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PEO/SYSCOM Conference Brief

PEO/SYSCOM Conference Brief. System Requirements and Acquisition Integration. CDR Carl Alam Aviation Project Manager United States Coast Guard. Mr. Chuck Greco Aviation Project Manager Integrated Coast Guard Systems. Agenda. Deepwater History Contract Philosophy/Structure/Flexibility

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PEO/SYSCOM Conference Brief

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  1. PEO/SYSCOM Conference Brief System Requirements and Acquisition Integration CDR Carl Alam Aviation Project Manager United States Coast Guard Mr. Chuck Greco Aviation Project Manager Integrated Coast Guard Systems

  2. Agenda • Deepwater History • Contract Philosophy/Structure/Flexibility • Integrated Product Team Structure • Requirement “Flow-Down” • Process “Flow-Down” • Systems Engineering • Questions

  3. U.S. Coast Guard Missions Maritime Safety Maritime Mobility Search and Rescue International Ice Patrol Lightering Zone Enforcement Foreign Vessel Inspection Maritime Security National Defense Drug Interdiction General Enforcement of Laws and Treaties Alien Migrant Interdiction Homeland Security General Defense Operations Maritime Interception Operations Military Environmental Defense Operations Port Operations, Security, & Defense Peacetime Military Engagement Coastal Sea Control Protection of Natural Resources Marine Pollution Enforcement & Response Living Marine Resource Enforcement

  4. Current Coast Guard Capabilities • Positive: • Effective multi-mission capability • Record cocaine seizures 3 years running • Innovative endgame initiatives • Negative: • Missed opportunities – can’t respond to all available intel • Huge coverage gaps exacerbated by complex cases • Insufficient C4ISR to mitigate resource gaps 1984-2004 1985-2005 18 yrs 17 yrs 1972-1997 1965-2008 30 yrs 37 yrs 1964-2007 1990-2005 38 yrs 12 yrs 1982-2002 1982-2013 20 yrs 28 yrs Expiration of Planned Service Life Year First Commissioned

  5. Why Deepwater? • Secures the Homeland by providing improved Maritime Security and Safety • Enables the Coast Guard to • Maintain credible presence in key maritime regions to deter potential threats to U.S. sovereignty • Right way to achieve complex goals through public – private partnership • Provides Nation best national security, military, law enforcement, and search & rescue capability for taxpayer’s dollar • Ensures USCG remains best CG in the world – military, multimission, maritime, mobile, agile and flexible Vision Statement: “Keeping the U.S. Coast Guard the world’s best…properly equipped and fully prepared to meet every maritime challenge of the 21st Century.”

  6. Solution: Integrated Deepwater System • Performance Based: • Focus on capabilities not assets • Acquisition Strategy: • Partner with system integrator • Acquire integrated system of • surface, air, C4ISR, and logistics systems • Overarching Objective: • Maximize Operational Effectiveness while Minimizing Total Ownership Costs • Mission Statement: • Be the best at what we do. Set a standard of excellence for all to emulate as we develop, acquire, deploy, and sustain an operationally effective and affordable Integrated Deepwater System.

  7. Performance Based Acquisition Operational Effectiveness Value Surveillance, Detection, Classification, Identification, Prosecution, (SDCIP) Total Ownership Cost Government Performance Results Act Chief Financial Officer Act System Performance Specification, Productivity Efficiency Effectiveness Operational Effectiveness Value SDCIP

  8. Notional Delivery/Task Order Schedule FY01 FY02 FY03 FY04 FY05 FY06 FY07 IDS Concept & Tech Development IDS Production & Deployment IDS System Development & Demonstration Jun 2001 Sep 2001 Award Jun 2002 PHASE 2 Proposal Evaluation Phase 2 Proposal Prep PHASE 1 IDS Engineering, Integration, and Management LOGISTICS Asset Task Delivery Order C4ISR Concept & Technology Development AVIATION System Development & Demonstration Production & Deployment Operations & Support SURFACE Disposal

  9. Contract Philosophy “The front-end engineering of institutional arrangements and strategic systems is a far greater determinant of the success or failure of Large Engineering Projects than are the more tangible aspects of project engineering and management….Projects become successful not because they have been optimally selected, but because sponsors and partners commit to sharing risks, shaping choices in turbulent environments, and embracing uncertainties.” Miller and Lesard, The Strategic Management of Large Engineering Projects: Shaping Institutions, Risks and Governance.

  10. Contract Structure • A Performance Based Acquisition • Specifications, products and program success judged on system (vice asset) performance • Operational Effectiveness • Total Ownership Cost • Partnering with a single Integrated Deepwater System (IDS) contractor - the Systems Integrator - who will: • Upgrade and/or replace ships, aircraft, logistics systems, and C4ISR through its team of subcontractors • Integrate the entire system of ships, aircraft, logistics systems, and C4ISR. • Five-year base award with option to award up to five additional five-year award terms. • Delivery Order/Task Order Contract will break annual funding into usable segments in accordance with A-11. • Contract incorporates many acquisition reforms, innovations and current best practices, and is constructed to provide flexibility to adapt to: • Budget fluctuations  Technology refreshment • Legislative mandates  Mission evolution

  11. Award Term Contract 2009 2011 2008 2027 2012 2015 2018 2020 2021 2025 2028 2005 2007 2019 2024 2030 2002 2006 2013 2014 2017 2026 2003 2010 2016 2022 2004 2023 2029 2031 2032 5 Years FIRM PRICINGBASIC TERM • Decision on Award Term #1 (4 years data) • Expected performance in following areas • Operational Effectiveness (OE) • Total Ownership Cost (TOC) • Competition provided at Subcontract Level • Project Management OFF RAMP YR1 YR2 YR3 YR4 YR5 TERM Guaranteed Minimum $ = 1st Year Funding (can end anytime after meeting minimum) Project Management & Technical Quarterly Reviews Annual Performance Reviews YR3 Award Term Proposal Submission YR4 Award Term Evaluation Negotiate any downward adjustment to Award Term #1 - not to exceed prices obtained during FY02 Competition

  12. System Integrator Monitoring 2009 2011 2008 2027 2012 2015 2018 2020 2021 2025 2028 2005 2007 2019 2024 2030 2002 2006 2013 2014 2017 2026 2003 2010 2016 2022 2004 2023 2029 2031 2032 Decision on Award Term 1 (4 years data) BASIC TERM Off Ramp Negotiate Award Term 1 Decision on Award Term 2 (5 years data) AWARD TERM 1 Off Ramp Negotiate Award Term 2 Decision on Award Term 3 (5 years data) AWARD TERM 2 Off Ramp Negotiate Award Term 3 Decision on Award Term 4 (5 years data) YR1 YR2 YR3 YR4 YR5 AWARD TERM 3 Off Ramp Negotiate Award Term 4 Decision on Award Term 5 (5 years data) TERM AWARD TERM 4 Off Ramp Negotiate Award Term 5 Project Management & Technical Quarterly Reviews Annual Performance Reviews YR3 Award Term Proposal Submission YR4 Award Term Evaluation AWARD TERM 5 Off Ramp

  13. Asset Capability Force Composition Force Structure Contract Flexibility Flexible Design & Procurement Strategy for Changing Requirements System Integration requirements include: • Modularity and Commonality • Integrated CONOPS & CONLOG • Systems Engineering including technology refresh • C4ISR Architecture development at both asset & system level • Developmental testing • IDS Performance/Cost Analysis

  14. Innovation: Partnership • Public and Private Partnership – Effectiveness • Support Internal Organization • Collocation at the System Integrated Program Office (SIPO) • Integrated Product Teams • Higher plane of trust and coordination – no hidden agendas • Commitment to higher quality of service – Long term • Genuine cost-sharing • Incentives

  15. USCG/ICGS IPT Structure C/CV/CCS Advice OIPT ICGS BOD Guidance PEO Advice IIPT Communications Guidance Guidance Guidance Guidance Co-Chair Co-Chair DRM DTM DPM PMT ICGS PM SEIT System Architects Sys Eng, Process Lead Surface PM Air PM C4ISR PM ILS PM NSC MPA Comms LIMS USCG ICGS Joint Organizational Position or Functional Team Integrated Product or Process Team 123’ MCH C2 LEM 1 SRP VUAV Integration LEM 2 Requirement Flowdown Process Flowdown … Legacy Upgrade Intel Shore … … Legacy Upgrade …

  16. Requirements ‘Flow-down”

  17. Process ‘Flow-down” IDS Plans & Processes • Project Management Plan (PMP) • Integrated Master Schedule (IMS) • Risk Management Plan (RMP) • Requirements Management Plan • Configuration Management (CM) Plan • Data Management (DM) Plan • Test and Evaluation Program Plan (TEPP) • Quality Assurance (QA) Plan • C4ISR Systems Engineering Management Plan (C4ISR SEMP) • Software Development Plan (SDP) • System Safety Plan (SSP) • Integrated Support Plan (ISP) • ICGS Contractor Work Breakdown Structure (CWBS) • Integrated Product and Process Development (IPPD) • Interface Requirements Documents (IRDS) • Concept Of Operations (CONOPS) • Key Performance Parameters (KPPs) • Measures of Performance (MOP) • Analysis of Alternatives (AoA) • Measures of Effectiveness (MOEs) • Required Operational Capabilities (ROC) • Simulation Test and Evaluation Process (STEP) • Earned Value Management System (EVMS) • Data Management Plan (DMP) • Contractor Deliverable Requirements List (CDRL) • Technical Performance Measures (TPM) • Design Reference Missions (DRM) • Integrated Management Plan (IMP) • Reliability, Maintainability, and Availability (RMA) Plan • System Training Plan • System Level of Repair Analysis (LORA) Plan • Support and Test Equipment (S&TE) Plan • Technology Obsolescence Prevention (TOP) Plan

  18. System Engineering

  19. PEO/SYSCOM Conference Brief Questions? CDR Carl Alam Aviation Project Manager United States Coast Guard Work: (571) 218-3291 Cell: (202) 528-6684 calam@comdt.uscg.mil Mr. Chuck Greco Aviation Project Manager Integrated Coast Guard Systems Work: (571) 218-3292 Cell: (856) 912-4608 charles.e.greco@lmco.com

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