Acquisition Management Policy - View selected sections

Acquisition Management Policy _{(Revised 4/2009)}

2.3.2 : Service Analysis _{(Revised 7/2008)}

2.3.2.1 : What Must Be Done _{(Revised 7/2008)}

2.3.2.2 : Outputs and Products _{(Revised 7/2008)}

2.3.2.3 : Who Does It? _{(Revised 8/2008)}

2.3.2.4 : Who Approves? _{(Revised 7/2008)}

2.3.2 : Service Analysis _{(Revised 7/2008)}

Service analysis is conducted within the framework of the FAA flight plan and enterprise architecture to determine what capabilities must be in place now and in the future to meet agency goals and the service needs of customers. Service analysis is the basis for long-range planning by the lines of business and their service organizations. Results are captured in the enterprise architecture, which documents the “as is” and “to be” states of the FAA’s architecture, as well as the roadmaps for transitioning from the current to the future state. Enterprise architecture roadmaps are the foundation for each LOB business plan, which in turn is the basis for service organization operating plans within the line of business. LOB business plans and service organization operating plans specify how each will manage its RE&D, F&E, and O&M resources over time. These plans integrate new investment initiatives with the operation and support of fielded assets and other necessary actions to optimize service delivery.

Industry best practices (e.g., technology and service demand forecasting, portfolio management, customer surveys) are employed during service analysis to align service outcomes with actions and activities necessary and sufficient to realize benefits for the FAA and its customers. During service analysis, all business, technology, organizational, process, and human resource issues are considered that affect desired service outcomes; service demand, assumptions, constraints, actions, initiatives, and risks are correlated with desired service outcomes; and opportunities and initiatives are identified that offer the greatest value toward achieving service goals. Continuing analysis keeps planning current with changes in the mission and operational environment.

The result of service analysis may be the refocus, reduction, or elimination of ongoing investment programs, and may identify new and more productive ways of doing business. Service analysis may identify alternative paths for achieving service goals in a dynamic environment, and identify opportunities for improving FAA strategic planning when the mission environment evolves in ways not anticipated. Some investment options may require research and development activity to demonstrate operational concepts, reduce risk, or define requirements before proceeding further in the lifecycle management process. Figure 2.3.2-1 illustrates the key activities of service analysis.

Figure 2.3.2-1 Key Activities of Service Analysis

2.3.2.1 : What Must Be Done _{(Revised 7/2008)}

Define services. This activity defines expected service outcomes in terms of improvements in service delivery and contribution to FAA strategic and performance goals. A continuing dialog with and feedback from the customers of FAA services is crucial (e.g., commercial air carriers, general aviation, air transport industry, state and local airport authorities). This activity identifies business, technology, organizational, process, and personnel issues that affect service outcomes, as well as assumptions, risks, and dependencies.

Gather information on the service environment. Data are collected to forecast service demand over the next 5 – 15 years and to stay abreast of opportunities for improving service delivery. Data sources include technology and aviation forecasts, customer surveys, operational environment, the enterprise architecture, capital investment plan, and FAA and Department of Transportation strategic plans. The operational outlook for fielded assets is crucial. Feedback from post implementation reviews and evaluations of operational assets provide information for determining when and how service shortfalls must be addressed and when existing capability will no longer be supportable.

Analyze functions. Functional analysis is performed within context of the enterprise architecture. It develops a sequenced and traceable architecture that defines the functions and sub-functions necessary to provide the intended service or operational capability. It defines what must be done without defining how to do it. Functional analysis evaluates the impact of individual functions on such factors as cost, benefit, and risk to service delivery. Results provide a basis for determining what capability level to specify.

Determine capability gaps and technology opportunities. Service capability that can be provided by existing and programmed assets is compared with projected demand for services to determine shortfalls. Technology innovations are investigated on a continuing basis to explore opportunities for improving service delivery. The assessment extends over the range of capabilities necessary for service delivery (e.g., automation and data processing, surveillance, communications, and navigation), and is conducted within context of the enterprise architecture. Shortfalls and opportunities are defined in quantified, measurable terms. They are prioritized according to their criticality for achieving FAA strategic and performance goals and are traceable directly to them.

Recommend changes to the enterprise architecture. Service analysis defines and prioritizes service and infrastructure needs within a line of business, ties them to FAA strategic and performance measures, indicates when they need to be resolved, and explains how benefits accrue to the FAA and its customers. When service analysis identifies conditions in the service environment that are different from those in FAA strategic planning, the service organization recommends changes to the FAA flight plan and enterprise architecture.

Plan for concept and requirements definition. When an enterprise architecture roadmap specifies that action must be taken now to address a priority service need, ATO Systems Engineering works with the implementing and operating service organizations to prepare a plan for concept and requirements definition. This plan (1) specifies how the tasks of concept and requirements definition will be accomplished, including any supporting research or analysis; (2) defines the roles and responsibilities of participating organizations; (3) defines outputs and exit criteria; (4) establishes a schedule for completion; and (5) specifies needed resources.

2.3.2.2 : Outputs and Products _{(Revised 7/2008)}

Recommended changes to the enterprise architecture;

Plan(s) for concept and requirements definition, as determined from an enterprise architecture roadmap.

2.3.2.3 : Who Does It? _{(Revised 8/2008)}

Lines of business (non-ATO) and service units (ATO) conduct service analysis and maintain service planning in conjunction with ATO Systems Engineering, as appropriate. Service needs and opportunities across all lines of business are recorded and integrated in an enterprise architecture roadmap in response to changes in the service environment or new technological opportunities. ATO Systems Engineering works with service units and other lines of business to ensure consistency of service planning across service organizations. The implementing service organization works with ATO Systems Engineering and the operating service organization to plan for concept and requirements definition. The integrated logistics management team contributes logistics and operational support data to service analysis.

2.3.2.4 : Who Approves? _{(Revised 7/2008)}

The Vice Presidents (ATO) or Directors (non-ATO) of the service organization with the mission need and operating service organization approve the plan for concept and requirements definition. The Joint Resources Council approves changes to the enterprise architecture.