A Program Manager’s View of Contracting

NCMA Boston Chapter49th Annual March Workshop

10 March 2010

DoD Decision Support Systems

The Defense Acquisition Management SystemThe Defense Acquisition Management SystemDODD 5000.02DODD 5000.02

Operations & Support

Incremental Development

A

Production & Deployment O&S

TechnologyDevelopment

Engineering & Manuf Development

JCIDS Acquisition Process

B C

CDD CPD

User Needs

Joint Concepts

Capabilities - Based Assessment

OSD/JCS COCOMFCB

Strategic Guidance

MaterielSolutionAnalysisICD

MDD

Technology Opportunities & Resources

AOA

Experience

• In-plant program integrator, subcontracts management

• Technology Development• Systems Development• Factory Integration & Test• On-site Fielding and Test• PEM, Foreign Comparative Testing, International

Cooperation, OSD review, DAB advisor• Systems Wing Commander, including SSA etc.

Definition?

• The Program Manager coordinates the activities among responsible members of a multidisciplinary team which performs necessary functional tasks and implements controls to evaluate cost, schedule and performance goals required to develop, field and sustain products that meet end user requirements.

Definition?

• The Program Manager coordinates the activities among responsible members of a multidisciplinary team which performs necessary functional tasks and implements controls to evaluate cost, schedule and performance goals required to develop, field and sustain products that meet end user requirements.

Definition?

• The Program Manager coordinates the activities among responsible members of a multidisciplinary team which performs necessary functional tasks and implements controls to evaluate cost, schedule and performance goals required to develop, field and sustain products that meet end user requirements.

DODD 5000.01

• The Program Manager (PM) is the designated individual with responsibility for and authority to accomplish program objectives for development, production, and sustainment to meet the user's operational needs. The PM shall be accountable for credible cost, schedule, and performance reporting to the MDA.

DODD 5000.01

• The Program Manager (PM) is the designated individual with responsibility for and authority to accomplish program objectives for development, production, and sustainment to meet the user's operational needs. The PM shall be accountable for credible cost, schedule, and performance reporting to the MDA.

Typical PM

• Engineer or Scientific/Technical Manager• Desire to control and lead• Problem solving• Team building• Vocal advocate• Tireless/relentless• Multi-tasking

The Program Manager’s Bill of Rights and Responsibilities

• Program Managers have the right to: • a single, clear line of authority from the

Defense Acquisition Executive; • authority commensurate with their

responsibilities; • timely senior leadership decisions; • be candid and forthcoming without fear of

personal consequences; • speak for their program and have their

judgments respected; • receive the best available training and

experience for the job; and • be given adequate financial and personnel

resources.

• Program Managers have the responsibility to:

• accept program direction from acquisition executives and implement it expeditiously and conscientiously;

• manage their programs to the best of their abilities within approved resources;

• be customer-focused and provide the user with the best, most cost-effective systems or capabilities;

• innovate, strive for optimal solutions, seek better ways to manage, and provide lessons-learned to those who follow;

• be candid about program status, including risks and problems as well as potential solutions and likely outcomes;

• prepare thorough estimates of financial and personnel resources that will be required to manage the program; and

• identify weaknesses in the acquisition process and propose solutions.

Comparison

PM• Risk Taking• Technologist• Multi-functional activities• Ad hoc problem solver• General authority• Highly trained• Skips echelons• Strategic/Tactical

CO• Follow Rules/Avoid Risks• Business process manager• Single function focus• Policy and statute driven• Warranted authority• Highly trained• Chain of command• Operational

Acquisition Processaccording to the CO

Program Office Structureaccording to the CO

Things Your PM ISN’T TELLING YOU

• Most important decisions were made before the PCO got involved

• If you don’t help me, I’ll find someone who will• You are not JA … don’t try to be one• When the answer is always, “no” … I hear maybe• I’m trained to believe there is always a waiver available• I don’t tell you everything• When you aren’t there I blame you• Tech evals, cost estimates and market research are

overrated• I’m a lone ranger, but PMs think alike

What’s the Lesson for the CO?• The contract is not the program

– Seek early and continuous involvement with Program Definition and Planning

• PK should not be Black Magic, don’t perform it in a backroom– Tell me all options not just the policy du jour– Independence can make you irrelevant

• Practice Risk Management– Need PK to play in the overall program trade space– Fight for waivers to policy/regulation that benefit the program

• Get the contract dirty– Know the industry and their best practices, not just our way– Adapt to the program needs, not contract efficiency

• Identify relevant measures of PK performance with the PM– Ensure strategic and tactical activities are covered

Final Thoughts

• PMs need the support and involvement of an effective Contracting Officer

• An open dialogue and trades in both directions is critical to program success

• The contractor is not the enemy and their input needs careful consideration

• Be a Contracting Officer that’s a program advocate for the war fighter capability