D A U
M I S S I O N
Provide a
global learning environment
to develop
qualified acquisition
, requirements, and contingency
professionals who deliver
and sustain
effective and
FY14 was another year when DAU could have been
discouraged by outside forces. We didn’t have fires, derechos or earthquakes, but we had to contend with a new kind of challenge this year in the long-term budget constraints seen all over the federal government. This forced a significant reduction in our most important asset, our people. Yet DAU not only continued to succeed, but to improve the quality of its curriculum, instruction, and the many other ways it serves the workforce. In anticipation of our new budget environment, DAU proactively instituted a hiring freeze in FY13 that we continued through FY14, while also offering separation incentives for qualified staff. The result was that our full-time faculty and staff shrank by 38 full-time-equivalents this year, leaving critical gaps in skills and coverage. DAU faculty and staff responded to this with their usual dedication and covered those gaps while finding ways to work more efficiently in everything from how much paper we print to how our IT networks are built and maintained. It isn’t enough to cut costs alone, however; you still have to perform. We continued to succeed in our vital function—giving the Defense Acquisition Workforce the tools and knowledge it needs to succeed. DAU delivered an impressive amount of learning to the workforce, and increasingly did it with the newest and most efficient tools:
• Provided more than 8 million hours of learning; • Graduated 181,970 students;
• Provided 291,325 hours of Mission Assistance; • Offered 305 online continuous learning modules; and • Provided 183,826 contact hours on Defense Acquisition
Portal and Acquisition Community Connection with 65,000 ACC contributors and more than 20 million page views. Our training continued to be of the highest quality. Average scores for student satisfaction were 6.0 on a 7-point scale, with our classroom courses scoring a 6.4, well above the average scores of corporate universities. The data even showed that students feel better about their work and their careers after a DAU classroom course than when they do their work online. This is a testament to the fact that our faculty brings more than knowledge to their work—they bring the energy and enthusiasm that come from a strong sense of purpose. This is contagious, it seems.
Outside organizations continued to honor the high quality of DAU training in FY14. DAU was named the “Corporate University of the Year: North America” by CUBIC (Corporate University Best in Class). This award placed DAU ahead of learning organizations from many of the largest and most successful corporations in America. DAU also underwent a rigorous reaffirmation of accreditation process with the Council on Occupational Education (COE), a national accrediting body
that ensures quality and integrity in career and technical education. COE not only reaffirmed DAU’s accreditation, but commended us for superior performance in three standards: Educational Programs, Strategic Planning, and Physical Resources.
By any measure, FY14 was a very successful year. On a personal note, it was also the year when I was honored with the opportunity to lead DAU. I’ve been extraordinarily impressed by how well my predecessors conceived of DAU and built it to be the leading institution it is. I was impressed most of all with the people who work here—who are DAU. They are a truly exceptional group, and I look forward to working with them to achieve even more in FY15.
“DAU’s support to MARCORSYSCOM with online courses, classroom
training, and mission assistance initiatives has measurably improved
our individual acquisition capabilities and organizational performance.
The full range of acquisition services and solutions available through
DAU make them an invaluable resource and essential component of our
acquisition mission.”
Brig. Gen. Frank Kelly
Commanding General, Marine Corps Systems Command, Quantico, VA
05
2014 Annual Report Defense Acquisition University
I N S I D E
06
LEARNING
ASSETS
08
TRAINING
18
CONTINUOUS
LEARNING
32
MISSION
ASSISTANCE
40
KNOWLEDGE
SHARING
48
PARTNERSHIPS
58
RESOURCES
2014
ANNUAL REPORT
As members of the premier training organization for the Defense Acquisition Workforce, DAU faculty and staff pride themselves on being part of the one training provider a Defense Acquisition Workforce member can turn to throughout his or her entire career. Our faculty and staff take this responsibility very seriously and use every opportunity to influence and improve the professionalism of Defense Acquisition Workforce members.
By everyone—acquisition interns to well-seasoned procurement leaders—DAU is known and highly regarded for providing certification training vital to developing qualified acquisition, requirements, and contingency professionals. DAU strengthens this training with career-long support through a variety of online resources and informal learning programs, ensuring that the workforce has access to the most up-to-date acquisition- and Defense-related policies and materials. When needed, DAU subject matter experts provide a variety of one-on-one and team-oriented mission assistance engagements to acquisition organizations to address critical
acquisition issues. Collectively, the formal training, informal resources, and mission assistance offered by DAU promote workplace efficiency, enhance mission effectiveness, and improve the professionalism of the Defense Acquisition Workforce.
DAU offers training courses for each of the 14 Defense Acquisition Workforce Improvement Act (DAWIA) career fields. Defense Acquisition Workforce members must be certified for the positions they hold. Through DAU’s 128 core certification and core plus training courses, workforce members are able to fulfill the training requirements for their career-field certifications. In FY14, there were:
• 5,136,774 hours of training • 181,970 total graduates • 135,946 online graduates • 46,024 classroom graduates
Defense Acquisition Workforce members must keep current with new policies and initiatives. Department of Defense (DoD) policy requires workforce members to earn 80 continuous learning points every 24 months to maintain currency in their career fields. DAU’s Continuous Learning Center places cutting-edge modules at the fingertips of the workforce. This anytime, anywhere availability allows the workforce to cost-effectively meet continuous learning requirements. In FY14, there were:
• 305 continuous learning modules available • 672,733 completions • 2,865,106 contact hours
L E A R N I N G
CONTINUOUS
LEARNING
TRAINING
07
2014 Annual Report Defense Acquisition University
An organization’s complex problems often require face-to-face support. DAU’s Mission Assistance program extends services beyond the classroom and into the workplace. This program places seasoned faculty onsite at organizations ranging from smaller acquisition teams to larger acquisition programs to provide advice, consulting, rapid-deployment training on new initiatives, or training targeted to address unique mission needs. In FY14, there were:
• 525 consulting, targeted training, and rapid-deployment events
• 291,325 consulting, targeted training, and rapid-deployment contact hours
A S S E T S
Access to acquisition knowledge outside traditional learning environments improves efficiency, innovation, and effectiveness—enhancing job performance. DAU’s knowledge-sharing program augments the knowledge transfer that occurred in the classroom and gives individuals quick, easy access to information and connects them to other acquisition professionals anytime. In FY14, there were:
• 97,272 contact hours on the Defense Acquisition Portal
• 86,554 contact hours on the Acquisition Community Connection
L E A R N I N G
MISSION
ASSISTANCE
KNOWLEDGE
09
DAU is regularly recognized by learning leaders and training organizations for the early adoption and integration of new and innovative course
delivery methods. Throughout FY14, DAU continued to implement several alternative delivery methods into the curriculum to provide effective instruction at the point of need while reducing classroom time and course costs. Using these methods, which include paperless classes, teleconference distance learning, and “flipped classroom” environments, DAU piloted more than 10 alternative delivery courses with students and continued to develop more than a dozen for piloting during FY15.
DAU faculty provided virtual training to more than 50 students throughout the country—taking advantage of the teleconferencing capabilities that allow instructors to remotely engage with students throughout the U.S. Intermediate Systems Acquisition (ACQ 201B) and Advanced Facilities Engineering (FE 301) were both virtually offered with overwhelmingly positive feedback from students. Students described the virtual course structure as “a good option to the traditional classroom” that is “as effective as any resident course” and is a course delivery technique that “everybody should experience.”
Virtual class offerings are just one way that the DAU faculty provides the same high-quality instruction to students at reduced costs. “Flipped classrooms”—resident courses where students are provided materials before leaving their home location—reduce time both in the classroom and away from the field, while also providing online resource materials.
DAU piloted the flipped classroom concept with the course Intermediate Production, Quality and Manufacturing (PQM 201 A/B) for the Corpus Christie Army Depot. The alternative teaching approach saved more than $65,000 and reduced the classroom time from 4.5 to 2.5 days. An offering of ACQ 201B piloted through the flipped classroom-style was also able to reduce class time from 4.5 to 3.5 days, with an FY15 pilot expected to reduce classroom time even further to 3 days. More than 50 students participated in these two pilots, which they described as both comfortable and enjoyable. Response to the flipped classroom approach has been so successful for existing courses that curriculum developers are experimenting with the approach for new courses. International Acquisition Integration (ACQ 230), a new course replacing both Multinational Program Management (PMT 202) and International Security and Technology
Transfer/Control (PMT 203), was developed and piloted, by faculty, to provide Level II training for International Acquisition professionals. Following the success of the faculty pilot, the first student offering of ACQ 230 is expected in early FY15.
DAU
CONTINUES INTEGRATING
011
DAU
SUCCESSFULLY PIONEERS
INNOVATIVE TEACHING
METHODS
DAU faculty not only use proven teaching methods to deliver high-quality instruction, they often innovate by bringing technology into the classroom and experimenting with different mediums to remain
engaged with students both in and out of the classroom. Three courses—Contracting Officer’s Representative (COR 222), Intermediate Cost and Price Analysis (CON 270) and Source Selection and Administration of Service Contracts (CON 280)—all successfully offered “paperless” instruction to students during FY14. In a paperless course, students are provided the electronic version of course materials ahead of the class, allowing students to take notes electronically while saving 100 percent of printing costs. Results of the paperless CON 270 and 280 were so successful that DAU West is converting all offerings of the courses to paperless in FY15, with an estimated savings of more than $15,000 on print costs alone.
The paperless initiative is just one example of a successful innovation DAU faculty experimented with and further implemented. FY13 experiments with
YouTube- and DAU-hosted videos as part of classroom curricula were so successful they were expanded in FY14—ACQ 201B instructors added four 10- to 15-minute videos to the Defense Acquisition Portal and YouTube for both curriculum incorporation and as an on-the-job resource for Defense Acquisition Workforce members. ACQ 201B is also the first DAU course to fully incorporate social media, with course materials and learning tools available 24/7 on the official ACQ 201B Facebook page.
DAU launched the initial student offering of the Executive Product Support Manager’s course (LOG 365) August 11 at the Fort Belvoir, Virginia, campus. The two-week LOG 365 course provides product support managers a professional development opportunity focusing on leadership skills in developing and executing affordable product support strategies, particularly in “leading up, across, and down.” Throughout FY14, the course development team, comprising field practitioners and life-cycle logistics DAU faculty, designed the course to incorporate student-submitted dilemmas and lessons-learned into the core curriculum. They then provided innovative teaching solutions including faculty as sponsors and leaders of daily themes, improved software tools for stakeholder engagement strategies, and reinforcing open leadership methodology. This candid approach to acquisition obstacles with real-world solutions was very successful, with faculty and student pilots and the initial course offering all receiving favorable feedback. The course is now a requirement for all ACAT I and II product support managers.
EXECUTIVE
PRODUCT SUPPORT
013
Training
IMPROVING
INNOVATION
IN
COST
AND PRICE ANALYSIS
COURSES
DAU instructors have worked to improve instruction for Cost and Price Analysis courses to maximize student retention and provide focus on the important elements of the career field. Intermediate Cost and Price Analysis (CON 270) is using innovative teaching techniques that reduce PowerPoint presentations and incorporate real,
three-dimensional objects to provide students with a narrative that better ensures long-term information retention. Additionally, Advanced Contract Pricing (CON 235) is being replaced with the more robust Advanced Cost and Price Analysis (CON 370), the two-week student pilot of which was successfully fielded at DAU Midwest March 10. This new course gives special attention to major weapon system programs and commercial item pricing by elaborating on numerous contracting themes, including risk analysis, interpreting and shaping regulatory policy, data normalization, forecasting techniques, and linear, nonlinear and multivariate regression techniques.
Technology changes quickly; DAU faculty are constantly rewriting Information Technology curriculum to keep pace with the changes and bring the most up-to-date information to students. In FY14, changes in technology and Department of Defense (DoD) policies resulted in some of the largest changes to the curriculum in recent years.
During FY14, DAU successfully piloted and introduced the new Basic Information Systems Acquisition course (IRM 101), an updated view of the current information technology environment that replaces the Basic Software Acquisition Management course (SAM 101). This new online course required changes to more than 42 percent of its predecessor
and incorporates the latest policy guidance for DoD Instruction (DoDI) 5000.02 and the new Risk Management Framework.
These updates also required changes to advanced information technology courses, including Intermediate Information Systems Acquisition course (IRM 202). The revised course includes the changes in IRM 101 and updated course requirements documents and support information. To ensure knowledge currency for the material in Information Technology courses, DAU entered into an educational agreement with the Carnegie Mellon University Software Engineering Institute for information technology curriculum development support.
FY14
INTRODUCES SWEEPING
CHANGES
TO
INFORMATION TECHNOLOGY
COLLEGE OF
CONTRACT MANAGEMENT
RAMPS UP
CURRICULUM DEVELOPMENT
College of Contract Management (CCM) Dean Kurt Stonerock and his faculty worked diligently throughout FY14 to roll out curriculum specifically targeting career fields, information, and support requested by the Defense Contract Management Agency (DCMA). During the fiscal year, approximately 30 courses were in formal development with many piloted throughout the year.
CCM courses focusing on the agency-required competencies of pricing, contract management, earned value management, software engineering,
quality assurance, and industrial manufacturing all underwent formal development in FY14 and were briefed to senior DCMA executives, including DCMA Director Lt. Gen. Wendy Masiello. Additionally, pilots were conducted for Software Acquisition Management Policy Implementation (CMS 260); Root Cause Analysis (CMQ 220); and Production Planning and Control (CMM 210).
015
Training
DAU USES
DISTANCE LEARNING
TO ALIGN
WORKFORCE WITH AT&L PRIORITIES
Major updates to defense acquisition policy require quick and effective solutions to put the information where it is needed most: the Defense Acquisition Workforce. In response to the release of the Interim DoDI 5000.02, DAU curriculum development professionals updated the interdisciplinary Reliability, Availability and Maintainability
(RAM) (LOG 103) distance learning course to reach the workforce with the policy guidance and changes that
would impact the defense acquisition. Not only did the LOG 103 development team ensure that the revised course aligned to DoD acquisition, technology, and logistics priorities, they also reviewed student Metrics that Matter data. They analyzed a pool of more than 12,000 students who took the course in FY13 to determine the improvements to learning and on-the-job usability. Student feedback was critical to improvements to learning effectiveness, and curriculum developers restructured the course to add “right-size” lessons
that incorporate “What’s in it for me?” discussions. To ensure the content was relevant, the developers also evaluated all knowledge reviews and test bank questions, validating the source content and guaranteeing the quality and appropriateness of each question and answer.
ACQ 101 Fundamentals of Systems Acquisition Management*
ACQ 120 Fundamentals of International Acquisition* ACQ 130 Fundamentals of Technology Security/Transfer* ACQ 201A Intermediate Systems Acquisition, Part A* ACQ 201B Intermediate Systems Acquisition, Part B ACQ 230 International Acquisition Integration ACQ 265 Mission-Focused Services Acquisition ACQ 315 Understanding Industry (Business Acumen) ACQ 370 Acquisition Law
ACQ 401 Senior Acquisition Course
ACQ 403 Defense Acquisition Executive Overview Workshop
ACQ 404 Systems Acquisition Management Course for General/Flag Officers
ACQ 405 Executive Refresher Course
ACQ 450 Leading in the Acquisition Environment ACQ 451 Integrated Acquisition for Decision Makers ACQ 452 Forging Stakeholder Relationships
ACQ 453 Leader as Coach
ATL 900 ATL Staff Specialist Acquisition
TRAINING
ACQUISITION
BCF 102 Fundamentals of Earned Value Management* BCF 103 Fundamentals of Business Financial Management* BCF 106 Fundamentals of Cost Analysis*
BCF 107 Applied Cost Analysis BCF 204 Intermediate Cost Analysis BCF 205 Contractor Business Strategies BCF 206 Cost/Risk Analysis
BCF 209 Acquisition Reporting for Major Defense Acquisition Programs (MDAPs) and Major
Automated Information Systems (MAIS) BCF 215 Operating and Support Cost Analysis BCF 220 Acquisition Business Management Concepts* BCF 225 Acquisition Business Management Application BCF 301 Business, Cost Estimating, and Financial
Management Workshop
BCF 302 Advanced Concepts in Cost Analysis
BUSINESS, COST ESTIMATING,
AND FINANCIAL MANAGEMENT
CONTRACTING
CON 090 Federal Acquisition Regulation (FAR) Fundamentals CON 100 Shaping Smart Business Arrangements*
CON 121 Contract Planning* CON 124 Contract Execution* CON 127 Contract Management*
CON 170 Fundamentals of Cost and Price Analysis CON 200 Business Decisions for Contracting* CON 216 Legal Considerations in Contracting*
CON 232 Overhead Management of Defense Contracts CON 234 Joint Contingency Contracting
CON 237 Simplified Acquisition Procedures* CON 243 Architect-Engineer Contracting CON 244 Construction Contracting
CON 251 Fundamentals of Cost Accounting Standards—Part II CON 252 Fundamentals of Cost Accounting Standards CON 260A The Small Business Program, Part A* CON 260B The Small Business Program, Part B CON 270 Intermediate Cost and Price Analysis CON 280 Source Selection and Administration of
Service Contracts
CON 290 Contract Administration and Negotiation Techniques in a Supply Environment
CON 334 Advanced Contingency Officer’s Course CON 360 Contracting for Decision Makers CON 370 Advanced Contract Pricing
COR 206 Contracting Officer’s Representative in a Contingency Environment
COR 222 Contracting Officer’s Representative Course
EVM 101 Fundamentals of Earned Value Management* EVM 201 Intermediate Earned Value Management EVM 262 EVMS Validation and Surveillance EVM 263 Principles of Schedule Management
EARNED VALUE MANAGEMENT
CMM 100 Surveillance Implications of Manufacturing and Subcontractor Management
CONTRACT MANAGEMENT — MANUFACTURING
CMQ 100 Quality Assurance Basics*
CMQ 101 Government Contract Quality Assurance
Fundamentals
CMQ 142 Basic Measuring*
CMQ 220 Root Cause Analysis (RCA)*
CMQ 232 Creation and Evaluation of Quality Control Graphics in Statistical Process Control (SPC)
CONTRACT MANAGEMENT — QUALITY
CMS 230 Software Acquisition Management (SAM) Policy and Procedures
CMS 260 Software Acquisition Management (SAM) Policy Implementation
CONTRACT MANAGEMENT — SOFTWARE
CMA 211 Government Flight Representative (GFR) CMA 221 Government Ground Representative (GGR) CMA 231 DCMA Aviation Safety Officer (ASO)
017
Training
FE 201 Intermediate Facilities Engineering* FE 301 Advanced Facilities Engineering
FACILITIES ENGINEERING
GRANTS
GRT 201 Grants and Agreements Management
INDUSTRIAL/CONTRACT PROPERTY
MANAGEMENT
IND 105 Contract Property Fundamentals
IND 205 Contract Government Property Management Systems and Auditing Concepts
INFORMATION SYSTEMS ACQUISITION
IRM 101 Basic Information Systems Acquisition* IRM 202 Intermediate Information Systems Acquisition IRM 304 Advanced Information Systems Acquisition LOG 101 Acquisition Logistics Fundamentals* LOG 102 Systems Sustainment Management
Fundamentals*
LOG 103 Reliability, Availability, and Maintainability* LOG 200 Intermediate Acquisition Logistics, Part A* LOG 201 Intermediate Acquisition Logistics, Part B LOG 204 Configuration Management*
LOG 206 Intermediate Systems Sustainment Management* LOG 211 Supportability Analysis
LOG 215 Technical Data Management* LOG 235 Performance-Based Logistics* LOG 340 Life Cycle Product Support
LOG 350 Enterprise Life Cycle Logistics Management LOG 365 Executive Product Support Manager’s Course
LOGISTICS
PQM 101 Production, Quality, and Manufacturing Fundamentals*
PQM 201A Intermediate Production, Quality, and Manufacturing, Part A*
PQM 201B Intermediate Production, Quality, and Manufacturing, Part B
PQM 203 Preparation of Commercial Item Description for Engineering and Technical Personnel** PQM 301 Advanced Production, Quality, and
Manufacturing
PRODUCTION, QUALITY, AND MANUFACTURING
PROGRAM MANAGEMENT
RQM 110 Core Concepts for Requirements Management* RQM 310 Advanced Concepts and Skills for Requirements
Management
RQM 403 Requirements Management Executive Overview RQM 413 Requirements Executive Overview
REQUIREMENTS MANAGEMENT
SAM 101 Basic Software Acquisition Management* SAM 301 Advanced Software Acquisition Management
SOFTWARE ACQUISITION
TST 102 Fundamentals of Test and Evaluation* TST 203 Intermediate Test and Evaluation TST 204 Intermediate Test and Evaluation TST 303 Advanced Test and Evaluation
TEST AND EVALUATION
STM 202 Intermediate S&T Management STM 303 Advanced S&T Management
*Distance learning / ** Facilitated online / All other courses are resident
SCIENCE AND TECHNOLOGY (S&T) MANAGER
PMT 202 Multinational Program Management PMT 203 International Security and Technology
Transfer/Control
PMT 251 Program Management Tools Course, Part I* PMT 257 Program Management Tools Course, Part II** PMT 304 Advanced International Management Workshop PMT 313 Advanced Technology Security/Control Workshop
PMT 352A Program Management Office Course, Part A* PMT 352B Program Management Office Course, Part B PMT 400 Program Manager’s Skills
PMT 401 Program Manager’s Course
PMT 402 Executive Program Manager’s Course ENG 301 Leadership in Engineering Defense Systems
SYS 101 Fundamentals of Systems Planning, Research, Development, and Engineering*
SYS 120 Defense Standardization Workshop SYS 130 Specification Selection and Application SYS 202 Intermediate Systems Planning, Research,
Development, and Engineering, Part I* SYS 203 Intermediate Systems Planning, Research, Development, and Engineering, Part II SYS 302 Technical Leadership in Systems Engineering SYS 350B Business Acumen for Technical Leaders SYS 350C Technical Leadership Development
019
Throughout FY14, DAU provided training forums to share proven practices and discuss learning trends. During these continuous learning engagements, DAU played a vital role in training workforce members and sharing critical information relevant to job performance. Both Honorable Frank Kendall, Under secretary of defense for acquisition, technology, and logistics (USD(AT&L)) and Honorable Katharina McFarland, assistant secretary of defense for acquisition ASD(A) hosted several forums to convey senior-level guidance on pivotal enterprise-wide issues such as Better Buying Power Department of Defense (DoD) Instruction (DoDI) 5000.02, and other changes in the acquisition process that promote better acquisition outcomes.
• DoDI 5000.02. On behalf of DAU, the DAU Alumni Association hosted a Hot Topic Forum for the Program Executive Office for Air Anti-Submarine Warfare, Assault and Special Mission Programs (PEO(A)) at NAS Patuxent River, Maryland. Attendees included more than 320 personnel from PEO(A) program offices and other Major Defense Acquisition Programs (MDAPs). The forum featured a presentation by the Honorable Katharina McFarland, ASD(A), in which she discussed USD(AT&L)’s goals and intent when releasing DoDI 5000.02. DAU also presented rapid deployment training on the interim release of DoDI 5000.02. Rear Admiral Jaynes, PEO(A), concluded the forum with a presentation of the new PEO(A) Strategy, Vision and Goals.
• DAU Promotes Acquisition Topics through Lunch and Learn Program.
DAU formalized its Lunch and Learn Program initiated at the DAU South campus. During FY14, the program ramped up to regular, weekly offerings on more than 50 acquisition and leadership topics, such as: Better Buying Power initiatives, life-cycle sustainment planning, technical data rights, open system architecture, and fiscal law. These topics, delivered by certified DAU professors, were chosen through a needs analysis conducted with acquisition customers. By coupling the Defense Connect Online (DCO) delivery mode with classroom-based delivery, average participation increased more than five times. Through use of the DCO Live Chat, students interacted with the professor as if they were in the classroom, as well as viewed the content materials. This program supports workforce members’ informal learning and job performance and provides a means for securing continuous learning points.
• Information Assurance for DoD Systems: Transforming to a Risk Management Framework for DoD Information Technology. The DAU Alumni Association hosted a Hot Topic Forum for the Space and Naval Warfare Systems Command January 15, entitled “Information Assurance (IA) for DoD Systems: Transforming to a Risk Management Framework (RMF) for DoD Information Technology.” The training was presented via video teleconferencing to 96 information assurance professionals assigned to various sites in the West Region. Topics covered included transformation from the traditional DoD Information Assurance Certification and Accreditation Process (DIACAP) to a new six-step RMF for Information Technology, RMF overview and applicability within DoD, alignment of DoD with a risk management approach of other federal agencies, and timelines for implementation. This hot topic training forum reinforced the flexibility and benefits of virtual training.
021
Continuous Learning
021
DAU hosted the 2014 Defense Acquisition Insight Focus Days training event at the Air Force Institute of Technology, Wright-Patterson Air Force Base, Dayton, Ohio, March 24–25. The event, titled “Delivering Life Cycle Excellence in Today’s Environment,” brought together senior leaders and subject matter experts to address more than 700 acquisition professionals from Wright-Patterson AFB and the local defense industry. An additional 300 attendees participated via video teleconference from Air Force Materiel Command (AFMC) locations throughout the world, including Eglin, Gunter, Hanscom, Hill, Lackland, Peterson, Robins, and Tinker Air Force Bases. The Honorable Alan Estevez, Principal Deputy Under Secretary of Defense for Acquisition, Technology, and Logistics, delivered the keynote address. In addition to numerous high-level
speakers and panelists, the conference featured more than 40 breakout sessions aligned with the focus areas of life-cycle management, affordability, and efficiency, providing attendees numerous opportunities to increase their knowledge of vital acquisition topics.
2014
ACQUISITION INSIGHT
FOCUS DAY
TRAINING EVENT
The Defense Acquisition University hosted the AT&L PEO Day on January 30, 2014. Attended by nearly all of the Department of Defense’s (DoD) PEOs, the focus was on the observations from the Better Buying Power 2.0 efforts and the changes expected from the Interim DoDI 5000.02 update.
ACQUISITION, TECHNOLOGY, AND LOGISTICS (AT&L)
023
Continuous Learning
2014 SUMMER
ACQUISITION UPDATE
DAU’s South Region conducted a 2014 Summer Acquisition Update in Huntsville, Alabama, July 1–2. The event’s 40 training sessions presented relevant, up-to-date information on topics including earned value management, leadership skills, the Better Buying Power initiatives, cybersecurity, defense exportability, international programs, and cost-benefit analysis. More than 600 participants from major commands and acquisition organizations at Redstone Arsenal, as well as industry personnel from the Huntsville community, attended the event, cumulatively earning more than 2,000 Continuous Learning Points (CLPs).
DAU representative David Floyd participated in the 2014 Data Rights Forum, a conference that provides government and industry representatives an opportunity to discuss intellectual property and technical data rights. Floyd, from DAU’s Logistics and Sustainment Center, served as a member of a panel on “Life-Cycle Sustainment Options and Incentivizing Contractor Investment” in which he discussed evolving DoD data rights policy and strategies reflected in the Interim DoDI 5000.02, Operation of the Defense Acquisition System, Better Buying Power 2.0, and the current development of the new LOG 215 Technical Data Management distance learning course. Additionally, he took several opportunities to address the new Intellectual Property Strategy–a requirement starting at Milestone A which helps to ensure that all technical data, computer software, and associated license rights required for procurement and sustainment of a system are available throughout the system’s life cycle.
DAU REPRESENTATIVE TAKES
STAGE IN
DATA RIGHTS FORUM
DAU South faculty member Steve Mills presented an update on recently revised DoD cybersecurity policy and facilitated a robust question-and-answer session on cybersecurity to an audience of more than 100 participants during the 6th Annual North Alabama Cybersecurity Summit in Huntsville, Alabama, June 4–5. The presentation, “Cybersecurity Policy Impacting DoD Program Managers,” focused on the unique cybersecurity challenges faced by DoD program managers and their teams as they execute acquisition programs.
DAU PRESENTS AT
ACQUISITION
TRAINING SYMPOSIUM
DAU hosted an Acquisition Training Symposium, “Achieving Better Acquisition Outcomes in Austere Times… Improved Processes, Reduced Overhead,” at the Fort Belvoir, Virginia, campus April 8. The event was also simulcast to 25 additional sites across the country, which enabled more than 800 acquisition professionals from both government and industry to participate in the DAU Alumni
Association-supported forum. The Honorable Frank Kendall, USD(AT&L), delivered the keynote address. Myles Walton, senior aerospace/defense analyst at Deutsche Bank, spoke on “Future Economic and Business Trends and their Impact on U.S. Defense Acquisition;” and Stan Soloway, president of the Professional Services Council, chaired an industry panel on “Driving Unnecessary Costs Out of the Services Acquisition Process.” Participants selected from a series of training sessions on topics that
included agile program management; a DoDI 5000-series update; the future of defense acquisition; tacit learning; maintaining readiness and enabling cost reduction through infrastructure sizing and shaping; and improving the professionalism of the Defense Acquisition Workforce.
The success of Defense acquisition depends on every member of the Defense Acquisition workforce being familiar with the latest policies, procedures, and acquisition initiatives. DoD policy requires workforce members to earn 80 continuous learning points every 24 months to maintain currency in their career field. DAU ensures this information is available to the workforce by offering the acquisition community numerous Continuous learning opportunities, including immediate online access to more than 300 Continuous Learning Modules. During FY14, the workforce completed 672,717 Continuous Learning Modules.
025
Continuous Learning
DAU
ALUMNI ASSOCIATION
The DAU Alumni Association provides a means for professional growth and continued learning, within the defense acquisition community, and promotes DAU’s reputation as a world-class acquisition-learning resource. The Alumni Association brings together the best people, ideas, experiences, and skills for improving defense systems acquisition. The Board of Directors is composed of the following industry and government acquisition professionals:
President ...William Bahnmaier VP Operations ...Wayne Glass VP Membership ...Anne Bauman VP Symposium ...Shaw Cohe VP Communications ...Michael Dorohovich Secretary ...Chip Linnemeier Treasurer ...Mary Redshaw Director at Large ...Barry Breindel Director at Large/
Assistant Treasurer...John Lawless Director at Large ...Chris Feudo Director at Large ...Judith Oxman Associate Board Member ...Frank Anderson Associate Board Member ...Richard Hayes Associate Board Member ...Lenn Vincent Associate Board Member ...Phyllis Roberts Associate Board Member ...Katherine Ma Army Representative ...Ron Quinter Marine Representative ...Paul Lee Navy Representative ...Michael Hocker Air Force Representative ...Chip Linnemeier DAU Liaison ...Joseph Johnson Past President ...Jeff McKeel First Row: Wayne Glass, Anne Bauman, William Bahnmaier, Mary Redshaw, and Paul Lee;
Second Row: Paul Alfieri, Ron Quinter, Lenn Vincent, Barry Breindel, and Joseph Johnson; Third Row: Michael Dorohovich, Roy Wood, and John Lawless
Clockwise from top: Phyllis Roberts, Frank Anderson, Katherine Ma, Chip Linnemeier, Judith Oxman, Chris Feudo, and Shaw Cohe.
Bill Bahnmaier, president of the DAU Alumni Association presented the David D. Acker “Skill in Communication” Award to Assistant Secretary of Defense for Acquisition, Katharina McFarland for developing unique initiatives to achieve greater effectiveness and efficiency in the defense acquisition system. Also noted were her dedication and commitment to increase the professionalism of the total acquisition workforce with the introduction of the Acquisition Workforce Qualification Initiative, and her inculcation of cost consciousness and affordability across the acquisition community. The Acker Award is the most prestigious of the awards sponsored by the DAU Alumni Association and was created in memory of the late David Acker, a staff specialist in the Directorate of Defense Research and Engineering who played
an active role in preparing the charter for the original Defense Systems Management College. The Acker Award is presented annually to an individual who has promoted and communicated acquisition management and leadership excellence to the acquisition workforce.
THE
ASSISTANT SECRETARY
OF DEFENSE FOR ACQUISITION,
KATHARINA McFARLAND
, RECEIVED THE DAVID D. ACKER “SKILL
IN COMMUNICATION” AWARD
This continuous learning module enables students to apply the principles of technology transfer to the technologies they are developing with the end goal of increasing the rate of technology transfer.
TECHNOLOGY TRANSFER CLE 069
Intended for federal contracting professionals, this module teaches the fundamental concepts associated with suspension and debarment in the Federal Government. It covers the bases, causes, and effects of suspension and debarment, Government roles and responsibilities, and the System for Award Management Exclusions.
SUSPENSION AND DEBARMENT CLC 065
The product support arrangements continuous learning module provides the product support manager with an understanding of the policies, processes, roles, and responsibilities of the various organizations that participate in the development of product support arrangements including the warfighter, the program manager, the product support integrator(s) and the product support provider(s).
PRODUCT SUPPORT ARRANGEMENTS CLL 021
This continuous learning module provides instruction on the basics of provisioning and cataloging as an integral part of identifying and fielding initial and replenishment spares in support of weapon system product support and sustainment.
PROVISIONING AND CATALOGING CLL 038
The overall objective of the Designing for Transportability continuous learning module is to familiarize program managers, life-cycle logisticians, product support managers, systems engineers, and other defense acquisition members with the approval and certification processes used to ensure the safe and effective transportability of vehicles and equipment.
DESIGNING AND
TRANSPORTABILITYCLL 045
This module provides the product support manager and life-cycle logisticians familiarity with the terms, activities, and participating organizations associated with system retirement, materiel disposition, reclamation, demilitarization, and disposal.
SYSTEM RETIREMENT, MATERIEL DISPOSITION, RECLAMATION, DEMILITARIZATION AND DISPOSAL CLL 051
Each year, DAU reviews its Continuous Learning modules to ensure currency. As new acquisition policies or focus areas emerge, DAU develops new modules to keep the workforce up to date. In FY14, DAU developed nine new modules and moved five modules from the Business area to a new category, Earned Value Management.
NEW
CONTINUOUS
LEARNING
MODULES
027
Continuous Learning
This module provides the product support manager and life-cycle logisticians familiarity with the terms, activities, and participating organizations associated with system retirement, materiel disposition, reclamation, demilitarization, and disposal.
Students gain an understanding of Serialized Item Management (SIM), which is used to enable effective and efficient management of material throughout its life-cycle.
SERIALIZED ITEM
MANAGEMENT (SIM) CLM 201 This continuous learning module presents information on acquisition and contracting, ground and flight operations, contractor procedures, assessments, and safety and mishaps. It is one component of the overall Government Flight Representative (GFR) and Government Ground Representative (GGR) training program. This module is primarily intended for U.S. military officers or Government civilians in aviation positions who are assigned to a three-year tour in their respective Defense Contract Management Agency (DCMA) or Service position as well as private sector contractor personnel who seek to learn about the duties and responsibilities of GFRs and GGRs.
FUNDAMENTALS OF GFR AND GGRCLX 110
This continuous learning module gives the Aviation Safety Officer the information needed to successfully perform the duties and responsibilities of that position, including the applicable laws, regulations, and guidance, as well as applicable processes and procedures.
FUNDAMENTALS OF AVIATION SAFETY OFFICER RESPONSIBILITIESCLX 130
This module introduces the basics of earned value management (EVM) as it relates to acquisition program management. It covers the five independent earned value variables and the three most common EVM metrics.
INTRODUCTION TO EARNED VALUE MANAGEMENT CLV 016 (formerly CLB 016)
This module introduces the earned value management language and processes associated with development of the performance measurement baseline.
PERFORMANCE MEASUREMENT BASELINE CLV 017 (formerly CLB 017)
This module reviews the most common DoD data reports associated with earned value management, cost estimating, and financial management.
EARNED VALUE AND FINANCIAL
MANAGEMENT REPORTS CLV 018 (formerly CLB 018)
The Estimate at Completion module reviews the process for computing an estimate at completion range when given earned value management data. It defines the meaning of the cost performance index, the schedule performance index, and the to-complete performance index (TCPI) earned value.
ESTIMATE AT COMPLETION CLV 019 (formerly CLB 019)
The Baseline Maintenance module reviews the concepts associated with performance measurement baseline maintenance. It reviews the five earned value management system guidelines and three common terms associated with baseline maintenance.
CLB 007 Cost Analysis CLB 008 Program Execution
CLB 009 Planning, Programming, Budgeting, and Execution and Budget Exhibits
CLB 010 Congressional Enactment CLB 011 Budget Policy
CLB 014 Acquisition Reporting Concepts and Policy Requirements
CLB 016 Introduction to Earned Value Management CLB 017 Performance Measurement Baseline
CLB 018 Earned Value and Financial Management Reports CLB 019 Estimate at Completion
CLB 020 Baseline Maintenance CLB 023 Software Cost Estimating CLB 024 Cost Risk Analysis Introduction CLB 025 Total Ownership Cost
CLB 026 Forecasting Techniques CLB 029 Rates
CLB 030 Data Collection and Sources CLB 031 Time Phasing Techniques CLB 032 Force Structure Costing CLB 033 Databases for the Cost Estimate CLB 034 Probability Trees
CONTINUOUS LEARNING MODULES
BUSINESS
CLC 001 Defense Subcontract Management CLC 003 Sealed Bidding
CLC 004 Market Research
CLC 005 Simplified Acquisition Procedures CLC 006 Contract Terminations
CLC 007 Contract Source Selection CLC 008 Indirect Costs
CLC 009 Service-Disabled, Veteran-Owned Small Business Program
CLC 011 Contracting for the Rest of Us CLC 013 Services Acquisition
CLC 020 Commercial Item Determination
CLC 023 Commercial Item Determination Executive Overview
CLC 024 Basic Math Tutorial
CLC 025 Small Business Program for Contracting Officers CLC 026 Performance-Based Payments Overview CLC 027 Buy American Act
CLC 028 Past Performance Information
CLC 030 Essentials of Interagency Acquisitions/Fair Opportunity
CONTRACTING
CLC 031 Reverse Auctioning
CLC 033 Contract Format and Structure for DoD e-Business Environment
CLC 035 Other Transaction Authority for Prototype Projects: Comprehensive Coverage
CLC 036 Other Transaction Authority for Prototype Projects Overview
CLC 037 A-76 Competitive Sourcing Overview
CLC 039 Contingency Contracting Simulation: Barda Bridge CLC 040 Predictive Analysis and Scheduling
CLC 041 Predictive Analysis and Systems Engineering CLC 042 Predictive Analysis and Quality Assurance CLC 043 Defense Priorities and Allocations System CLC 044 Alternative Dispute Resolution
CLC 045 Partnering
CLC 046 Green Procurement
CLC 047 Contract Negotiation Techniques
CLC 051 Managing Government Property in the Possession of Contractors
CLC 052 Contracting with Canada
CLC 054 Electronic Subcontracting Reporting System (eSRS) CLC 055 Competition Requirements
CLC 056 Analyzing Contract Costs
CLC 057 Performance-Based Payments and Value of Cash Flow
CLC 058 Introduction to Contract Pricing CLC 060 Time and Materials Contracts
CLC 061 Online Representations and Certifications Application (ORCA)
CLC 062 Intra-Governmental Transactions
CLC 063 Sole Source Proposal Technical Evaluations CLC 064 Wage Determinations for Service and Construction
Contracts
CLC 065 Suspension and Debarment* CLC 102 Administration of Other Transactions CLC 103 Facilities Capital Cost of Money CLC 104 Analyzing Profit or Fee
CLC 106 Contracting Officer’s Representative (COR) with a Mission Focus
CLC 107 OPSEC Contract Requirements CLC 108 Strategic Sourcing Overview CLC 110 Spend Analysis Strategies
CLC 112 Contractors Accompanying the Force CLC 113 Procedures, Guidance, and Information CLC 114 Contingency Contracting Officer Refresher CLC 120 Utilities Privatization Contract Administration CLC 125 Berry Amendment
CLC 131 Commercial Item Pricing
CLC 132 Organizational Conflicts of Interest CLC 133 Contract Payment Instructions
029
Continuous Learning
CLE 001 Value Engineering CLE 003 Technical Reviews
CLE 004 Introduction to Lean Enterprise Concepts CLE 006 Enterprise Integration Overview CLE 007 Lean Six Sigma for Manufacturing CLE 008 Six Sigma: Concepts and Processes CLE 009 ESOH in Systems Engineering CLE 010 Privacy Protection
CLE 012 DoD Open Systems Architecture (OSA) CLE 013 Modular Open Systems Approach to DoD
Acquisition
CLE 015 Continuous Process Improvement Familiarization
CLE 016 Outcome-Based Performance Measures CLE 017 Technical Planning
CLE 018 E3 and Spectrum Supportability for Acquisition Professionals
CLE 021 Technology Readiness Assessments
CLE 022 Program Manager Introduction to Anti-Tamper CLE 023 Modeling and Simulation for Test and Evaluation CLE 025 Information Assurance (IA)
CLE 026 Trade Studies
CLE 028 Market Research for Engineering and Technical Personnel
CLE 029 Testing in a Joint Environment
CLE 032 Sustainable Manufacturing for DoD–Part 1 CLE 034 DIACAP: Understanding the DoD Information
Assurance Certification and Accreditation Process
CLE 035 Introduction to Probability and Statistics CLE 036 Engineering Change Proposals for Engineers CLE 037 Telemetry
CLE 038 Time Space-Position Information (TSPI) CLE 039 Environmental Issues in Testing and Evaluation CLE 040 IUID Marking
CLE 041 Software Reuse
CLE 045 Introduction to DoD Science and Technology Management
CLE 046 Fundamentals of Executing a JCTD Project CLE 047 Grounding, Bonding, and Shielding
CLE 060 Practical Software and Systems Measurement CLE 062 Human Systems Integration (HSI)
CLE 063 Capability Maturity Model-Integration (CMMI) CLE 064 Standardization in the Acquisition Life Cycle CLE 065 Standardization Documents
CLE 066 Systems Engineering for Systems of Systems CLE 067 Strategic Material Selection: Chemical Ranking
System
CLE 068 Intellectual Property and Data Rights CLE 069 Technology Transfer*
ENGINEERING AND
TECHNOLOGY
CLE 070 Corrosion and Polymeric Coatings CLE 201 ISO 9000
CLE 301 Reliability and Maintainability
CLG 001 DoD Government Purchase Card
CLG 004 DoD Government Purchase Card Refresher Training
CLG 005 Purchase Card Online System (PCOLS)
CLI 001 International Armaments Cooperation (IAC), Part 1
CLI 002 International Armaments Cooperation (IAC), Part 2
CLI 003 International Armaments Cooperation (IAC), Part 3
CLI 004 Information Exchange Program (IEP), DoD Generic CLI 005 RDT&E (IEP) Army-Specific
CLI 006 RDT&E (IEP) Navy-Specific
CLI 007 Technology Transfer and Export Control
GOVERNMENT PURCHASE CARD
INTERNATIONAL ARMAMENTS AND
INFORMATION EXCHANGE
LOGISTICS
New Modules in FY14 are in bold text.
CLL 001 Life Cycle Management and Sustainment Metrics CLL 002 Defense Logistics Agency Support to the Program
Manager
CLL 003 Supportability Test and Evaluation CLL 004 Life Cycle Logistics for the Rest of Us
CLL 005 Developing a Life-Cycle Sustainment Plan (LCPS) CLL 006 Depot Maintenance Partnering
CLL 007 Lead Free Electronics Impact on DoD Programs CLL 008 Designing for Supportability in DoD Systems CLL 011 Performance-Based Life-Cycle Product Support CLL 012 Supportability Analysis
CLL 013 DoD Packaging
CLL 014 Joint Systems Integrated Support Strategies (JSISS) CLL 015 Product Support Business Case Analysis (BCA) CLL 016 Joint Logistics
CLL 017 Introduction to Defense Distribution
CLL 018 Joint Deployment Distribution Operations Center (JDDOC)
CLL 019 Technology Refreshment Planning CLL 020 Independent Logistics Assessments CLL 021 Product Support Arrangements*
CLL 022 Title 10 Depot Maintenance Statute Overview CLL 023 Title 10 USC 2464 Core Statute Implementation CLL 024 Title 10 Limitations on the Performance of
CLL 025 Depot Maintenance Inter-Service Support Agreements (DMISA)
CLL 026 Depot Maintenance Capacity Measurement CLL 029 Condition-Based Maintenance Plus (CBM+) CLL 030 Reliability-Centered Maintenance (RCM)
CLL 032 Preventing Counterfeit Parts from Entering the DoD Supply System
CLL 033 Logisticians Responsibilities During Technical Reviews CLL 034 SLAMIS (SSN-LIN Automated Management and
Integrating System)
CLL 035 Operating and Support Cost Estimating for the Product Support Manager
CLL 036 Product Support Manager (PSM) CLL 037 DoD Supply Chain Fundamentals CLL 038 Provisioning and Cataloging*
CLL 039 Product Support Requirements Identification CLL 040 Business Case Analysis Tools
CLL 041 Life Cycle Cost (LCC) Analysis Tools
CLL 042 Supportability Analysis Techniques, Procedures, and Tools
CLL 043 Green Logistics: Planning for Sustainability CLL 045 Designing for Transportability*
CLL 046 The Twelve Integrated Product Support Elements CLL 051 System Retirement, Materiel Disposition, Reclamation,
Demilitarization and Disposal* CLL 054 Joint Task Force–Port Opening (JTF-PO)
CLL 055 Joint Deployment and Distribution Performance Metrics Framework
CLL 056 Sustainment of Software Intensive Systems CLL 057 Level of Repair Analysis—Introduction
CLL 058 Level of Repair Analysis—Theory and Principles CLL 062 Counterfeit Prevention Awareness
CLL 119 Technical Refreshment Implementation CLL 120 Introduction to DoD Shelf-Life
CLL 201 Diminishing Manufacturing Sources and Material Shortages (DMSMS) Fundamentals
CLL 202 Diminishing Manufacturing Sources and Material Shortages (DMSMS) Executive Overview CLL 203 Diminishing Manufacturing Sources and Material
Shortages (DMSMS) Essentials
CLL 204 Diminishing Manufacturing Sources and Material Shortages (DMSMS) Case Studies
CLL 205 Diminishing Manufacturing Sources and Material Shortages (DMSMS) for Technical Professionals CLL 206 Introduction to Parts Management
CLM 012 Scheduling
CLM 013 Work-Breakdown Structure (WBS)
CLM 014 Integrated Product Team (IPT) Management and Leadership
CLM 016 Cost Estimating CLM 017 Risk Management
CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC)
CLM 023 DAU AbilityOne Contracting CLM 024 Contracting Overview
CLM 025 Commercial-Off-The-Shelf (COTS) Acquisition for Program Managers
CLM 030 Common Supplier Engagement CLM 031 Improved Statement of Work CLM 032 Evolutionary Acquisition CLM 033 DAWIA II
CLM 034 Science and Technology—Lesson from PMT 352A
CLM 035 Environmental Safety and Occupational Health— Lesson from PMT 352A
CLM 037 Physical Inventories
CLM 038 Corrosion Prevention and Control Overview CLM 039 Foundations of Government Property CLM 040 Proper Financial Accounting Treatments for
Military Equipment (PFAT4ME) CLM 044 Radio Frequency Identification (RFID) CLM 047 Fiscal and Physical Accountability and
Management of DoD Equipment
CLM 048 Audit Readiness Requirements for DoD Equipment CLM 049 Procurement Fraud Indicators
CLM 051 Time Management CLM 055 Program Leadership CLM 056 Portfolio Management
CLM 057 Joint DoD-DOE Nuclear Weapons Life Cycle Activities
CLM 059 Small Business Program for Program Managers CLM 071 Introduction to Data Management
CLM 072 Data Management Strategy Development CLM 073 Data Management Planning System
CLM 074 Technical Data and Computer Software Rights CLM 075 Data Acquisition
CLM 076 Data Markings
CLM 077 Data Management Protection and Storage CLM 103 Quality Assurance Auditing
CLM 200 Item-Unique Identification (IUID) CLM 201 Serialized Item Management (SIM)*
CLM 500 ADL Implementation for Defense Acquisition Professionals
ACQUISITION MANAGEMENT AND
PROGRAM MANAGEMENT
CONTINUOUS LEARNING MODULES
CLM 003 Overview of Acquisition Ethics CLM 005 Industry Proposals and Communication
031
Continuous Learning
CLR 030 Environment, Safety, and Occupational Health in Joint Capabilities Integration and Development System (JCIDS)
CLR 101 Introduction to Joint Capabilities Integration and Development System
CLR 051 Analysis of Alternatives
CLR 250 Capabilities-Based Assessment (CBA) CLR 252 Developing Requirements
CLV 016 Introduction to Earned Value Management CLV 017 Performance Measurement Baseline
CLV 018 Earned Value and Financial Management Reports CLV 019 Estimate at Completion CLV 020 Baseline Maintenance
REQUIREMENTS
STANDARD PROCUREMENT
SYSTEM (SPS)
BUSINESS ESSENTIALS
HBS 401 BudgetingHBS 402 Business Case Development HBS 403 Business Plan Development HBS 405 Change Management HBS 407 Crisis Management HBS 408 Customer Focus HBS 409 Decision Making HBS 415 Ethics at Work HBS 417 Finance Essentials HBS 421 Innovation and Creativity HBS 422 Innovation Implementation HBS 424 Leading and Motivating
New Modules in FY14 are in bold text.
HBS 404 Career Management HBS 429 New Manager Transitions HBS 439 Stress Management HBS 442 Time Management
HBS 303 Leading Teams with Emotional Intelligence HBS 306 Leading Teams with Emotional Intelligence
(High Bandwidth) HBS 418 Global Collaborations HBS 427 Meeting Management HBS 440 Team Leadership HBS 441 Team Management HBS 443 Virtual Teams HBS 432 Persuading Others HBS 433 Presentation Skills HBS 444 Writing Skills
HBS 301 Managing Difficult Conversations HBS 302 Negotiating for Results
HBS 304 Managing Difficult Conversations (High Bandwidth)
HBS 309 Coaching for Results
HBS 310 Influencing and Motivating Others HBS 305 Negotiating for Results (High Bandwidth) HBS 406 Coaching HBS 410 Delegating HBS 411 Developing Employees HBS 412 Difficult Interactions HBS 413 Dismissing an Employee HBS 414 Diversity HBS 416 Feedback Essentials HBS 419 Goal Setting HBS 420 Hiring
HBS 423 Laying Off Employees HBS 425 Managing Upward HBS 430 Performance Appraisal HBS 436 Retaining Employees
PERSONAL DEVELOPMENT
WORKING WITH TEAMS
COMMUNICATION SKILLS
WORKING WITH INDIVIDUALS
HARVARD BUSINESS SCHOOL
PUBLISHING MANAGEMENTOR
®EARNED VALUE MANAGEMENT
SPS 100 Standard Procurement System and Federal Procurement Data System—Next Generation System Administrator
SPS 101 Standard Procurement System and Federal Procurement Data System—Next Generation System Administrator User
SPS 102 Contracts for Production SPS 103 SPS System Administration SPS 104 Report Writing
SPS 105 Adapter Online Support Tool SPS 106 Database Maintenance
CONTRACT ADMINISTRATION
CLX 110 Fundamentals of GFR and GGR* CLX 130 Fundamentals of Aviation Safety Officer
Responsibilities* HBS 426 Marketing Essentials HBS 428 Negotiating HBS 431 Performance Measurement HBS 434 Process Improvement HBS 435 Project Management HBS 437 Strategic Thinking HBS 438 Strategy Execution (Formerly CLB)
033
DAU staff and faculty supported Department of Defense (DoD) senior leaders by participating in the drafting and publicizing of high-visibility policies and initiatives, including the Better Buying Power 2.0 and 3.0 initiatives implemented by Under Secretary for Defense (Acquisition, Technology, and Logistics (USD(AT&L)) Frank Kendall.
Throughout FY14, DAU representatives were called on multiple occasions to meet with Pentagon leadership to provide input on both the Better Buying Power 2.0 implementation and the Defense Exportability Features implementation policy memorandum, which will augment Better Buying Power 2.0 guidance to the Defense Acquisition Workforce. The familiarity that DAU faculty and staff have with AT&L policy puts them in a unique position to reach out to the acquisition workforce, often as subject matter expert guest speakers and presenters at large-scale events, including the 2014 Program Attorney’s Course, Program Management Institute executive training course, U.S. Coast Guard’s Professional Development Seminar series, and the National Contract Management Association Leadership Forum.
Additionally, DAU teams have met directly with Government and industry stakeholders to provide Better Buying Power implementation guidance and discuss policy changes and proven practices that will help organizations meet Better Buying Power expectations. These rapid deployment training sessions conducted by defense acquisition experts from DAU immediately followed the release of AT&L policy, keeping organizations up to date.
The successful implementation of Better Buying Power 2.0 and 3.0 requires that DAU staff and faculty not just meet with organizations at all levels, but gather feedback. As part of the Better Buying Power 2.0 Touchpoints initiative, one DAU professor underwent a 6-month rotational assignment with the Battlespace Awareness and Information Operations Program Office. This opportunity provides feedback on the implementation of the initiatives, while keeping DAU faculty current on the challenges that organizations face in the field and the acquisition practices they use.
DAU CRITICAL TO SUCCESSFUL
IMPLEMENTATION OF
035
DAU LEADS
DoDI 5000.02 POLICY
ADOPTION EFFORTS
Following the release of the interim DoD Instruction (DoDI) 5000.02 during FY14, DAU faculty and staff conducted more than 30 outreach events to more than 2,500 acquisition professionals in numerous Defense organizations throughout the US to outline the tenets of the new instruction and develop plans for implementation.
A majority of the DAU DoDI 5000.02 outreach events took the form of rapid deployment training (RDT) efforts, where on release of the new policy, acquisition experts from DAU provided detailed insight and presentations, including question-and-answer sessions and real-world, hands-on advice, to organizations impacted by policy changes. To increase exposure to and awareness of the 5000.02, DAU acquisition policy specialists also have conducted virtual RDTs and webinars (Web-based
seminars) with affected organizations and personnel. DAU faculty and staff have unique perspectives when it comes to policy expertise. DAU professors, such as Frank Kenlon, directly supported the Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) endeavors to write and update
policy, such as the Defense Exportability Features (DEF) implementation policy memorandum, which will augment DoDI 5000.02 and Better Buying Power efforts.
More than half of DoD acquisition expenditures occur in acquisition of services. “Improve Tradecraft in Acquisition of Services,” a major Better Buying Power area, is a high priority. DAU developed the Service Acquisition Workshop (SAW) to educate those workforce members engaged in service acquisition to execute this critical area more effectively. These workshops are just-in-time events to facilitate a specific requirement. Using a seven-step process and hands-on training, DAU faculty teach the teams how to develop and execute performance-based service requirements in their specific domains. During FY14, DAU conducted 42 SAWs for Department of Defense organizations, assisting with the acquisition process for projects totaling more than $30 billion. One SAW conducted for the Enterprise Product Lifecycle Management Integrated
DAU BRINGS
SERVICE ACQUISITION WORKSHOPS
TO THE POINT OF NEED
Data Environment (ePLM IDE) services acquisition at the Naval Surface Warfare Center (NSWC), Port Hueneme, California, resulted in a 53 percent reduction in distinct performance tasks. DAU professionals worked with the ePLM IDE acquisition professionals to review the seven-step acquisition model, focus requirements definition refinement, develop an effective Performance Work Statement (PWS), and develop the Quality Assurance Surveillance Plan and Acquisition Strategy.
Other successful SAWs conducted by DAU acquisition professionals include Defense Microelectronics Activity Advanced Technology Support Program; Directorate of Acquisition, U.S. Transportation Command; Program Executive Office Simulation, Training and Instrumentation; Ballistic Missile Defense; Naval Fleet Logistics program; and Nevada Test and Training
037
Mission Assistance
DAU
PROGRAM TRANSITION WORKSHOP
ALIGNS PROJECT GOALS
Following the award of a contract, program managers from both the Government and industry must develop timelines, establish task priorities, and communicate expectations to meet major program milestones. DAU Acquisition Program Transition Workshops (APTW) help participants develop and review plans at every step to meet everyone’s requirements. During FY14, DAU representatives conducted APTWs for multiple DoD programs, including the Navy’s Next Generation Jammer (NGJ) and Air and Missile Defense Radar (AMDR)
acquisition programs, both of which were awarded to Raytheon. More than 200 Government and industry acquisition professionals, including senior managers from the Navy, AMDR program offices, and Raytheon, participated in those two APTWs alone. During the APTWs, Integrated Product Teams (IPT) and DAU teams discussed nuanced details of their programs and planned the road forward to reach major milestones and prepare for successful integrated baseline reviews. Both government and contractor participants anticipated that the APTW would assist the teams in successfully meeting future milestones. Other APTWs facilitated by DAU included ANAQS20A Sonar Array; Positioning, Navigation, and Timing system; and Air Force Combat Rescue Helicopter.
A critical part of the acquisition and procurement process is source selection—evaluating competitive bids and proposals to find the best value for the government. DAU teams work with organizations to streamline the efficiency of source selection and keep acquisition professionals up to date on the latest guidance by conducting workshops and training events. Throughout FY14, DAU representatives conducted pilots for a new Source Selection Simulation Workshop (SSSW) with DAU faculty and customers to refine the simulation materials and improve the efficacy of the SSSWs in the field. Pilots of the SSSWs occur in six increments:
• I—Technical Evaluation–Full Tradeoff • II—Cost/Price scenario
• III—Past Performance scenario
• IV—Low Price Technically Acceptable scenario and exercises
• V—Acquisition Planning simulation scenario, exercise, handouts, tools and templates • VI—Army Mission Assistance Web site
While SSSWs are solutions at the point of need for awarded contracts, DAU faculty and staff routinely interact with customers to provide additional support— often targeted training or informational presentations— on the complexities of source selection, as tailored to the needs of the organization. During FY14, 2-day Source Selection Targeted Training (TTC 005 and TTC 015) were provided to Navy Supply Systems, Naval
Cyber Warfare Development Group; National Guard Intelligence Center; and the Naval Supply Command. While these organizations were at milestones that benefited from source selection training, other programs, such as the Air Force Life Cycle Management Centers at both Maxwell Air Force Base, Alabama, and Wright Patterson Air Force Base, Ohio, proactively consult with DAU representatives to develop source selection evaluation criteria factors. The broad expertise of DAU teams allows for considerable versatility supporting the Defense Acquisition Workforce.Whether developing milestones alongside government and industry IPTs or helping overcome a project-specific issue, DAU offers the workforce an array of source selections tools.
DAU OFFERS WORKFORCE MULTIPLE
During FY14, Defense Health Agency (DHA) requested a Quick Look study of TRICARE-related contractor performance issues in the West Region. DAU pulled together a multi-disciplinary, enterprise-wide team from Defense Systems Management College, Capital and Northeast Region, West Region, and Learning Capabilities Integration Center. Following the study, DAU representatives presented their findings and recommendations to improve the planning, solicitation, award, and management of future TRICARE contracts to senior DHA officials. A key element of the study involved DAU teams engaging directly with DHA employees and officials and conducting interviews to garner feedback. The results provided the teams with the information needed to gather a complete picture of the performance issues. DHA is implementing the recommendations, which are shaping ongoing activities for a contract or contracts that will provide purchased care to more than 9.6 million beneficiaries. Jonathan Woodson, M.D., assistant secretary of defense for health affairs, said DHA is restructuring contract transition requirements for future contracts, adding that changes are “being made at the consultation and recommendation of [the] Defense Acquisition University.” At DHA’s request, DAU also provided a Phase II Services Acquisition Workshop for the $2 billion TRICARE Dental Program acquisition and Communication and Performance-Based Acquisition sessions for the TRICARE West Region and UnitedHealthcare Military and Veterans.
DAU WORKS WITH DEFENSE
HEALTH AGENCY TO IMPROVE
TRICARE ACQUISITION
DAU CONDUCTS LESSONS
LEARNED WORKSHOP WITH
PEO(A)
T700 ENGINE
On November 7, 2013, DAU conducted a Lessons Learned Workshop for the Program Executive Office (PEO) for Air ASW, Assault and Special Mission Programs (PEO (A)) T700 Engine Depot Maintenance Contract. Customer participants were PMA-299 (MK-60R/S Multi-Mission Helicopter Program Office) and Naval Air Warfare Center Training Systems Division (NAWC TSD). DAU briefed results of a pre-meeting survey to facilitate group discussion where DAU subject matter experts for contracting, program management, and logistics asked questions and provided observations to understand better the underlying issues. Workshop participants were able to identify the root causes associated with problem areas and possible actions to avoid problems with future procurements. RDML CJ Jaynes said, “The facilities you provided for the workshop were also particularly effective, as they bridged the distance with the field activity contracting organization. The well-known DAU policies of academic freedom and non-attribution were instrumental in providing an environment for free exchange of ideas and identification of root causes and lessons learned.”
AWQI STANDARDS
DEVELOPED THROUGHOUT FY14
USD(AT&L)’s Better Buying Power is aimed at improving defense acquisition. One focus area of Better Buying Power is to “improve the professionalism of the total acquisition workforce,” by establishing stronger
professional qualification requirements for all acquisition specialties. The Acquisition Workforce Qualification Initiative (AWQI) was chosen as a major component to provide a framework for those professional
requirements. A small, geographically dispersed team planned and developed key elements for successful implementation of the initiative. The AWQI team worked closely with more than 130 DAU faculty members from
across all regions, Learning Capabilities Integration Center (LCIC), and Defense Systems Management College (DSMC) to translate career field competencies provided by functional leaders into measurable, on-the-job standards. Through a series of more than 200 online meetings, the AWQI project team drafted, reviewed, and revised standards. Throughout FY14, more than 1,500 standards were identified and 99% of the draft standards were submitted, reviewed for content, and approved. These accomplishments have the AWQI team, supported by DAU faculty, on the path to implementation.
