Defense Contract Management Agency

1. Defense Contract Management Agency Executive Director, Space and Missile Systems Division Executive Director, Naval Sea Systems Division Executive Director, Ground Systems and Munitions Division 5 June 2007 Agency Realignment

2. Agenda • Purpose • Implementing Directive • Implementation Guidance • Product Division Concept of Operations • Contract Management Office (CMO) Concept of Operations • Overview of Product Divisions • Space & Missile Systems • Naval Sea Systems • Aeronautical Systems • Ground Systems & Munitions

3. How it all Started • Looking for ways to improve support to our customers • Driving a performance based culture across the Agency • Moving from thinking about “workload processing” geographicallyto thinking about “customer outcomes” enterprise-wide • Establishing an organization and command and control structure that enhances our effectiveness This is not about reorganization – it’s about realigning to improve our enterprise-wide support to our customers

4. DCMA West Offices: • 10 Geographic • 11 Residency DCMA East Offices: • 12 Geographic • 6 Residency • 2 Commodity = Residency CMO = Geographic CMO = District HQ = Commodity CMO = Agency HQ Previous CONUS Alignment Strategy • Geographically organized • Diffused Corporate knowledge • Little focus on commodity-specific skill development • No single focal point for major programs or customers • HQs, Districts & Field Offices with redundant functions/specialties Time To Change!!

5. Pre-Realignment Organization

6. DCMA Product Aligned Agency

7. Concept Of Operations • Adhere to a Product Division Command and Control Model which contains (primarily) three types of 06/GS-15 commands • Product pure (Resident based [Plant CMOs]) • Product aligned (Non Resident based [Geographic CMOs]) • Product preponderance (Team based [Product workload]) • Align Non Resident CMOs with Product Divisions to facilitate the enterprise approach to customer service • Define Organizational Concepts (Wiring Diagram for each Product Division) • Define Command and Control (C2) relationship between CMOs within and between Product Divisions

8. SEA BOS LI VA MD ORL DAL PHX ATL HFD NCA PHL STA LA DET DAY SAN CHI TWC DEN HVL SPR Nonresident CMO Alignment AERO GS&M NSSO S&MS

9. Space and Missile Systems Division Executive Director Space and Missile Systems Division

10. Division Identity Space Satellite Launch Vehicle Missile Ops Space Sensors & Comm NASA Products DCMA Northern California DCMA Denver DCMA Huntsville

11. Space & Missiles Systems Division • Space & Missile Systems Division Consists of 5 Product Operations and 3 Nonresident CMOs • Five Primary Areas of Customer Emphasis • NASA Products • Launch Vehicles • Space Satellites • Space Sensors and Communications • Missiles • Overarching Concept of Operations • Each CMO will increase technical and business expertise in Customer Area of Emphasis over time (e.g., Program Readiness Integrator, Habitual Relationships with Customer Liaison Representatives)

12. Space and Missile Systems Division Customer Themes • Mission Assurance and Readiness – Number 1 Priority • Provide Independent Assessments • Strengthen Program Support Teams (PST) – Integrate with entire program team • Contractor Process Compliance • Earned Value Management • Supply Chain Support • Recognized Workload Increases • Consistent High Level of DCMA Support • Increase Quality Assurance Rigor • Workforce Stability • Lean Six Sigma • Increased Quality Assurance and Property Support

13. Space and Missile Systems Division Customer Themes Strategies • DCMA revitalized EVM executive agent role • Resourcing DCMA PST to increase program performance insight • Technical cost estimating reviews, pricing reinvigoration • Management council reinvoration • Letter of concern and improvement Plan • Participation in Space Industrial and Quality Improvement Councils • MDA Quality Assurance delegation and mission critical items supply chain mapping • Mapped NASA-space shuttle main engine and external tank critical items • MDA Software QALI implementation Voice of Customer Themes • Concern Over Supplier Performance • Mission and Quality Assurance

14. Naval Sea Systems Division Executive Director Naval Sea Systems Division

15. Division Identity

16. Naval Sea Systems Division Highlights • Naval Sea Systems Division Consists of 1 Product Focused and 5 Nonresident Contract Management Offices (CMOs) • Three Primary Areas of Customer Emphasis • Navy Special Emphasis • Shipboard Systems Integration • Naval Supply Support • Overarching Concept of Operations • Each CMO will increase technical and business expertise in Customer Area of Emphasis over time

17. Naval Sea Systems Operations Naval Special Emphasis Operations DCMA Atlanta DCMA Hartford DCMA Maryland DCMA Virginia Naval Sea Systems Division Naval Sea Systems Division

18. Naval Sea Systems Division Customer Themes • Product Quality Concerns • DCMA Technical Competency • Technical Authority Pyramid • Cost, Schedule, Performance – Transparency • Systems Integration • Engineering Module Development • Level I/SubSafe (Product Quality/Material Traceability) • Ship CSIs • Spare Parts Pricing • Performance Based Logistics • Industrial Base Intel

19. Aeronautical Systems Division Executive Director Aeronautical Systems Division

20. Divisional Identity Raptor D-2 Blackhawk • Unmanned Aerial Systems • Rotary Wing • Fixed Wing • Propulsion • Programmed Depot • Maintenance Prowler T700

21. Aeronautical Systems Division Highlights • Aeronautical Systems Division consists of 4 Operations, 7 Resident, and 7 Nonresident CMOs • Seven Primary Areas of Customer Emphasis • Global Strike • Mobility • UAV • Rotary • Special Use • Overhaul, Maintenance, and Manufacturing Repair (OMMR) • Aircraft Propulsion • Overarching Concept of Operations • Each CMO will increase technical and business expertise in Customer Area of Emphasis over time (e.g., Program Readiness Integrator, Habitual Relationships with Customer Liaison Representatives)

22. Aeronautical Customer Themes • Cost - Schedule - Performance - Transparency • Nunn McCurdy Impact • Life Cycle Support • Cost Containment • GWOT Effects • OpTempo • Reset / Preset • Berry Amendment / Specialty Metals • Supplier Management

23. Ground Systems and Munitions Division Executive Director Ground Systems and Munitions Division

24. Division Identity Future Combat Systems Surface Communications & Support Systems Combat Vehicles Soldier Support & Logistics Civil Augmentation Program (LOGCAP) Munitions & Support Systems Tactical Wheeled Vehicles

25. GS&M Product Division Highlights • Ground Systems & Munitions (GS&M) Product Line Division Consists of 5 Contract Management Offices (CMOs), the Future Combat Systems Program Integration Office (FCS PIO) and Severable Teams • Six Primary Areas of Customer Emphasis • Combat (Armored) Vehicles • Tactical Wheeled Vehicles • Soldier Support & LOGCAP • Ground Communications & Support Systems • Munitions and Support Systems • Future Combat Systems • Overarching Concept of Operations • Each CMO will increase technical and business expertise in Customer Area of Emphasis over time (e.g., Program Readiness Integrator, Habitual Relationships with Customer Liaison Representatives)

26. GS&M Customer Themes • RESET (High Priority) • Safe AMMO that performs to specification • Future Combat Systems – EVMS (Earned Value Management System) and other adequate systems • Early notification of potential problems • Concern about DCMA Realignment – “Cross-Divisional Communication” • Anti-IED Devices/Vehicles • Sustainment

27. PERFORMANCE BASED MANAGEMENT- We Focus on What’s Important - Summary • Increasing missions • Increasing workload • Decreasing resources • We “make a difference” with less than half the people we used to have!

28. Questions

29. Back Up Slides

30. CMO Support Organization Technical Product Performance Group • Product Readiness Integrators • Number, location, and positional responsibility varies depending on size of supported community • Sharing of Product specific knowledge and information • Product performance analysis and improvement • Customer coordinator for outcomes • Customer single entry point for readiness

31. Product Readiness & SustainmentConcept of Operations • Nonresident CMOs deal primarily with readiness & sustainment • Nonresident CMO alignment with product Divisions as follows: • AERO: BOS, LI, TWC, DAY, DAL, SEA, STA & LA • NSS: HFD, VA, ATL, SAN, & MD, • GS&M: PHL, DET, PHX, SPR, CHI • S&MS: HVL, DEN, NCA • Nonresident CMO boundaries adjusted as follows: • Orlando (minus) combined with Atlanta • Seattle (minus) combined with Twin Cities • Use of Product Readiness Integrators (PRIs)

32. Division Overview Ten (10) PEO Portfolios + NASA ACAT I – 56, ACAT II – 17, ACAT III – 8, NASA – 4 Total - 85 Programs Division M-OC M-CS-Sp Staff Centers CR-K FB-AC HRA Division Director/Deputy SSO LVO MO SS&C NPO Product CMOs - 5 No California Huntsville Denver Sustainment CMOs - 3 Aligned by Products - Satellites, Launch, Missiles, Sensors & Comm

33. Why realign? • To better meet the needs of our customers & to position the Agency to provide our • customers with the best possible service • What changed? • Better service to Program Executive Officers & program managers • Four new product divisions that focused on: • Aeronautical Systems • Ground Systems and Munitions • Naval Sea Systems • Space and Missile Systems • How did these changes impact personnel? • Our goal all along was to make changes as resource neutral as possible, with no increases in budget or personnel • While this changed reporting chains, the impact to Contract Management • Offices (CMOs) was minimal

34. Timeline • Initial Integrated Process Teams July 04 (IPTs) chartered • Centers IPTs chartered • Commodity IPTs chartered • Realignment IPTs chartered • Realignment decisions Sep 05 • Implementation Nov 05 – May 06

35. CMO Support Group • Optimizes synergy needed in new performance based management system – outcomes and resources linked • Link budget, planning, and execution • Link training and execution • Link data analysis and corrective action • Position and personnel management planning • New work assignment procedures require us to modify our planning, execution, assessing, adjustment functions • Budget planning • Performance planning and execution • Performance and budget analysis • Corrective action • We must also build a core of product specific SMEs • Business (Product knowledge) • Technical (Product skills) • Nonresident Product Readiness Integrators (Product integration)

36. Inter-CMO Command & Control Relationships Defined When a major program is managed by a CMO: • Use a "dotted line" relationship between Product Divisions and CMOs for major programs: • Division Directors flow PEO outcomes to Product Divisions and CMOs • The Product Divisions have the lead interface role for the Agency Director • The Prime CMO Commander "negotiates" program level customer outcomes with the PM • Negotiated outcomes are flowed across the enterprise via outcome based Memorandums of Agreements (MOAs) and Letters of Delegation (LODs) • CMOs defer to the Product Divisions to provide program start-up and technical expertise regarding identification of product, program risks, and lessons learned. • Product Divisions serve as the conduit up to Program Executive Officer (PEO) and down to primary CMO Commander; • Program Integrator is the entry point into the resident CMO • Product Readiness Integrator is the entry point into the non resident CMO

37. Or conduct renegotiation NO NO Steps 1-5, Same as Above Resources moved from owning Prod Div to Sptg Prod Div or spt reduced work perf’d YES Supported & Supporting CMO-Flow ChartSame & Different Product Divisions When a major program is supported by a CMO: Supporting CMO signs MOA/LOD Step 2 Step 3 Step 1 YES Lead CMO passes outcomes to supporting CMO Supporting CMO agrees & can support Lead CMO negotiates Customer outcomes Lead modifies MOA/LOD, support signs MOA/LOD Step 4 YES Supporting CMO suggests alternate spt – lead agrees NO YES Step 5 Discussions between prod division, lead & sptg CMO Resources moved w/in Prod Div & work perf’d YES NO Major Program – resides in same product division Step 6 NO Step 7 Work not performed Step 6

38. Product Division Product Based CMO(s) Product Team Based CMO(s) GEO Based CMO(s) Geographic Team Product Team Streamlined CMO Product Team Geographic Team SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 SPR 4 TPPG TPPG OPS OPS *TPPG OPS Concept of OperationsProduct Division-Internal Commands Schematic Product Team *Technical Product Performance Group (Technical advice and management support)