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. . Bad habit Commander and Deputy for SupportBrig. Gen. (S) Joseph Lanni. . . . PEO and AAC Commander Maj. Gen. Jeff Riemer. . Delegate PEO and Executive DirectorMs. Judy Stokley, SES. . Administration Changes. Diagram. Guard Acquisition Performance Assessment ProjectAir Force Acquisition Transformation CouncilAcquisition Focus Areas at AACWords from the WarSummary.

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Speaker's Forum Co-supported via: Air Force Association (AFA) POC - Candace Robey, 883-1900 Association of Old Crows (AOC) POC - Steve Czonstka, 897-4775 International Test and Evaluation Association (ITEA) POC - Donna Self, 883-5364 National Defense Industrial Association ( NDIA) POC - Len Iannuzzo, 883-1088 Judy A. Stokley Deputy PEO/WP & Executive Director 25 January 2006

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Leadership Changes PEO and AAC Commander Maj. Gen. Jeff Riemer Vice Commander and Deputy for Support Brig. Gen. (S) Joseph Lanni Deputy PEO and Executive Director Ms. Judy Stokley, SES

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Overview Defense Acquisition Performance Assessment Project Air Force Acquisition Transformation Council Acquisition Focus Areas at AAC Words from the War Summary

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DAPA - The Task Issued By Acting Deputy Secretary Of Defense England, 7 June 2005 "… I am approving a coordinated procurement evaluation to consider each part of securing, including prerequisites, association, lawful establishments… choice procedure, oversight, balanced governance – each viewpoint… " "The yield… will be a prescribed obtaining structure and procedures with clear arrangement of duty, specialist and responsibility." "Straightforwardness is attractive… Restructuring securing is basic and fundamental."

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DAPA Membership And Support Teams The Panel Advisors Dr. Francis W. Ahearn Professor – Industrial College of the Armed Forces, NDU Dr. Linda S. Brandt Professor – Industrial College of the Armed Forces, NDU Ms. Judy A. Stokley Deputy for Acquisition – Air Armament Center Mr. Alfred G. Hutchins, Jr. President – Hutchins & Associates, Inc. Lieutenant General Ron Kadish USAF (Ret) Partner, and VP Aerospace Market Group Booz, Allen Hamilton Panel Chairman Dr. Gerald Abbott Professor – Industrial College of the Armed Forces, NDU Mr. Straight to the point Cappuccio Executive Vice President – Lockheed Martin Corporation General Richard Hawley, USAF (Ret) Aerospace Consultant General Paul Kern, USA (Ret) The Cohen Group Mr. Wear Kozlowski Former Vice President, McDonnel Douglas Corporation Mr. J. David Patterson, Project Director Ms. K. Eileen Giglio, Deputy Project Director Col. Alan Boykin, USAF, Staff Director Support Staff Lt. Col. Rene Bergeron, USAF Lt. Col. Annette Foster, USAF Mr. Stephen Hayes, USA Ms. Maggie Souleyret Ms. Annette Atoigue

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Performance Assessment Process Surveyed Over 130 Government And Industry Acquisition Professionals Developed 1.069 Observations Identified 42 Areas Of Interest Created Integrated Acquisition Performance Assessment. Characterized Eight Performance Improvements Reviewed Over 1,500 Documents To Establish Baseline Of Previous Recommendations Held Open Meetings And Maintained A Public Web-website To Obtain Public Input Heard From 107 Experts, Received Over 170 Hours of Briefings LITERATURE SEARCH Issue Identification Performance Improvements Situational Assessment PUBLIC INPUT Performance Improvement Assessment Performance Assessment SURVEY OF PRACTITIONERS Major Findings Implementation Criteria SUBJECT MATTER EXPERT BRIEFINGS 1,069 OBSERVATIONS 42 ISSUE AREAS INTEGRATED ASSESSMENT 8 PERFORMANCE IMPROVEMENTS

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Oversight Acquisition Strategy Requirement Process PM Expertise Need for Leadership Program Structure Industry Motivation & Behavior RAA Allocation Process Discipline Acquisition Career Path Joint Requirement Development Complex Acquisition System PPBE Process Number of Observations 42 Issue Areas Integrated Look At Key Issues

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Our Integrated Assessment A successful procurement framework requires steadiness and coherence that must be accomplished through coordination of the real components whereupon it depends. For instance: Organization, Workforce, Budget, Requirements, Acquisition, and Industry, and also Leadership and Congressional Oversight. In Theory - Cohesive and Stable

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Our Integrated Assessment There are key separates in DoD administration frameworks and Congressional oversight, driven by contending qualities and targets that make government-initiated insecurity in our procurement programs HOW MUCH AND WHEN TO BUY CONTROL, OVERSIGHT AND BALANCE INSTABILITY THAT ADVOCACY CREATES STABILITY TRAINING JOB SATISFACTION EXPERIENCE COMPLIANCE CONSISTENCY CONTROL OVERSIGHT HOW TO BUY BALANCE OF COST, SCHEDULE AND PERFORMANCE TECHNOLOGY AVAILABLE versus Execution, COST AND TIME TO NEED WHY AND WHAT TO BUY MISSION SUCCESS AT LOWEST COST IN LIFE SERVICE ADVOCACY SURVIVAL PREDICTABILITY STOCKHOLDER VALUE VENDOR BASE VITALITY In Practice – Disconnected and Unstable (government prompted)

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Performance Improvement Reducing government-incited precariousness through change of these key components of the Acquisition framework can decrease cost, upgrade obtaining execution and quicken scratch capacities by years.

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Performance Improvements – Organization OSD Acquisition, Technology and Logistics (AT&L) Focus on what, not how, to purchase Member of JROC Own Acquisition Stabilization Account (ASA) Compete capacity needs and seat Materiel Selection Board Disestablish OIPT handle Service Acquisition Executives (SAEs) Elevate to Level 3 Make 5-year Fixed Presidential Appointments renewable for second term Create pool of pre-qualified competitors Post Milestone B execution Service Chiefs/CNO Pre-point of reference B execution Service 4-Star Acquisition Commander Dual answer to SAE and Service Chief/CNO Integrate spending plan, necessities, procurement Advocate for mechanical future Advocate and deal with A cquisition workforce Oversee everyday program execution Direct and oversee planning of administration materiel arrangement proposition

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Performance Improvements – Budget and Requirements Budget Create isolate ASA modified and executed by AT&L Create administration hold at Service level Adjust all records to 80/20 certainty level in 08 POM accommodation Requirements Replace JCIDS with COCOM-drove prerequisites prepare in which the Services and DoD offices contend to give arrangements Create 15-year Joint Capability Acquisitions and Divestment Plan (JCADP), 2-yr process duration staged, monetarily educated and organized ability needs AT&L contend among Services and select Materiel Solutions Require TEMP and IOT&E Plan for Milestone B choice Add "operationally worthy" class to Operational Test assessment Require JROC endorsement to test outside Requirements PMs can reschedule necessities

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Performance Improvements – Acquisition Pre-turning point B, PM is administrator prepared in obtaining, DPM is securing proficient Post-breakthrough B, PM is procurement proficient, DPM is administrator prepared in securing 4-Star Acq Cmdr is accreditation specialist for A cquisition workforce Incl spending plan, reqts, test officers from Service Staffs/different Commands Make time a KPP Require Time Certain Development - NGT 6 years from MS A to 1 st del Require Risk Based Source Selections - supplant advancement cost offer with arranged most-plausible cost Baseline at Milestone B NET Preliminary Design Review Require TEMP and IOT&E Plan at Milestone B-PEO/PM signator on both Give PM unequivocal expert to concede necessities post Milestone B Appoint PM responsible for every gauge with residency from Milestone B through Beyond Low Rate Initial Production report

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Performance Improvements – Workforce and Industry Workforce 4-Star Acq Cmdr is confirmation expert for Acq Workforce incorporates faculty from spending plan, necessities, test, and so on. Build up tutor program for PMs Stabilize PM visit – NLT MS B - Beyond Low Rate Initial Prod Report Industry Establish Roundtable facilitated by SECDEF to share Joint Capability Acquisition and Divestment Plan Align industry and guard key arranging Convert to Risk-based Source Selections Award to least hazard recommendations at arranged most likely cost Favor formal rivalries by primes bad habit customary make/purchase

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DAPA – Closure Results exhibited out in the open gathering 14 Dec 05 Release of full report expected 27 Jan 06 Results gave to QDR board http://www.acq.mil/dapaproject - 1 Feb 06 http://www.dau.mil/library/ - Date TBD

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Air Force Acquisition Transformation Council The Umbrella – "Brilliant OPS 21" – LEAN Process Efficiency Balanced Scorecard Acquisition Improvement Efforts Transparency in Governance -Program Stability Risk Assessment Methodology -Program Planning & Baselines Oversight -Test – OT Evaluations Risk Assessment Methodology – Ms. Betsy Thorn "Focal point of Gravity" for Acquisition Improvements SPIRAL 1, Beta Tests, Operating Guide by 30 Sept 06 Acquisition Strategies, Source Selections, Milestone/Program Decisions WAR-WINNING CAPABILITIES… ON TIME, ON COST

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AF Goal "Making strides toward environmental friendliness" Reset Program Success Factors to Risk Based 95% By 2010 (New Culture!) Majority Objective Now-Much is Subjective (Old Culture!) Source: AF PEO Portfolio, Oct 05 MAR

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Acquisition Focus Areas at AAC Credibility Risk Assessment Methodology Risk-centered Source Selections Sufficiency Reviews College of Acquisition Curriculum Expectation Management Agreements – Annual Commitments PEO surveys – Balanced Scorecard Financial Execution Capability Needs Counter MANPADS Net-prepared weapon information joins Chemical Biological Radiological Nuclear & Explosive (CBRNE) Universal Armament Interface Urban CAS Reliability Air Armament Symposium – 3-4 October 06

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Words From The War "My worry is that this war has achieved a point where a strategic blunder can have key ramifications so everything in our armory needs to work first time, without fail. We have additionally turned into the casualty of our own achievement in that the ground troops "know" we can shack the objective each time and practically control colla

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