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Importance of Continuous Self-Examination in Navy Operational Test and Evaluation

Learn about the need for continuous self-examination in Navy Operational Test and Evaluation and the value it brings to the Navy's investment. Discover the key solution of relevant early and continuous involvement in evaluating requirements and capabilities development.

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Importance of Continuous Self-Examination in Navy Operational Test and Evaluation

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  1. COMOPTEVFORSTRATEGIC PLAN The Need Relevance and Value in the CNO’s Vision • TRANSFORMATION DEMANDS REFORM • COLLABORATIVE INDEPENDENCE • VALUETO NAVY ON INVESTMENT CONTINUED RELEVANCE DEMANDS CONTINUOUS SELF EXAMINATION

  2. COMOPTEVFORSTRATEGIC PLAN Navy Operational Test and Evaluation • Yesterday • Cost – Little or no consideration • Schedule - Rigid • Performance – OT events • Today • Cost – Increased awareness and consideration • Schedule – Flexible • Performance – T&E Integration Target of Opportunity • Tomorrow • Cost - Lean • Schedule – Adaptive and responsive • Performance – Seamless Integration

  3. COMOPTEVFORSTRATEGIC PLAN The Challenge Transformational Environment • Strategic Planning Guidance • Joint Force Testing • CNO Guidance 2004 • T&E Cost Reduction • SECNAV 5000 • COTF MFT • Early Involvement • Innovative Test Methods • Value Added /Timely Information • Innovative Evaluation Methods • Technology Integration

  4. COMOPTEVFORSTRATEGIC PLAN The “Key” Solution Relevant Early and Continuous Involvement Teaming with the warfighters, sponsors, and acquisition community to determine what is important to evaluate … Requirements/Capabilities development… Member of Collaborative Teams focusing on Battlespace Environment and Evaluation Framework

  5. COMOPTEVFORSTRATEGIC PLAN Vision Statement Mission Statement As the sole independent agent for Operational Test and Evaluation (OT&E) in the Navy’s acquisition process, OPTEVFOR conducts OT&E in a realistic operational environment. We advise the Chief of Naval Operations on the operational effectiveness and suitability of new and improved war fighting systems and capabilities, tactics, and procedures. • We will be at the forefront of innovative and adaptive operational test planning, execution, and evaluation. We will do this by: • Leveraging technology; • Partnering; Core Values I ntegrity: the highest integrity in test execution and reporting. ompetent: highly competent military and civilian staff. C O bjective: an objective viewpoint in all areas of involvement. R elevant: timely and value-added products. xpertise: current operational expertise. E

  6. COMOPTEVFORSTRATEGIC PLAN The Approach Balanced Score Card

  7. COMOPTEVFORSTRATEGIC PLAN Customer/Stakeholder Strategic Goal: OPTEVFOR products and services are relevant to our customers’ and stakeholders’ needs. • Determine customers and stakeholders needs. • Deliver best value products and services. • Emphasis on early involvement. • Products and service expansion.

  8. COMOPTEVFORSTRATEGIC PLAN Internal Processes Strategic Goal: Actively adapt and continually optimize best business practices to support the needs of our customers and stakeholders. • Reduce cycle time and improve the quality of products and services. • Clear policies and guidelines. • Develop a flexible /adaptable Command structure.

  9. COMOPTEVFORSTRATEGIC PLAN People Strategic Goal: OPTEVFOR will acquire and sustain an operationally representative, highly skilled and diverse team that is properly trained and equipped to execute the mission. • Ensure our customers have the highest confidence in the ability of our military and civilian staff. • Provide specialized and unique training. • Develop a better understanding of DOD and Navy acquisition processes.

  10. COMOPTEVFORSTRATEGIC PLAN Financial Strategic Goal:Adequately resourced organization that provides products and services at an affordable cost and best value. • Best possible value for the resources invested. • Command PPB&E system. • Link between Command Strategic Plan and Navy PPB&E process. • Resources to support new initiatives.

  11. COMOPTEVFORSTRATEGIC PLAN Linkage to CNO Guidance • PEOPLE (Sea Warrior) • Build on existing skills • Drive productivity • PROCESSES (Sea Trials) • Lower Total Cost • COMMUNICATIONS (ForceNet) • Deeper engagement • Visibility at all levels • Strategic and tactical value • INVESTMENT (Sea Enterprise) • Classic business investment model

  12. COMOPTEVFORSTRATEGIC PLAN The “Key” Solution Relevant Early Continuous Involvement Teaming with the warfighters and PMs to determine what is important to evaluate Requirements/Capabilities development… Member of Collaborative Teams focusing on Battlespace Environment and Evaluation Framework

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