data reporting and analysis, and maximized utilization of resources. The objective is to strengthen decision-making across AF Acquisition leadership.
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 13
PEO View
MaterielSolutionAnalysis
Operations andSupport
Production and Deployment
Engineering and Manufacturing Development
TechnologyMaturation and Risk
Reduction
A CB
FRP Decision Review
Materiel Development Decision
Portfolio Reviews
Program Reviews
Technical Reviews AFRB
AFROC
Develop Detailed Design
Development Planning
ASP
Termination
Source Selection
Manage Risk
Conduct ProcessImprovement
LCM PlanningAoAs
UON QRC New Start
Planning Programming Budgeting Execution
POM
Reprogramming
Program Authorization
Congressional
PBR Obligations & Expenditures
ManufacturingReadiness
CPD
Systems Engineering
Developmental Test
Operational Test
Fielding
Manage Business Activities
Manage Resources
Manage Technical Activities
Conduct Standard Reporting
ID Technology
Mature Technology
Transition Technology
Conduct Development RFP Release Review
ICDCDD
PHASE BASED
PROCESSES
PPBE PROCESSES
RECURRINGPROCESSES
RAPIDACQUISITION PROCESSES
LRIP
Full Rate Production
System Mods
Retire/Dispose
Pre-MDDActivities
AFLCMC Standard
Processes
Acquisition Process ModelPEO View
Note: Program Integration provides the AF with consistent insightful and synchronized recommendations, improved data reporting and analysis, and maximized utilization of
resources. The objective is to strengthen decision-making across AF Acquisition leadership.
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 14
AFLCMC Standard Processes
Product Support Business Case Analysis
Pre-Milestone A Product Support (Multiple Locations)
LDTO Designation
Program Sufficiency Review
Logistics Health Assessment
Development PlanningContract Award Sole SourceContract Award (Multiple
Locations)
Configuration Management Change Control
Develop ProgramSchedule
Engineering Data ManagementEngineering Technical Assistance Requests
ILCM Policy Review Financial Funds Flow and Funds
Control
Intelligence Supportability Analysis
Intelligence SensitivitySurvey
OT&E Readiness Certification
Program Transition Self-Assessment ProgramRisk and Issue Management Should Cost Initiatives
Standardize and Manage AFLCMC Processes
CAM Weapon System Sustainment Requirements
Acquisition Process ModelAFLCMC Standard Processes
Annual Program Office Cost Estimate
Acq Strategy-RFP (Multiple Locations)
PEO View
Supportability Assessment for Organic Requirements
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 15
Program Reviews (MS B to MS C)
More Details in APM 203
IPA (SPACE)
MS B MS C
Program Reviews (MS B to MS C)
Execution
Strategic
Technical
Contracts
Cost
Requirements
AF CAIG Review
AFRB
ASP
OIPT
PEO ASP
FIG/FIM
(IIPT)
DCAPE Review
DBSMC
AFROC JROCJCBFCBRSR HPT
IRBDAB
MIRT1a
Economic Analysis
ESIS
Rq
mts
Co
stC
on
trac
tsS
trat
egic
Tec
hn
ical
MIRT meets prior to each of the following: 1. Approval of acquisition strategy or acquisition plan2. Release of the RFP3. Conducting discussions or award w/o discussions4. Issuance of the Final Proposal Revision Request5. Source Selection DecisionOSD Pre-Award Peer Reviews occur prior to each of the following:1. Issuance of solicitation2. Final Proposal Revision Request3. Contract Award* Contract Clearance Review (Sole Source) occurs after MIRT 2 and before OSD Peer Review 3
EITR
IRA
SRA
MRA
PSR
ESOH
TRA
ILA
LHA
Exe
cuti
on
MIRT 2b
OSD Peer Review 2
MIRT2c
OSD Peer Review 3
MIRT 2a
MIRT 1b
OtherNon-Milestone
Related Reviews
Acq/SustReview
SPR/IBR
SEAM
CSB
Staffer Day Brief
Audits/Inspections
PEO Portfolio Review
SAE Monthly Review
ILCM Executive
Forum
DAES Reviews
Program Management
Reviews
AFRB (Out of Cycle)
SSA Review
IHA
OSD Peer Review 1
CDR TRR FCA SVR PRRPost CDR
Assessment
Post PDR Assessment
MRR OTRR
* NOTE 1: Reviews below the PEO level may be conducted
prior to the ASP or AFRB
IBR (Baseline)
* NOTE 1* NOTE 1
Solicitation Review Board
Source Selection Plan
Source Selection Init Eval
Source Selection Final Eval
IPA (SPACE)
DAO Review
Contract Clearance Review
(Competitive) *Assumes Discussion
DPM DRM
MDA AS/RFP
Review
BACK
AOTR
AFRRGAFGK AFGK
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 16
APM Entry Page
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 17
APM Functionality Two panels
Navigation Viewer
Navigation Panel Go To Page Pan and Zoom Details Search
Viewer Panel Processes Horizontal Access Vertical Access Hyperlinks
Bookmarking
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 18
APMNavigation Frame
Go to Page Widget
Process Details
Pan and Zoom
Widget
Process Inputs and/or Outputs
Process Step
SwimLanesSwimLanesSwimLanes
Process Name
Horizontally Navigate the Model
Navigate Back or to Similar Processes
in the Model
Search
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
APMNavigation Frame
Go to Page Widget
Process Details
Pan and Zoom Widget
Search
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 20
Hyperlinks
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 21
Bookmarking
I n t e g r i t y - S e r v i c e - E x c e l l e n c e 22
Process Details Process Definition: Documented description for the purpose of
the process
Process Owner: Organization(s) with the authority for the execution of the process
Reference Document: Document that describes the process. May be authoritative (DoD Policy, Air Force Instruction, etc.) or recommended (e.g., guidance or pamphlets)
Process Performer: Organizations or persons responsible for the execution of the process
Active Link: Web address of the reference document
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Learning ObjectivesUnderstand the purpose of the APM
Understand the process information within the APM
Understand the functionality of the APM
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The APM – an integrated process perspective on the “Big A” acquisition process
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Who Do I Talk To? If you have questions, comments, or recommendations
for improvements
Contact Brad Ferguson – (202) 404-3405 or [email protected]
Contact Mike Wilhelm – (757) 224-7503 x5403 or [email protected]
Contact SAF/AQXP – [email protected]
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