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News, announcements, training, search functions, Ask-a-Professor, and similar services with direct links supporting DoD acquisition.
Acquisition Process
Three processes cooperate to deliver capabilities needed by warfighters: the requirements process (JCIDS); the acquisition process (DAS); and the program and budget development process (PPBE). Includes links to DoD and Service policies, guidance, tools, and resources:
Policy
Encyclopedic source of acquisition policy that follows a hierarchy of policy issuance (i.e., executive, legislative, federal, etc.) and filtered according to organization, career field, and special topics.
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Links to communities of practice and special interest areas, the latest contribution and discussion posts for open ACC communities, community highlights, and links to related communities.
Training andContinuous Learning
Information on training and continuous learning that supports DoD acquisition, information that helps manage professional training portfolios, and information on training available from DAU and DoD and Services activities.
Industry
Information on DoD industry partners that helps the participation and execution of DoD processes; including industry support pages, news, information, and links to private sector acquisition contractors.
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AT&L Knowledge Management Systems (AKMS) applications.
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Functional Gateways
Sixteen functional knowledge gateways, one for each of the defense acquisition career fields.
Special Topics
Links to gateways about important topics outside the general portals and beyond the standard career fields:
Bill Kobren Director Logistics & Sustainment Center
Was recently brainstorming a list of key things a program manager (PM) should know about product support with several product support subject matter expert colleagues from the Components, OSD, DAU, and industry, and came up with the following list. What do you think? Is it on target? Does this make sense to you? What have I missed?
· Operational perspectives and early sustainment planning are paramount - constantly communicate with your warfighter customer.
· Reliability (or lack thereof) drives product support requirements – get product support requirements right, right from the start
· Affordable readiness is paramount; O&S cost drives right decisions
· Life cycle management is foundational – but is far easier said than done.
· PM is ultimately responsible for life cycle management – New Product Support Manager (PSM) will play an integral role in implementation and execution
· It’s not just about cost, schedule and performance anymore – supportability is actually an essential fourth element of acquisition (DODD 5000.01, Enc 1, Para E1.1.29)
· Best value product support solutions require (very) long-term perspective and do not necessarily equate to lowest cost
· Focus on optimizing life cycle cost, readiness and availability to best meet warfighter performance requirements
· Weapon systems should be designed, maintained, and modified to continuously reduce the demand for logistics.
· Even though life cycle logisticians must be among its strongest proponents, product support is bigger than logistics
· The 5 Apr 10 AT&L "Strengthened Sustainment Governance for Acquisition Program Reviews" policy memo which clearly outlines product support strategy funding, schedule and metrics “big rocks”
· 12 Integrated Product Support (IPS) Elements and DoD Life Cycle Sustainment Outcome Metrics (Availability KPP, Cost KSA, Reliability KSA, Mean Downtime) are foundational.
· Your systems engineers and life cycle logisticians must be “joined at the hip”
· System Operational Effectiveness, designing for supportability, Data Management Strategies (DMS), Reliability Availability & Maintainability (RAM), Supportability Analysis, Configuration Management, Obsolescence and DMSMS mitigation strategies, Risk Management, Earned Value Management, Condition Based Maintenance Plus (CBM+), and Sustaining Engineering are integral
· Performance Based Life Cycle Product Support (PBL) is an important and highly integrative enabler of life cycle management success
· Recognize importance of making requisite investments in long-term outcome-based life cycle product support strategies: metrics, performance based agreements, data, and rigorous, iterative Business Case Analyses (BCA) are required to justify and measure success
· Understand what it takes to develop, document, and justify outcome-based life cycle product support strategies (Life Cycle Sustainment Plans, Product Support BCAs, and new 12 Step DoD Product Support Strategy Process Model contained in the soon-to-be issued DoD PSM and BCA Guidebooks)
· Understand 10 USC 2460, 2464, and 2466 statutory requirements, and leverage Public Private Partnering (PPP) & teaming with Industry to meet these
· Continuous modernization, technology insertion, major modifications, and service life extensions are key components of product & process improvement across the lifecycle
· PSM will not only be a Key Leadership Position (KLP) in your program office, but must also be a key team mate – demand excellence from them, hold them accountable, and understand what they are responsible for at every stage of the life cycle
· Resource constraints are a reality on every program; don’t let product support considerations be the first casualty when making design trades
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