A&S | The Contracting Education Academy

August 3, 2020 By cs

New Space Force acquisition office to prioritize integration over bureaucracy

One advantage of the new Space Force organization is that it allows its leaders to focus exclusively on space, rather than divide their attention between space and air.

That means the new assistant secretary of the Air Force for space acquisition, once they’ve been nominated and confirmed by Congress, will be able to focus more closely on integrating and synchronizing existing space capability and acquisition programs. That’s something sorely needed in the space domain, according to one of the officials working to stand up the new office.

“Often this lack of synchronization is not an acquisition problem per se, but really it’s a problem of disparate funding responsibilities and poorly prioritized capability development,” said Shawn Barnes, deputy assistant secretary of the Air Force for space acquisition, on the Space Foundation’s July 15 Space Policy Pod[cast]. “I believe our real value proposition is not in providing another layer of acquisition oversight, but rather in multiplying the value of space systems through integration and synchronization.”

The problem is that each of the other service branches, as well as a number of agencies in the intelligence community, all have vested interests in space and in protecting those interests. But each is moving in its own direction. Barnes sees an opportunity for the new ASAF to unite everyone on the same page.

Keep reading this article at: https://federalnewsnetwork.com/defense-main/2020/07/new-space-force-acquisition-office-to-prioritize-integration-over-bureaucracy/

February 17, 2020 By cs

The paths become clearer: DoD acquisition policy and the Adaptive Acquisition Framework

The Honorable Ellen Lord, Under Secretary of Defense (Acquisition and Sustainment), has repeatedly stressed that one of her office’s primary goals is to reform Defense acquisition so that it delivers capabilities at the speed of relevance to our Warfighters.

Since Dec. 31, Lord has approved the release of all six acquisition pathways that make up the Adaptive Acquisition Framework (AAF), DoD’s long-awaited rewrite of the Defense Acquisition directives commonly referred to as the “5000 series.”

Reforming this cumbersome set of documents has been a priority for Lord, who has been introducing the concepts to Congress, the defense industry, and the Defense Acquisition Workforce for several months.

“[The] way forward removes a longstanding system of bureaucracy and red tape by turning the procurement process into one that empowers users to be creative decision makers and problem solvers,” she wrote in a recent Defense Acquisition magazine article recently reprinted here by the Contracting Education Academy at Georgia Tech.

The revised 5000 series includes the introduction of the AAF, which gives acquisition professionals six different acquisition pathways: Urgent Capability Acquisition, Middle Tier of Acquisition, Major Capability Acquisition, Acquisition of Services, Defense Business Systems, and Interim Software Acquisition.

The final step of the release process involves an intricate transition that will occur when the Department of Defense Instruction (DoDI) 5000.02, “Operation of the Adaptive Acquisition Framework,” is released. This new version of the 5000.02 will cancel the current 5000.02, “Operation of the Defense Acquisition System.”

Because of differences in the two documents, functional policies applicable to engineering, test, cost, etc. will be nullified. To mitigate the gap, DoDI 5000.02T (T stands for transition), “Operation of the Defense Acquisition System,” will be published to facilitate a smooth transition to AAF operations and will remain in effect until the completion of the AAF realignment.

Below are the policies that comprise the redesigned DoD 5000 series:

DoD Instruction 5000.2, Operation of the Adaptive Acquisition Framework, Jan. 23, 2020
DoD Instruction 5000.02T, Operation of the Defense Acquisition System, Jan. 23, 2020
DoD Instruction 5000.74, Defense Acquisition of Services, Jan. 10, 2020
Software Acquisition Pathway Interim Policy and Procedures, Jan. 3, 2020
DoD Instruction 5000.75, Business Systems Requirements and Acquisition, Jan. 24, 2020
DoD Instruction 5000.81, Urgent Capability Acquisition, Dec. 31, 2019
DOD Instruction 5000.80 Operation of the Middle Tier of Acquisition (MTA), Dec. 30, 2019

Defense acquisition professionals are advised to check DoD’s AAF website often for the latest policy updates.

February 7, 2020 By cs

Pentagon official: Space Force reorganization should not slow down acquisitions

In the legislation that creates the U.S. Space Force, Congress has directed a major reorganization of the office that manages the acquisition of space systems.

Although it could take some time to figure out the details of the Space Force’s acquisition bureaucracy, programs are not likely to slow down as a result, said Ellen Lord, undersecretary of defense for acquisition and sustainment.

During a breakfast meeting with reporters Jan. 14, Lord said the Pentagon is closely monitoring the standup of the U.S. Space Force. A senior level Space Governance Board, in which Lord participates, spends a lot of time tracking the ongoing reorganization. She said leaders are enthusiastic about the creation of a U.S. Space Force under the Department of the Air Force. “I frankly see more effort and leadership involvement in space now than ever in the past,” Lord said.

“We see the standup of the Space Force and of U.S. Space Command as an opportunity to really focus on this critical domain,” she said. Specifically on how space acquisitions should be managed under the Space Force, Lord said it will be up to Air Force and Space Force leaders to propose options that satisfy the congressional mandate to give space its own acquisition shop.

“The NDAA instructed the Air Force to come up with a variety of suggestions, if you will, courses of action around how to do acquisition,” said Lord.

Keep reading this article at: https://spacenews.com/pentagon-official-u-s-space-force-reorganization-should-not-slow-down-acquisitions/

February 6, 2020 By cs

Pentagon’s number-two officer vows to fix software acquisition ‘nightmare’

The new vice chairman of the Joint Chiefs of Staff said the Defense Department needs to fix its requirements processes — not just its acquisition procedures — if it’s going to make real progress toward buying and building software as quickly as Silicon Valley does.

And as of now, according to Gen. John Hyten, the process is a “nightmare across the board.”

At the suggestion of the Defense Innovation Board, Ellen Lord, the undersecretary of Defense for acquisition and sustainment has promised to create a software-specific acquisition pathway for DoD systems.

But Hyten told an audience at the Center for Strategic and International Studies that changing DoD’s buying procedures won’t solve the problem if it’s still stuck with a requirements process that takes too long, and was built for tanks and aircraft carriers.

In his capacity as the chairman of Joint Requirements Oversight Council, Hyten is largely in control of that process — known as the Joint Capabilities Integration and Development System (JCIDS). He believes it’s stuck in the industrial age.

Keep reading this article at: https://federalnewsnetwork.com/defense-main/2020/01/pentagons-number-two-officer-vows-to-fix-software-acquisition-nightmare/

January 24, 2020 By cs

Leaning forward into the new year

In this article, originally published in the Jan.-Feb. 2020 issue of Defense Acquisition magazine, Under Secretary of Defense for Acquisition & Sustainment Ellen Lord talks about her reorganized department’s quest to use innovative techniques to expeditiously and cost-effectively deliver the goods and services needed by U.S. warfighters.

A new year has begun for our team. We continue using the momentum built thus far to propel us forward. Take a look at where we have come from. On Feb. 1, 2018, we stood up the new Acquisition and Sustainment (A&S) organization as mandated by Congress — and on Sept. 4, 2018, we had our first official day as a reorganized department. Of course, we used this opportunity to better shape our organization and acquisition system to meet the demands of the 21st century. Even while leadership has changed, our mission endures: Enable the Delivery and Sustainment of Secure and Resilient Capabilities to the Warfighter and Internal Partners Quickly and Cost Effectively. Our National Defense Strategy was instrumental as we built departmental norms and strategy.

A&S employees at all levels are driving the organization forward together, full speed ahead with several significant projects.

Adaptive Acquisition Framework

For starters, the Adaptive Acquisition Framework has been introduced, along with a rewrite of what had become a cumbersome document, the Department of Defense (DoD) Instruction 5000 Series. This way forward removes a longstanding system of bureaucracy and red tape by turning the procurement process into one that empowers users to be creative decision makers and problem solvers. The acquisition workforce will choose between a set of established pathways and timelines — specifically designed for a diversity of purchases — requiring different levels of urgency. Using the new policy, acquisition professionals will be given autonomy, within legal parameters, to churn up tailored solutions. All of these revisions should allow for DoD partnerships with commercial industry in real time, enabling the DoD to keep products up to date with emerging technologies, and delivering capabilities “at the speed of relevance.”

Program Sustainment

Improving program sustainment outcomes for the F-35 fighter jet is another top priority for A&S. Developed to replace multiple U.S. fighter jets with a platform that maximizes commonality, and therefore economies of scale, the DoD has fielded three configurations to satisfy United States Air Force, United States Marine Corps, United States Navy and multiple international partners’ tactical aircraft requirements. A&S is dedicated to achieving the DoD’s aim for an 80 percent mission capability rating by defining performance imperatives, metrics, establishing detailed success elements and applying commercial best practices. These efforts help ensure a ready and affordable fleet of fifth-generation fighters critical to preserving air dominance both for the United States and our allied partners in this era of strategic competition.

Software Development

Like anywhere else, DoD systems are enabled by hardware but are defined by the software used. With the technology industry innovating quickly, the DoD must figure out how to keep up with fast moving software development and life cycles. By engaging Agile and DevOps methods for more iterative processing, end users will be involved earlier and more often, enabling continuous integration and helping the DoD meet its goal to develop and sustain software simultaneously. Based on recommendations by the Defense Innovation Board, a new software acquisition policy of approaching the challenge from the business side is being finalized to allow for these more rapid techniques. Pilot programs are rolling out to define corresponding procedures even further. Along these lines, the DoD has asked Congress to specifically appropriate money for defense software and is awaiting budget review and National Defense Authorization Act spending decisions.

Cybersecurity

The Cyber Security Maturity Model Certification (CMMC) was developed (using the best industry standards) to ensure the cyber hygiene of the Defense Industrial Base is complete and protects critical information in the DoD. As part of the CMMC, a consortium of unbiased parties will oversee the training, quality and administration of a third party that will certify that industrial base partners uphold accepted standards. This effort was spearheaded by our Acquisition team in working to roll out version 0.6 of the model by November 2019 and version 1.0 by the first of this year. The consortium is to begin training and accreditation of certifiers with certification beginning by June. Contracts will be required to include this certification in their evaluation criteria, beginning this October.

Chemicals

Chemical agents Perfluorooctane Sulfonate (PFOS) and Perfluorooctanoic Acid (PFOA) are part of a larger chemical class known as Per- and Polyfluoroalkyl substances (PFAS). Following a health advisory issued by the Environmental Protection Agency that warned against PFAS chemicals in drinking water, studies discovered the presence of the harmful agents in many industrial and consumer products, including nonstick cookware and microwave popcorn bags.

In DoD applications, the chemicals have been found in firefighting foam used to rapidly extinguish fuel fires. Although successful in protecting against catastrophic loss of life and property, it is now known that the release of PFAS can potentially contaminate private wells and public water systems. A national committee and a task force were established to provide an aggressive, holistic approach to find and fund an effective substitute for firefighting foam without PFAS, develop and implement cleanup standards, make lasting policy change, and coordinate across federal agencies. The DoD discontinued land-based use of the firefighting foam in training, testing and maintenance. Now, when the foam is used in emergencies to save lives, releases are treated as a chemical spill. Affected soil is contained and removed, to ensure that no additional PFAS pollute the groundwater. The DoD has identified 36 drinking water systems containing unsafe PFOS and PFOA — some of those systems are servicing military installations and surrounding communities. In an effort to protect these areas, A&S is using investigative data to prioritize the U.S. Government’s actions in appropriately addressing drinking water issues caused by DoD activities.

Alignment

Going forward, the A&S organization will continue aligning itself to support the DoD’s top priorities. These projects, and many others, are critical pieces that fit together into the much larger goals of defending the country and arming the Warfighter.

Source: https://www.dau.edu/library/defense-atl/DATLFiles/Jan-Feb2020/DEFACQ%20Jan-Feb%202020.pdf