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
Air Force Acquisition
Dr. Bill LaPlante Assistant Secretary of the Air Force
(Acquisition)
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USAF Acquisition Priorities
Get the high priority programs right & keep them on track
Improve relationships & transparency with stakeholders
Own the technical baseline for important programs
Build on “Better Buying Power” to improve business acumen & small business to achieve best program outcomes
Build to the long term strategy – resiliency to peer competitors – experiment and innovate – STRATEGIC AGILITY
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Priority #5
Build to the long term strategy: resiliency to peer competitors,
experiment and innovate – STRATEGIC AGILITY
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Moving toward Double-loop Planning
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Goals, values, beliefs and assumptions
Evaluation of how and why we do what we do
Double-Loop Learning
Reassess the problem and assumptions
Action Strategies and Tactics
What we do
Results and Consequences
What we achieve
Do
Single-Loop Learning
Adjust
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Air Force DP History
From Hap Arnold to Alton Slay to Today: DP has waxed and waned
Air Force Studies Board Oct 2014 Study
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Air Force redefining Development Planning as a key process to support the SECAF and CSAF making strategic investment decisions.
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Air Force Studies Board Development Planning Study
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Capability Collaboration Teams (CCT)
Capability Collaboration Team Chartered by HAF with organizational leadership responsibilities
assigned Comprised of operational, scientific & technical experts
(MAJCOMs, Centers, AFRL, DARPA, HAF, etc.)
High-priority Enterprise-wide Capability Gap
CCT Charter - Understand Operational Problem(s) and Explore Full Range of Potential Concepts (cross-SCF,
Materiel & Non-Materiel)
Capability Collaboration Team
Acq Strategies Studies
JCIDS
S&T Needs & Opportunities
Development Planning Experimentation
Prototyping
Doctrine / CONOPS
CCT lead(s): Builds, executes
capability development
“lines of effort”
Enterprise CCTs rapidly address high-priority gaps & capitalize on emerging technologies
Industry Engagement
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S&T Needs (things we don’t know how to do)
Focus to zero-in on right subset of
emerging technologies
Mature concepts (low risk/ feasible)
New CONOPS
Without this we cannot realize strategic direction outlined in Air Force Strategy
Opportunities – New Ops
Concepts and/or Technologies
Operational Challenges –
Warfighter Needs / Gaps
Virtual and Physical Domain Experimentation Enabling Development Planning
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Experimentation Venues: online, workshops, war games, simulations, field experiments and exercises Analysis and Assessment: planning toolsets, data
collection and management, rapid analysis Rapid prototyping: both virtual & hardware
People: management team, red team, innovation teams
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AF leveraging industry concept development and risk reduction as part of ongoing Next Generation Air Dominance effort
Air Superiority 2030- proposed proof of concept CCT
Industry involvement needed to explore full range of innovative industry capability concepts
Industry Day TBD
Proof of Concept Proposal—Air Superiority 2030
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AF Enterprise Capability Collaboration Teams – Notional Sequencing Air
Superiority 2030
Charter Understand Explore Prototype/Experimentation Future Planning Choice
Feb 15
Strategic Deterrence
Charter Understand Explore Prototype/Experimentation Future Planning Choice
Mar 15
Electronic Warfare
Charter Understand Explore Prototype/Experimentation Future Planning Choice
~ Nov 15
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Proof of Concept Proposal - Air Superiority 2030
Focus on capability gaps– develop DOTMPLF concepts & solutions Employ robust development planning / experimentation to assess
concepts & advanced technologies Bring operationally relevant, analytically rigorous strategic choices to
senior AF leadership
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Entry Level Laser Pod for Self Defense
Artist Concept of Hypersonic Demonstrator
High Performance...
Fuel Efficiency...
Adaptive Engines
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Priority #3
Own the technical baseline for important programs
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Owning the Technical Baseline (OTB)
Government team has wherewithal to make proper decisions to achieve successful outcomes Understanding of System Designs and Architectures
End-to-end system models (independent of Prime)
Technology and Integration risk assessment capability
Test design, analysis, and results
Performance of Operational Systems, including Reliability & Maintainability
Interface standards (ICDs) and appropriate Data Rights
Integrated Master Schedule
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Owning the Technical Baseline (OTB)
We are assessing & implementing OTB in the AF New Programs JSTARS Recap T-X Space Launch PAR
Re-building in Ongoing Programs
Introducing into Sustainment
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Air Force Engineering Enterprise Strategic Plan (2014-2024)
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OTB Example: JSTARS Recap
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• Sub-Systems: • Aircraft • Wide Area Surveillance Radar • Robust Communications • On-board BMC2
Open Architecture using OMS standard
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Recent Examples B-1B
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B-1 BONE Sustainment Contract
Engineering Services
Weapon System Support
Individual Modification Efforts
Sustaining Engineering
Services
Current State Future State
- Sole Source - Boeing
- Proprietary
- Competitive - Multiple Awards - Non-Proprietary
- Overarching ID/IQ - Sole Source - Boeing
- 15 Year PoP ends Dec 16
• Improves affordability through increased competition and direct sourcing to supplier • Allows Small Business participation
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Recent Examples B-2
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B-2 FAST Contract
Current State
- NG Sole Source - Proprietary
- CY 15/16
- Multiple Awards - Non-Proprietary
- CY17-19
- Overarching ID/IQ - Sole Source –
Northrop Grumman (NG) - 15 Year PoP ends Dec 14
B-2 FAST II Contract
Phase 2
Phase1
Phase 2 - Acquisition Strategy approval August 15 based on BCA results
Future State
Product Support BCA
Competitive Contract(s) Competitive
Contract(s) Competitive Contract(s)
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Recent Examples F-15
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F-15 Eagle Talon Contract
Current State
- Overarching ID/IQ - Sole Source - Boeing
- 15 Year PoP ends Apr 17
Sustainment Contract
Future State
Test Support Contract
Radar Production Contract
- Competitive - Non-Proprietary
- Sole Source - Boeing
- Proprietary
Sustainment Contracts
- Sole Source - Boeing
- Proprietary
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
USAF Acquisition Priorities
Get the high priority programs right & keep them on track
Improve relationships & transparency with stakeholders
Own the technical baseline for important programs
Build on “Better Buying Power” to improve business acumen & small business to achieve best program outcomes
Build to the long term strategy – resiliency to peer competitors – experiment and innovate – STRATEGIC AGILITY
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Suggested Reading
America’s Air Force: A Call to the Future (http://airman.dodlive.mil/files/2014/07/AF_30_Year_Strategy_2.pdf)
Enhancing Adaptability of U.S. Military Forces (http://www.acq.osd.mil/dsb/reports/EnhancingAdaptabilityOfUSMilitaryForcesB.pdf)
Driving in the Dark: Ten Propositions About Prediction and National Security (http://www.cnas.org/files/documents/publications/CNAS_Prediction_Danzig.pdf)
Development Planning: A Strategic Approach to Future Air Force Capabilities (http://www.nap.edu/catalog/18971/development-planning-a-strategic-approach-to-future-air-force-capabilities)
Performance of the Defense Acquisition System 2014 Annual Report
(http://www.acq.osd.mil/fo/docs/Performance-of-Defense-Acquisition-System-2014.pdf)
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Questions?
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BACKUPS
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Priority #2
Improve relationships & transparency with stakeholders:
Bending the Cost Curve
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Bending the Cost Curve
BTCC includes a growing and evolving set of acquisition reform activities defined in collaboration with industry
BTCC activities identified in 3 categories: Improve internal AF acquisition
processes Enhance interactions with industry
throughout acquisition lifecycle Expand competition among traditional
and non-traditional industry partners
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BTCC Activity Summary
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Improve Internal Processes (Project Title | Purpose)
IT Bus. Analytics Achieve better awareness and coordination of AF-wide IT spending
Matchmaker Translate prior acquisition successes to future programs
FMS Efficiencies Identify and implement new strategies to improve FMS processes
Best Practices Reinforce best practices for reducing time to complete sole source contracts
Enhance Industry Interactions (Project Title | Purpose)
CCA – Industry Engagement
Gather and utilize industry insights during the requirements generation process
TINA Study Identify the optimal threshold for TINA compliance
IT Vendor Mgmt. Identify and implement new industry engagement strategies for IT acquisitions
Expand Competition (Project Title | Purpose)
PlugFest Plus Implement a new agile acquisition strategy for open architecture systems
AF Tech Challenge
Expand use of challenge-based acquisitions for rapid technology innovation
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F-15 EPAWSS CCA Example
Are there cost / schedule / requirements trades to meet affordability goals?
Prototype and System Spec (Detailed Engineering Design)
Initial Product Baseline
• Prototypes inform design & requirements • Final KPP values in CDD
• System Requirements Document finalized
DT&E Technical Performance
Measures results included in CPD
• Capability Attributes • System Attributes • AoA Measures of Effectiveness
• Initial KPP values
LCC vs. Alternatives
Alternatives on “Pareto Front”
Mission Tasks:
Mission Tasks:
ACC defined the priority-operational value-derived from each measure under four Mission Tasks Performing cost & effectiveness analysis at detail level
Aggregating normalized results to compare Alternatives
CCA Pilot Program • T-X • SBIRS • LRSO • MAPS
First down-selecting Alternatives that are on the “Pareto Front”
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F-15 EPAWSS CCA Example
Are there cost / schedule / requirements trades to meet affordability goals?
Prototype and System Spec (Detailed Engineering Design)
Initial Product Baseline
• Prototypes inform design & requirements • Final KPP values in CDD
• System Requirements Document finalized
DT&E Technical Performance
Measures results included in CPD
Further down-selecting Alternatives based on affordability and minimum acceptable capability
CCA Pilot Program • T-X • SBIRS • LRSO • MAPS
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PlugFest Plus Overview
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PlugFest Events IT Consortia
Industry events that promote collaboration and tech development around open system
architectures
Acquisition model utilizing Other Transaction Authorities (OTA) to promote flexibility, speed & accessibility to a broad
industrial base.
Initial PFP demonstration with Air Force DCGS Program –
First PFP acquisition event on 19 May at Joint Base Langley-Eustis
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Priority #4
Build on “Better Buying Power” to improve business acumen & small business to achieve best
program outcomes
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Integrity Service Excellence
PEO Weapons Should Cost
Results Returned over $350M to USAF Mitigated $70M+ sequestration Reinvested in programs:
10 QF-16s 8 JASSMs + tooling 12 AMRAAMs 2,652 Paveways 5,060 Fuzes 550 HCSM kits 50 MALD-Js
JPF $16.4M
AMRAAM $45.9M
JASSM-ER $123.9M
HTVSF $4.2M
LWIP $2.5M
Med Cal Ammo $.77M
MALD-J $14.5M
MDS HTS $4.9M * 3400 Sustainment
QF-16 $46.2M
SDB II $258.3M
HCSM $24.3M JDAM $10.6M
Best Practices Increased competition Data-driven negotiations Quantity Bundling Warranty vs. CLS BCA Reuse GFE VECPs
$567.4M Realized Savings FY13-20
LWIP $3.5M
AFSAT $13.9M
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PEO Space Should Cost
Results Supported Air Force corporate
priorities Returned $6B to USAF Actively tracking $800M of
additional projected savings
AEHF - $1.0B
Best Practices Acquisition strategy efficiency Increased competition Fact-based negotiations Enterprise synergies Streamlining contractor
deliverables Economic Order Quantity buy
SBIRS - $591M
JMS - $61M
GPS - $81M CCSC - $24M
EPS - $34M
EELV - $3.6B
$1B Realized Savings FY14 Alone $6B+ Savings FY12-19
WGS- $405M
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PEO Battle Management Should Cost
$467M Realized Savings FY13-19 Actively tracking up to $489M Savings FY15-20
Aerospace Mgmt Systems Division - $114M
Operation Command & Control Division - $11M
COCOM Command & Control Division - $8M
Theater Battle Control Division $234M
C2ISR Division - $1M
Airspace Mission Plan Sys Division $10M
Foreign Military Sales Division - $3M
Strategic Warn & Surv Systems Division - $50M
AWACS Division - $35M
Aerospace Dominance Enabler Division - $2M
Results Returned to AF TOA - $38M Mitigated Sequestration – $500k Cost Avoidance – $2M Reinvested in programs - $427M
3DELRR ATCALS FOS Weather AWACS Mission Planning Other programs
Best Practices Increased competition Negotiations Cost Capability Analysis Manpower Reductions Sustainment Reductions