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Improving operational effectiveness through common integrated C4ISR solutions 14 August 2007...
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Improving operational effectiveness through common integrated C4ISR solutions
14 August 2007
Statement A: Approved for public release; distribution is unlimited (13 August 2007)
SPAWAR Systems Center Charleston SPAWAR Systems Center Charleston
William PaggiHead, Contracts DepartmentAugust 14, 2007
Contracts DepartmentContracts Department
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 2
Command
Control
Communications
Computers
Intelligence
Surveillance &
Reconnaissance
C4ISRC4ISR• Network Systems & Support• Physical & Computer Security • Command & Control• Information Assurance• Information Technologies• Sensor Systems• Communications• Image Processing• Visual Information Systems• Wireless Technologies• Cryptologic & Intelligence• Command Center Services• Anti-Terrorism / Force Protection• Expeditionary C4I Systems• Modeling & Simulation• Navigation Systems• Meteorology• ATC Engineering/ Technical Services
What We Do - C4ISR & ITWhat We Do - C4ISR & IT
Delivering Knowledge Superiority to the Warfighter Through Engineering Excellence
Leveraging Technology
Rapid Prototyping
Speed to Capability
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 3
Mission, Vision and StrategyMission, Vision and Strategy
We enable knowledge superiority to Naval and Joint Warfighters through the
development, acquisition, and life cycle support of effective, integrated Command, Control, Communications, Computer, Intelligence, Surveillance and Reconnaissance (C4ISR) systems, Information Technology (IT), and Space capabilities.
Mission FORCEnet / NNFE Fully Netted Force
Sea Enterprise Fully Netted
Resources
S1: Fully Netted in ThreeVisionVision
NETCOP- Network Common Operating PictureNETCOP- Network Common Operating Picture
MWR MobileNetMWR MobileNet
Pocketscope
Body Worn VariantBody Worn Variant
Speed to CapabilitySpeed to Capability
Balanced Scorecard
Balanced Scorecard
Rapid Prototyping
Rapid Prototyping
Leveraging TechnologyLeveraging Technology
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 4
Leveraging on Our SuccessLeveraging on Our Success
MRAPs, Ready for Tasking
“The urgency of the situation . . . requires that we thoroughly evaluate all options to put as much of this enhanced capability in the hands of our troops as rapidly as reasonably possible.”Defense Secretary Robert Gates
MRAP - Mine Resistant Ambush Protected Vehicle The Pentagon’s "highest priority" procurement effort
SSC Charleston Marine Corps System Command
UAH Integration Cost: $4,659/Vehicle
Capability/Capacity in Place
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 5
Organization – Now & NextOrganization – Now & Next
Europe Regional Customer Unit
Tampa Regional Customer Unit
Core Enterprise Services (ES) Core Technical Competencies
Regional Customer Focus
Dept Head/DTDC2
Director, Regional Customer Operations
(0-6 Billet)
Dept Head/DTDCOMMS
Dept Head/TDISR
Dept Head /TDBusiness IT
–Admin–Liaison/PAO–Counsel–EEO–IT–Internal Review
Director of Business ES
Board of Visitors0E
–COO(0-5)–Install/Prod–ISEA/Nor. Mil
Director of C4ISR Platform Integration & Del
COO
Contracts Contracts Contracts Contracts
Comptroller Contracts Contracts
Workforce Workforce Workforce
Comptroller Comptroller Comptroller
Workforce
X0
SEG
STG
00 09
Contracts
Director, Workforce Opt
DC Regional Customer Unit
Future Regional Customer Units
Norfolk Regional Customer Unit
Comptroller
Rev B
Europe Regional Customer Unit
Tampa Regional Customer Unit
Core Enterprise Services (ES) Core Technical Competencies
Regional Customer Focus
Dept Head/DTDC2
Director, Regional Customer Operations
(0-6 Billet)
Dept Head/DTDCOMMS
Dept Head/TDISR
Dept Head /TDBusiness IT
–Admin–Liaison/PAO–Counsel–EEO–IT–Internal Review
Director of Business ES
Board of Visitors0E
–COO(0-5)–Install/Prod–ISEA/Nor. Mil
Director of C4ISR Platform Integration & Del
COO
Contracts Contracts Contracts Contracts
Comptroller Contracts Contracts
Workforce Workforce Workforce
Comptroller Comptroller Comptroller
Workforce
X0
SEG
STG
00 09
Contracts
Director, Workforce Opt
DC Regional Customer Unit
Future Regional Customer Units
Norfolk Regional Customer Unit
Comptroller
Rev B
CHENG ExecutiveOfficer
Commanding OfficerTechnical Director
Deputy TechnicalDirectors
Tech Departments
SEG
C2
HS
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ISE
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(TD
) IS
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IO
Tech Departments
Tech Departments
Tech Departments
COMMS
ISR/ IO
C2
Tidewater
AdminAdminDepartments
Ke
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EngineeringOperations
CHENG ExecutiveOfficer
Commanding OfficerTechnical Director
Deputy TechnicalDirectors
Tech Departments
SEG
C2
HS
I
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s
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ISE
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Eva
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(TD
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IO
Tech Departments
Tech Departments
Tech Departments
COMMS
ISR/ IO
C2
Tidewater
AdminAdminDepartments
Ke
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Ch
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EngineeringOperations
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 6
SYSTEMS CENTERCharleston
CAPT Hoover/J Ward
SYSTEMS CENTERCharleston
CAPT Hoover/J Ward
Freddie Hicks
1.0 FINANCE
William Paggi
2.0CONTRACTS
Gail Silverman
3.0LEGAL
Mike Johnson
4.0Log/Install/ISEA
5.0ENGINEERING
James Ward
Pete Van
6.0PROGRAM MNGMT
Phil Charles
7.0S&T
Ken SlaughterGary Scott
8.0CORP OPS
Jennifer WatsonPete VanJennifer WatsonPete Van
5.2Netcentric
Engineering & Integration
5.1Enterprise Systems
Engineering
Phil CharlesPhil Charles
5.3Command
andControl
Kevin McGeeKevin McGee
5.4BusinessSystems /
EIS
Jennifer WatsonJennifer Watson
5.5
Comms andNetworks
Charlie AdamsCharlie Adams
5.6
ISR/IO
Mike KutchMike Kutch
5.7
SpaceSystems
Charlie AdamsCharlie Adams
5.8
InformationAssurance
Mike KutchMike Kutch
5.9System T&E
and Certification
Kevin McGeeKevin McGee
SSC C Local Site Leads
5.0ADeputy
Greg HaysGreg Hays
SSC C Local Competency LeadsSSC C Local Competency Leads
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 7
Code 50 – Communications Systems DeptCode 50 – Communications Systems Dept
• Networks Engineering
• Platform Communications
• Tactical Communications
• RF Communications
• Communications & Information Systems Development
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 8
Code 60 – Command & Control Systems DeptCode 60 – Command & Control Systems Dept
• Integrated C4ISR Systems
• C2 Engineering
• Enterprise Systems
• Air Traffic Control Systems
• Aviation Technology Services
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 9
Code 70 – Intelligence & Information Warfare Systems DeptCode 70 – Intelligence & Information Warfare Systems Dept
• IW Exploitation Systems
• Information Assurance
• Information Warfare
• Force & Infrastructure Protection
• Computer Information Sys.
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 10
Code 80 – Tidewater C4ISR Other (Fleet Support; Corporate Production)
Code 80 – Tidewater C4ISR Other (Fleet Support; Corporate Production)
• C4ISR Systems Engineering
• Shipboard, Submarine, Shore-Based C4ISR Installations
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 11
• Navy• USMC• Army• Air Force• COCOMs• USJFCOM• Department of Defense• Department of State• Federal Aviation Administration• Department of Treasury
– U.S. Mint• National Science Foundation• Department of Homeland Security
– U.S. Border & Transportation Security– U.S. Coast Guard– U.S. Secret Service – Information Assurance / Infrastructure
Protection– Office of Disaster Preparedness– Federal Emergency Management Agency
• Department of Justice
• Navy Working Capital Fund Organization
–Receive no Mission or direct appropriated funds
–Must satisfy customer and control our rates
• Government / Contractor Team
–Wide range of C4ISR products and services
–Large portfolio of contracts ($6B available ceiling)
–Unlimited contracting authority
Major CustomersMajor Customers
Leveraging Diverse Customers Drives cost down Increases competency Delivers Joint capabilities
58%Naval/ Maritime
58%Naval/ Maritime
33%Joint
9%Other
Federal$2.1Billion
New Orders for FY 06
82% supports private industry
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 12
45% Engineering & Science (1052)
Contracts & Supply (122)
Computer Specialist (418)
Computer Science/Engineering
(185)
Finance & Budget (82)
General Clerical (69)
IT Support (93)
Logistics (73)Other (170)
Program Management (95)
Small Business Prime
Mid-Size Business
Major Defense
Over 2,400 Government Employees
Over 9,000 Contractors+
Effective & Efficient Solution to the “Global War on Terror”
=
Our Business ModelOur Business Model
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 13
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
S. B. Prime SDB Woman-Owned
HUBZone SDVOSB
DoD FY06 GoalSPAWAR FY06 GoalOur FY 06 GoalOur FY 05 AchievementOur FY 06 Achievement
Total dollar awards toU.S. Firms: $1.64BStatistics from Procurement Management Reporting System of November 2006
Commitment to Small BusinessCommitment to Small Business
Major DoD14%
Small Business
45%
Mid-Size Business
41%
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 14
J02Contracts and Logistics
DepartmentMr. W.M. Paggi
J02Contracts and Logistics
DepartmentMr. W.M. Paggi
J023Logistics DivisionMr. W. Johnston
J025Code 50 DivisionMr. Steve Harnig
J026Code 60 Division
Ms. K. Breitkreutz
J0261DO/TO BranchEvelyn White
J027Code 70 Division
Ms. L. Rosenbaum
CAPT Red HooverCOJ00
Mr. James WardEDJ09
J0251Dee Cleaver
J0231Logistics Branch
Ms. T. Gray
J0232Property Branch
Ms. L. Ward
J0233Transportation
BranchMs. T. Gray (A)
J02BBusiness
OperationsTBD
J02CContract
Rqmts TeamMr. J. Crawley
J02AChief of
OperationsMs. D. Murphy
J02XDCAA Financial
AdvisorMs Connie Turner
J0271DO/TO BranchGloria Myers
J028Code 80 Division
Ms. A. Orvin
J0281DO/TO Branch
Vacant
J0282Norfolk Branch
Gail Sabato
Contracts and Logistics DepartmentContracts and Logistics Department
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 15
Acquisition and Contracting CapabilityAcquisition and Contracting Capability
Unlimited Contracting AuthorityTotally Turnkey Acquisition Capability
250 Active Contracts with available ceiling of $6BUse Full Spectrum of Contract Types and Performance Based Contracting Techniques (CPAF/CPIF/CPFF/T&M/FFP)
Highly Professional WorkforceIntegrated, co-located with Technical Personnel
World-Class Contracting Organization
Enabling Speed to Capability with
Industry Solutions
Civilian
Military Contractors
Reality
Annual Workload
FY 05 FY06
Actions16,354
Dollars$1.5B
Actions15,629
Dollars$1.7B
Warfighter Needs
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 16
FY 07 Contracting StatisticsFY 07 Contracting Statistics
FY 07 OCT-JUN (Estimate)
Total $ Obligated $1,282,438,789
Percent of Dollars Obligated to SB Primes 37%
Percent of Dollars Obligated to LB Primes 63%
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 17
Contract StrategyContract Strategy
• SPAWARSYSCENCHASINST 4200.9– “SPAWARSYSCEN will develop and maintain
contractor capacities by planning for, and sustaining a centrally managed and controlled portfolio of contract vehicles with the appropriate mix of small and large businesses/contractors sufficient to meet the Command’s contract support requirements”
– “The SPAWARSYSCEN Charleston contracting strategy shall strive to develop and maintain the right mix of contractor capabilities and capacities through the establishment of a portfolio of contract vehicles initiated at the Command, department, division and branch level in strategically important functional areas. To the maximum extent possible the objective is to create contracts that can be, and are used, across the command”
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 18
Nav
y
US
MC
AR
MY
Air
Fo
rce
Do
D
Dep
t o
f S
tate
FA
A
Dep
t o
f T
reas
/ U
S
Min
t
NS
F
DH
S
Dep
t o
f Ju
stic
e /
FB
I
Pillars• Business IT• C2• Comms and
Networks• IO / ISR
Larger Contracts with Major Industry Partners Aligned to Market
Segments and /or Technology Areas
Small Business Prime
Mid-Size Business
Major Defense
• Financial Mgmt• Admin Support
• Facilities• Warehousing
Str
ateg
ic
Pla
nn
ing
Str
ateg
ic
Pla
nn
ing
Command Wide Operations
Command Wide Technical Ops
Specialty / NicheInstallation
Production / Assembly
Spawar/SSC IDIQs
Seaport-e, DOD MACs
45%
40%
14%
1%
% of $ Capacity(not including Seaport-e)
Strategy Aligned Contract PortfolioStrategy Aligned Contract Portfolio
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 19
C2
Comms /Networks
IA
IW
Current And Ongoing In Process Planned
IW Sys Devel$250M(u)/50M(sbsa)
Adv Tech/SOA(6868)$422M - SAIC
Tactical C2 (6844)$195M - EMA
Network Arch Devel$420M(u)/$70M(sbsa)
C2 Sys Eng (6842)$149M - Titan
C2/Comms Eng (6829)$45M - Mantech
Security Sys
GWOT (7862/3)$218M – Amti/Gemni
SALTS (7861)$314M - BAE
ATFP( 7148)$143M – MC Dean
JMIS IA$250M(u)/50M(sbsa) Netwarcom IA$100M (u)/50M(sbsa)
OCONUS Secure Networks$75M
RCU SupportSocom Supp (3830)$49M - EMAEucom Sys Eng (5127)$65M – MC Dean
Centaf Comms$476M
Comms/Neworks (5852)$48M - Titan
RF Comms Eng$TBDM
Centaf ATC$450M
8(a
) E
ng
ine
erin
g S
up
po
rt
Mu
ltip
le A
wa
rd -
$1
50
M
Mis
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n M
od
ule
Pla
tfo
rm I
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- $
25
0M
Ve
hic
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tion
-
$2
50
M
Comms ISEA$TBDM
Focus Area
Co
nso
lida
ted
In
sta
llatio
ns
(88
40
, 8
84
2,
88
48
) $
65
4M
- K
I, M
ilco
m
Co
rpo
rate
Pro
du
ctio
n (
78
45
) $
21
6M
-
Sta
nle
y
(u) Unrestricted Competition (sbsa) Small Business Set Aside Data as of 31 Jan 07
Technical Pillar StrategyTechnical Pillar Strategy
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 20
Seaport-E Seaport-E
Optimizing the Use of Seaport-E
Seaport-E offers a viable solution for many of SSC Charleston’s procurement needs
Targets of opportunity include:
Recurring GSA, BPA and/or purchase orders for services
Services that have a more definitive scope and are in support of a limited number of customers
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 21
Seaport-E (Cont’d)Seaport-E (Cont’d)
Optimizing the Use of Seaport-E
Lessons Learned --
A task order awarded under the MAC is not intended to be a “mini-IDIQ”, where specific tasking becomes defined and funded as projects arise
Mixing multiple lines of accounting from various funding sources (sponsors) continues to be a concern
Increased concerns about the period of performance for tasking citing FY expiring funds
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 22
Seaport-E (Cont’d)Seaport-E (Cont’d)
FY 07 STATISTICS (ESTIMATE)
Total $ Value of FY 07 Seaport Awards To Date: $185MTotal $ Value of Pending Award: $135M% SB Prime Awards: 43.3%
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 23
Requirements InitiationRequirements Initiation
Originator Finalizes
Package and Forward to Contracts
Originator Identifies need for new contract
or follow-on
Defines $ Value and Scope, Verifies That No Existing Contract Can Accommodate
Originator Discusses Best Approach With Contracts Team
Leader and Obtains Dept Management Endorsement to Proceed IAW Dept Procedures
Develop/Finalize CIR & Route To CRT Via Branch Head, Div Head,
Contracts Div Head, & Dept
CSC Rep
Over $5M or
Options Required
?
CRT Screens For Command/Dept
Contract Strategy&
Routes to All Departments For
Comment
CRT Issues Or Dept
Additions/ Concerns
CIR Forwarded To Dept CSC Rep For Resolution
Requirement Viable After
Accommodating Issues?
CIR Withdrawn
CIR Presented at Weekly CSC
Meeting
CSC Approv
es
Contracts Team Leader Receives Signed CIR and Assigns Buyer
yes
no
no
yes
yes
yes
no
no
10 Day Time Limit
Contracts Buyer Conducts Contract
Planning Conference
CIR – Contract Initiation Request
CRT – Contract Requirements Team
CSC – Contract Strategy Council
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 24
Contract Strategy CouncilContract Strategy Council
• SPAWARSYSCENCHASINST 4200.9– “The Contract Strategy Council (CSC) is to provide
guidance and coordination of all contract planning efforts”
Voting MembersChairman – William PaggiCo-Chair – Donna MurphyCode 50 – Donna BedfordCode 60 – Carissa MillerCode 70 – William SchneiderCode 80 – Bobby HensleyCode 09 – Theresa Brutsch
AdvisorsSADBU – Bob MeddickLegal – Mike RoysCRT – Jim Crawley
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 25
Command Contract CapacityData Date: 08 August 2007
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Mill
ion
s
Contract Capacity
Current Ceiling Availability$5.20 Billion
Projected Annual Usage:$1.99 Billion/year
16%/year growth rate
Command Contract CapacityCommand Contract Capacity
Contracts in Process
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 26
0 100 200 300 400 500 600 700
BSC Reserve Contract Capacity ResultsBSC Reserve Contract Capacity Results
• Current Command Burn Rate: $1,529,474,940
• Command Burn Rate Capacity: $1,988,219,997
3rd Quarter FY07 Data:3rd Qtr IM2 Goal: 15.4%Current IM2: 23.1%
Code 80
Prod. Install
Staff Code Support
Annual Burn Rate ($M) Actual vs Capacity
Code 70
Code 60
Code 50
IM2= 4.5%
IM2=36.8%
IM2= 6.6%
IM2=29.8%
IM2=44.8%
IM2= -4.5%
Current Contract Burn Rate for Dept
Dept Burn Rate Capacity
IM2: Enable Capacity for
Context Work
IM2: Enable Capacity for
Context Work
4th Qtr IM2 Goal: 30%
Data Date: 08 August 07
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 27
Existing CapacityExisting Capacity
Data Date: 08 August 07
Competency Data TotalA) Business Ops Count 6
Contract $ Value 28,365,202$ Ceiling $ Remaining 12,667,428$
B) Prod/Install Count 7Contract $ Value 960,101,758$ Ceiling $ Remaining 581,588,722$
C) Communications Count 76Contract $ Value 2,350,494,665$ Ceiling $ Remaining 1,681,477,800$
D) Command & Control Count 116Contract $ Value 2,322,834,044$ Ceiling $ Remaining 1,269,807,995$
E) IO/ISR Count 112Contract $ Value 1,737,571,957$ Ceiling $ Remaining 990,814,853$
F) Tidewater Count 27Contract $ Value 870,231,157$ Ceiling $ Remaining 663,356,475$
Total Count 344Total Contract $ Value 8,269,598,783$ Total Ceiling $ Remaining 5,199,713,275$
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 28
Contracts in ProcessContracts in Process
Data Date: 08 August 07
Competitive Sole Source Seaport TotalBusiness Operations Sum 210,700$ 29,000,000$ 61,700,000$ 90,910,700$
Count 1 1 1 3Production / Installs Sum 154,000,000$ 0 -$ 154,000,000$
Count 2 0 0 2Communications Sum 1,171,826,712$ 199,957,895$ 5,000,000$ 1,376,784,607$
Count 15 11 1 27Command & Control Sum 1,536,255,131$ 335,311,857$ 10,709,502$ 1,882,276,490$
Count 19 20 1 40IO / ISR Sum 1,064,382,785$ 157,287,137$ 10,618,485$ 1,232,288,407$
Count 11 14 6 31Tidewater Sum 139,654,945$ 8,143,000$ 15,000,000$ 162,797,945$
Count 7 2 1 10Totals Sum 4,066,330,273$ 729,699,889$ 103,027,987$ 4,899,058,149$
Count 55 48 10 113
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 29
Current Best PracticesCurrent Best Practices
• Contract Strategy/Contract Requirements Team– Team of Code 02 engineers dedicated to development of Contract Request
Packages
• 80% SOO/PWS solution• Standard labor categories• Mission Enablement Multiple Award 8(a) Contract• Turbo Procurement Request Package• Standard Quality Assurance Surveillance Plan and Performance Monitoring Process• Standard Contract Language
– CMMI– EVM
• Strategy for Procurement of Hardware and Material
• Process Improvement/Lean Events– Source selection
• All members of ACQ team participate in TEB • Contract negotiator facilitates TEB
– Legal review/J&A processing– COR/DOCOR - Task/Delivery order (DCMR process)
• Standardized process for monitoring, measuring and reporting on contractor performance• Standardized/automated QASP & CDAD
– Based on contractor input– Automated DCMR process
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 30
Conversion to PBSAConversion to PBSA
• Currently 87% are PBSA• CPFF to CPIF,CPAF,FFP, & Award Term• Std QA Surveillance Plan & Performance
Monitoring Process• Std Contract Language
–CMMI -- EVM
LSS Event
PB
SA
P
erf S
tds
(CPA
RS)
CMMI Processes• Project Monitoring & Control (PM&C)• Supplier Agreement Mgmt (SAM)
Contracting Officer’s Rep. (COR)• Monitor performance• Inspection and acceptance
Ince
nti
ve A
war
d P
lan
Award Term
Incentive Fee
Award Fee
• COR function (basic contract level)• PM&C/DOCOR function (project / task order level)
Contract Performance Management
Project Monitoring and Control
COR/DOCOR function PBSACPARS Process MCP
QualitySchedule
Cost Control
Key Personnel
Bus. Relations
Task Rqmts Design
Specifications BOM
1SOW by WBS Map Rqmts to
QASP
2
6.2 Production Engineering (WBS #: 1.212.000.02)
a. The contractor will create, review or suggest engineering changes to the CSRR system or have recommendations for equipment substitutions. Integration deficiencies are often identified during the production and testing phases. These issues or recommendations will be documented through the use of ECPs or, in some cases, Trouble Failure Reports (TFRs). These suggestions will be sent to the CSRR SA and CSRR ISEA through an ECP process. The contractor may assist in the assessing the impacts of all ECPs and provide feedback to the ISEA/SA on schedule, quantity, and funding. The contractor will not implement any changes to the CSRR system unless given a government-signed ECP.
b. The contractor will provide engineering and technical services to create or tailor existing
production and integration test procedures for use in testing the CSRR system. The contractor will provide support to the CSRR Test Director to assist in the development of CSRR Test Procedures – this may include all test procedures as defined in ref (d).
6.3 TDP Management (WBS #: 1.212.000.03)
a. The contractor will create or review and provide input to, documentation to support the SSGN 728 production efforts, including but not limited to:
Drawing packages Assembly procedures Cable manufacturing, repair, and test procedures Cable run sheets and connector pin-outs Cable label files Production procedures Quality assurance/quality control procedures Test plans Other documentation related to the procurement,
integration/assembly/production, and quality control of the systems and kits produced under this tasking
Cost Estimate by WBS
3
Schedule EVM Performance
Measurements Cost Measurement
4QASP
5 Formal Assessment
Form
6
• Team Approach–Followed the 8 step approach–Identified requirements –Incorporated results from prior LSS events
• DCMR/Delivery Order• Previous COR events
–Developed a standard process–ID data collection & data flow (best method) –Leaned process–ID automation requirements–ID additional areas to be modified/
developed to support the process Data correlation & analysis
CPAR’s
Performance Based Service Acquisition (PBSA)• Requirements Described As Outcomes Vice “How To”• Performance Assessed Against Measurable Performance Standards• Fixed Price Contract and/or Incentive Used to Motivate Performance• Quality Assurance Surveillance Plan -- Metrics, AQLs, Std Process for Collection
7
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 31
Changes on the HorizonChanges on the Horizon
• Implementation of Section 812 of Defense Authorization Act for FY 06
• NSPS
• Competency Based Organization (CAO)
• NERP
• EVM
• Open Systems Architecture
• POM 10
• NI Total Force
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 32
Multiple Concurrent EventsMultiple Concurrent Events
FY07 FY08 FY09 FY10
Perf Period
FY07 FY08 FY09 FY10
NSPS
BRAC
CAO
BRAC Actions
Pay Pool
CAO Mission Funded
End State
CAO Tier 2 Selections
SSC-L & SSC-P StandUpNWCF Transition Activity (NORF, NOLA)
Tier 2 Slating
CAO NWCF
End State
OCT
ERP ERP Actions
ERP “Go Live”
Transition Work & Prep Work for ERP Release 1.1
Phase 1 Stand Up
CAO
PE
Work
Value Streams, Consolidation of Data, Worklist
NNFE Agreements, Drumbeat Within Warfare Enterprises
NWCFRate Preps
NWCF Rates
OTHER WE
SWEUSENAE
NECE
POM 10PR 11
POM 12N1
TOTAL FORCE Military, Civilian, Contractor Service Support
Provider PerformanceAgreementWork
AS
N (
RD
A)
Pe
rso
na
l In
vo
lve
me
nt
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 33
Doing Business with UsDoing Business with Us
https://e-commerce.spawar.navy.mil
• Electronic subscription service• All solicitations issued electronically• Electronic proposal submission• Synopsis automatically posted to FEDBIZOPPS
Business Methods
www.spawar.navy.mil
Statement A: Approved for public release; distribution is unlimited (13 August 2007) 34
“Our Reason for Being” “Our Organizational Model”
FORCEnet
Fully Netted Force Fully Netted Resources
SeaEnterprise
SeaEnterprise
Critical Capability in Competency
Efficient Business
OperationsSuccess+ =
Delivering FORCEnet at Sea Enterprise Rates
Delivering FORCEnet at Sea Enterprise Rates