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www.QinetiQ-NA.com© QinetiQ North America Operations LLC 2009

QinetiQ North America Operations LLC Proprietary

Technology Solutions Group

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PADS Provisioning Effort Kick OFF File Location:

Presenter: Paul Paolillo

1pm-3pmJanuary 12, 2012




Contents• Welcome to the Kick off• Introductions• Program Description

Overview SOW Schedule

• PADS Provisioning IPT Structure Defined• PADS Provisioning Explained• Roles and Responsibilities• Charters

Integrated Management Team Systems Engineering Hardware Engineering Logistics Engineering Product Assurance

- CM- DM- Quality




What is PADS? (Precision Airdrop System)

• Overall, PADS uses Global Positioning System (GPS) technology that permits Air Force aircrews to literally steer and fly a cargo pallet to the desired location, increasing the margin of safety for the aircrews. They can also land the cargo in a way that keeps the troops from having to scatter over a wide area and potentially making them vulnerable to hostile fire, when retrieving needed supplies. PSI has been working on the PADS system with the US Air Force and US Army since 1999.

• http://www.spacewar.com/reports/Qinetiq_Subsidiarys_Precision_Airdrop_System_Used_By_USAF_In_Afghanistan_999.html




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Airborne sensor, comms, and processing system for precision aerial delivery from high altitude

High-Res Atmospheric Forecast Model

Precision Airdrop System | PADS™




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2,000 Meters MSL

2,500 Meters MSL

PADS Simulates all Airdrop Components




PADs Provisioning Product Team (IPT) Structure

QNA TSG




Contract: Statement of WorkSUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE

1 Each $1,453,675.77

Production Technical Data PackageFFPContractor shall provide a Level 3 Production Technical Data Package (TDP) to the Government, which includes applicable parts list, detail and assembly drawings, schematics, interface control data, diagrams, performance characteristics, critical manufacturing limits and details of new materials and processes and any other information necessary to enable a competent manufacturer to produce and maintain quality control for the JPADS BLK 4UHF-DRS and GPS-RTS. The contractor shall provide all data, to include data that is currently claimed as contractor intellectual property, as Government Purpose Rights consistent with that prescribed in DFARS 252.227-7013 and/or DFARS 252.227-7014. Additionally, any data rights provided to the Government shall be documented consistent with that prescribed in DFARS 252.227-7017. In the event that the Government does not agree with any data rightsposition proposed by the Contractor, the Government may require substantiation of said data rights position by following the procedure prescribed in DFARS 252.227-7019 and/or DFARS 252.227-7037.

Delivery Schedule/Cost/Deliverable31 Dec 2011 $143,367.58 Guidance Conference31 Mar 2012 $436,102.73 Long Lead Item List31 Jul 2012 $290,735.15 Provisioning Conference31 Aug 2012 $145,367.58 Submission of SDFP/LMI31 Oct 2012 $145,367.58 Submission of PTD30 Nov 2012 $218,051.37 Spares Conference20 Dec 2012 $72,683.79 PTD/SDFP/LMI Deliveries




SOW: Attachments

Attachments:AFMC Form 718 – Provisioning Performance ScheduleCDRL A017 – Logistics Management Information (LMI) Data Products(S)CDRL A018 – Supplemental Data for Provisioning (SDFP)CDRL A019 – Logistics Management Information (LMI) Summaries




Key Points of Contact

Contracting OfficerName: Anne HellmanOrganization/Office Symbol: DITCO/PL8322Phone No.: 628-229-9596E-Mail Address: [email protected] Contract SpecialistName: Danette WesselmannOrganization/Office Symbol: DITCO/PL8322Phone No.: 618-229-9273E-Mail Address: [email protected] Customer/COR Point of ContactName: Kristin Dole-MitchellOrganization/Office Symbol: 951ELSG/OC(JPADS)Phone No.: 781-225-9317E-Mail Address: [email protected] Contractor Point of ContactContractor Legal Business Name: Planning Systems IncDUNS: 072651391CAGE CODE: 1K736Contractor POC: Quinn Smith E-Mail Address: [email protected] Number: 703-480-0749




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1. Start date slippage beyond 1 October 2011 will result in a high level of riskin achieving the goal of an accelerated nine (09) month delivery schedule forthis effort.2. QNA TSG is concerned with rejection rates of stock listing datasubmissions. To mitigate this risk, we will develop a random sample selectionof data early in the effort for review and comment by the Government.3. An unforeseen elongated contract definition period.4. QNA TSG believes that not having an updated Provisioning GuidanceConference may affect the critical path for completion of this effort in amanner that could impact the ability of the Air Force to utilize the PTD datafor input into the logistics system.5. QNA TSG understands the requirements as set forth in the CDRLs andSOWs. We reserve the right to equitable adjustment to our price andschedule based on additional requirements that may arise from theProvisioning Guidance Conference, Provisioning Conference, or otherformally communicated requirements that may arise during the period ofperformance of this effort.6. That the Legacy Drawings are in a non-combatable format, and may need to be re-created in a new tool.

Risks




PADS Provisioning IPT Structure

Paul Paolillo (PM)

SystemsBob Holmes (CAM)

SE Role (TBD)

Company Name:sdsdsd(Air force)

Quinn Smith (QNA TSG)

Product AssuranceFran Rush (CAM)CM Role (TBD)DM Role (TBD)Mike Waxman

LogisticsMichelle Sullivan (CAM)

Sr. Provisioner (TBD)Deanna Dysert

Steve SpongbergTom Karol

Ed Humbarger

Drafting Fran Rush (CAM)

Drafting/Eng (TBD)

HardwareBob Holme (CAM)

Wheaton(ME)Pratt (EE)




Integrated Management Team Integrated Product Team (IPT) Charter

Membership, Roles, Responsibilities, and Work Products




Integrated Management Team IPT Charter

Charter The charter of the Integrated Management Team IPT is to transform

customer’s needs, expectations, and constraints into provisioned product solutions and support those product solutions throughout the product’s development lifecycle. The IMT IPT is an overarching IPT primarily concerned with management and oversight of PADS Provisioning program execution.




Integrated Management Team IPT Work Products

Integrated Baseline Reviews Program Issue Resolution IPT Management and Conflict Resolution Risk Assessment and Mitigation Cost and Schedule Control Workload Management Life Cycle/Total Ownership Cost Analysis




Integrated Management Team IPT Roles & Responsibilities

Roles: IPT Lead

Responsible for technical quality, cost and schedule performance for all activity within the Integrated Management Team IPT.

Overarching responsibility for Hardware, Systems Engineering, Product Assurance, and Logistics

Serves as the primary customer interface. Applies risk and opportunity management throughout the product contract

cycle. Identifies and establishes any corrective actions necessary to ensure IPT

objectives are achieved. Coordinates IPT staffing requirements with the Skillset Directors. Supports the metrics coordinator(s) in the collection and reporting of metrics

as they pertain to working group activity for the program.

IPT Member Fully understand the scope and impact of technical, cost, and schedule

issues confronting the team, so that they can communicate, to the other team members, the impact those issues have with respect to their particular area of expertise.




Integrated Management Team IPT Roles & Responsibilities

Responsibilities of IPT: Cost account management Contracts Finance Planning (IMS) Subcontracts Management Sourcing Support CAIV activities as required




Integrated Management Team IPT Membership List




Integrated Management Team IPT

Integrated Management Team IPT Authority/Accountability Authority/Accountability

Cost, Schedule and Technical Performance authority and accountability is held by the Integrated Management Team Control Account Manager (CAM).

Integrated Management Team IPT Metrics IPT Metrics

EV lite Cost & Schedule, IMS Critical Path, Stop light charts (Hardware/deliveries) Workload burn down for key functional areas as needed (Requirements, part research, drawing and Provisioning Card creation etc.). Also, overall technical performance authority and accountability is held by the Integrated Management Team Control Account Manager (CAM).




Engineering Integrated Product Team (IPT) Charter





Systems Engineering IPT Charter

Charter The charter of the Engineering IPT is to transform customer’s needs,

expectations, and constraints into product solutions and support those product solutions throughout the product’s development lifecycle.




Systems Engineering IPT Work Products

Requirements Database Systems Documentation

Example: Technical Data Package Supporting research for Provisioning CARDs Supporting research for Drawing creation Requirements Traceability Matrix

Drafting Drawing modifications, update and creation

As needed or requested Trade Studies White Papers

Review Delivery Packages




Engineering IPT Roles & Responsibilities

Roles: IPT Lead

Responsible for technical quality, cost and schedule performance for all engineering activity within a IPT.

Serves as the primary customer technical interface for the respective IPT product.

Serves as IPT Control Account Manager (CAM). Applies risk and opportunity management throughout the product life cycle. Identifies and establishes any corrective actions necessary to ensure IPT

objectives are achieved. Technical process discipline within the IPT. Coordinates IPT staffing requirements with the Program Office, Skillset

Manager, and Chief Technology Officer. Supports the metrics coordinator(s) in the collection and reporting of technical

metrics as they pertain to IPT activity.

IPT Member Fully understands the scope and impact of technical, cost, and schedule

issues confronting the team, so that they can communicate, to the other team members, the impact those issues have with respect to their particular area of expertise.




Engineering IPT Roles & Responsibilities

Responsibilities of IPT: Accept top-level requirements and allocate to subsystems Systems Integration, assessments of derivation of lower-level

requirements, systems design decisions, and compliance with top-level requirements

Manage and approve allocation of system-level functions to subsystems and components

Lead and approve design trade studies Oversee engineering analysis in support of subsystem, component,

hardware and software design Review Verification Requirements, Risk Assessment and Mitigation and

Traceability of Requirements As needed update and review applicable sections of technical

operations and functionality within the IDE customer database environment

Support CAIV activities as required




Engineering IPT

Engineering IPT Authority/Accountability Authority/Accountability

Cost, Schedule and Technical Performance authority and accountability is held by the Systems Engineering Control Account Manager (CAM).

Systems Engineering IPT Metrics IPT Metrics are such things as:

EV Cost & Schedule, IMS Critical Path, Stop light charts (Hardware/deliveries) Workload burn down for key functional areas as needed (Requirements, PADS research of development, etc.). Also, overall technical performance authority and accountability is held by the Integrated Management Team Control Account Manager (CAM).




Hardware Engineering Integrated Product Team (IPT) Charter





Hardware Engineering IPT Charter

Charter The charter of the Hardware Engineering IPT is to provide engineering

support to provision the PADS design (electrical and mechanical) that directly implements all system and hardware requirements, helps understand the hardware architecture so that flexibly supports future expansion while ensuring reliability, maintainability, and long term support throughout the contract life-cycle.




Hardware Engineering IPT Work Products

The PADS hardware design Technical Data Package

Detail Drawings Assembly Drawings Specification Control Drawings Vendor Item Drawings

Peer Review Packages of Drawings and Provisioning Cards




Hardware Engineering IPT Roles & Responsibilities

Roles: IPT Lead

Responsible for technical quality, cost and schedule performance for all engineering activity within a IPT.

Serves as the primary customer technical interface for the respective IPT product.

Applies risk and opportunity management throughout the product life cycle. Serves as IPT Control Account Manager (CAM). Identifies and establishes any corrective actions necessary to ensure IPT

objectives are achieved. Technical process discipline within the IPT. Coordinates IPT staffing requirements with the Chief Technology Officer. Supports the metrics coordinator(s) in the collection and reporting of metrics as

they pertain to IPT activity. Also responsible understanding the metrics data and for making prudent technical management decisions based on the data.

IPT Member Fully understand the scope and impact of technical, cost, and schedule issues

confronting the team, so that they can communicate, to the other team members, the impact those issues have with respect to their particular area of expertise.




Hardware Engineering IPT Roles & Responsibilities

Responsibilities of IPT: Direct implementation of allocated hardware requirements Integration of mechanical and electrical design elements Participate in program and technical reviews Manage hardware design including schedule and approvals Review and resolve program problem reports Support CAIV Activities as required




Hardware Engineering IPT

Hardware Engineering IPT Authority/Accountability Authority/Accountability

Cost, Schedule and Technical Performance authority and accountability is held by the Hardware Engineering Control Account Manager (CAM).

Hardware Engineering IPT Metrics IPT Metrics are such things as:

EV Cost & Schedule, IMS Critical Path, Stop light charts (Hardware/deliveries) Workload burn down for key functional areas as needed (Requirements, Software Development, etc.). Also, overall technical performance authority and accountability is held by the Integrated Management Team Control Account Manager (CAM).




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Provisioning Overview

Michelle L. Sullivan

QinetiQ NA

ILS Manager

JANUARY 2012




Topics

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What is Provisioning?

Where Provisioning Fits in ILS

The Provisioning Process

Provisioning Schedule

Provisioning Technical Data (PTD)

JPADS Path Forward




What is Provisioning?

• Provisioning is the process of identifying and obtaining the initial stock of spare parts required to support fielded equipment.

• Part of the provisioning process is to obtain National Stock Numbers (NSN’s) for spare parts. Having an NSN allows the field to purchase the items through the DoD Requisitioning System. Additionally, it allows the DoD item manager to properly forecast requirements for the items and ensure items are stocked.

• NSN assignment is accomplished by generating provisioning lists containing Provisioning Technical Data (PTD). This data identifies the parts of an item of equipment and their application within the overall system.

• QNA’s role is to provide provisioning technical data regarding the items so they may obtain a National Stock Number (NSN).

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http://dictionary.reference.com/help/luna/IPA_pron_key.html

http://dictionary.reference.com/help/luna/Spell_pron_key.html




The ILS Equation

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Integrated Logistics Support (ILS) is the process that facilitates the

development and integration of all of the logistics support elements to acquire, test, field, and support a

weapons system

10 ILS Elements

Design Influence

Technical Data

Maintenance Planning

Manpower and Personnel

Supply SupportTraining and Training Support

Computer Resources Support

Facilities

Packaging, Handling, Storage and Transportation

Maintain Operational Readiness at system

fielding and throughout the systems lifecycle

Provisioning is part of Supply Support




Integrated Logistics Support – Supply Support

Objective:

Identify, plan, resource and implement management actions to acquire and support the product required to sustain the operation and maintenance of the system to ensure the product is available when needed.

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Description:Consists of all management actions, procedures, and techniques necessary to determine requirements to acquire, catalog, receive, store, transfer, issue, and dispose of spares, repair parts, and supplies.

Process includes provisioning for initial support as well as acquiring, distributing, and replenishing inventories.

Having the right items, in the right place, at the right time




Provisioning Process

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Engineering Drawings

Maintenance Task Analysis (MTA) Data

Prepare Initial Provisioning List

Obtain Application Information

Research Parts Information

Prepare Detailed Provisioning List

Application Data

Cataloging Data

Review/Verify List (may require

rework)

Submit List for NSN Screening

Prepare Final Provisioning List

Submit Provisioning

Technical Data to Government

Helpful Definitions

Provisioning Parts List (PPL): The PPL is a complete listing of all the parts that make up an item of equipment. This list is prepared by the contractor (us!) and submitted to the Government at or before the provisioning conference (not to be confused with the Provisioning Guidance Conference). Provisioning Screening: Screening of provisioning lists to identify parts that have already been assigned NSN’s.

Provisioning Submittal: Provisioning Lists are submitted to the Government for review prior to each conference




Common Provisioning Schedule

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Submission of Post Conference List

Provisioning Conference

Submission of PTD

DLIS screening*

Long Lead Time Items Provisioning Conference

Provisioning Guidance Conference

Contract Award

*The Defense Logistics Information Service (DLIS) is responsible for screening provisioning lists for existing NSN’s




Provisioning Technical Data (PTD)

• PTD is any data submitted to the Government as part of the provisioning Process

• There are several different types of PTD. The data reflected in them is generally the same. The difference in the lists is the type of items for which they are prepared and the intended use of the lists.

• Per the contract, QNA will be submitting a Provisioning Parts List (PPL) for items associated with JPAD’s.

Provisioning Parts List (PPL): The PPL is a complete listing of all the parts that make up an item of equipment. This list is prepared by the contractor (us!) and submitted to the Government at or before the provisioning conference (not to be confused with the Provisioning Guidance Conference).

Additionally, some of our items will be considered Common Bulk Items (CBI’s) and will fall under a CBI list.

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Data elements on the PPL

• PPL be divided into two categories Cataloging Data: describes the part without regard to its usage (Ex. Item Name, NSN,

Unit of Issue, etc.) Application Data: data that relates to the specific application of the part being reported on

the provisioning list (Ex. Quantity per assembly, maintenance task distribution, etc). Application data can be different for each use of a part in a system and tell how a part is used.

• PPL is generating using engineering drawings as a basis for data.

• Some elements will be provided by the Government at the Provisioning Guidance Conference

• Data elements commonly required:

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• Provisioning List Item Sequence Number (PLISN)• Manufacturer’s Part Number• Commercial and Government Entity Code (CAGE)• Source, Maintenance, and Recovery Code (SMR)• National Stock Number (NSN)• Quantity per End Item (QPEI)• Recommended Quantity• Production Lead Time (PLT)• Unit of Issue (UI)• Item Name




PTD 80 Card Column Format

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Sample 80CC Provisioning Parts List

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ABF888A0001XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX- - - - - - - - ABF888A0001 3023312345- 65 XXXXXXXXXXXXXXXXXX2X RADAR SYSTEM - XXA ABF888A0001- - - - XXXXXXXXXXXXXXXXX- - - - - - - - - - - - XXXXXXXXXXXX- - - - - XXXXXXXXXXXXXXXXXXB ABF888A0001- XXXXX- XXXXXXXXXXXXXXXXXXXX- - - - - - - - - - - - - - - XXXXXXXXXXXXXXXXXXXXXXXXXXC ABF888A0001- XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX- - - - - - - - - - - - - - - - - - - - XXD ABF888A0001- XXXXXXXXXXXXXX- - - - - - - - - - - - - - - XXX- - - - - - - - - - - - - - - - - - - - - - - - - - - XX- - - - XXE ABF888A0001- - - - - - - - - - - - - - - - XXXXXXXXXXXXXXXXXXXXXX- - XXXXX- XXXXXXXXXXXX- - - - - - - - XXF ABF888A0001- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - XXG ABF888A0001- - - - - - - - - - - - - - - - - - - - - XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX- - XXXXXXXXXXXXH ABF888A0001- - - - - - - - - - - - - - - - - - XXXXXXXXXXX- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - XXJ ABF888A0001- - - - - - - - - - - - - - - XX- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - XXL




Path Forward

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Near Term:• Provisioning Guidance Conference (to be scheduled in January 2012)• Development and Review of Engineering Drawings• Development of Data Entry Forms• Provisioning Parts Lists Data Research• Training of personnel on Data Entry• Data Entry

Long Term:• Data QA for content and formatting• Data Submittal (Initial)• Review and Revision of Data (from initial submittal)• Data Submittal (Final)




Program ScheduleID Task Name Start Duration Finish

0 PADs Provisioning Tue 12/27/11 199 d Thu 10/4/121 Program Milestones Tue 12/27/11 169 d Wed 8/22/12

2 Contract Award Tue 12/27/11 0 d Tue 12/27/11

3 Contract Ki ckoff Tue 1/3/12 0 d Tue 1/3/12

4 CDRL A017 – Logisti cs Management Information (LMI) Data Products(S) Wed 8/22/12 0 d Wed 8/22/12

5 CDRL A018 – Supplemental Data for Provi sioning (SDFP) Wed 7/18/12 0 d Wed 7/18/12

6 CDRL A019 – Logisti cs Management Information (LMI) Summari es Thu 7/19/12 0 d Thu 7/19/12

7 Billing Milestones Wed 1/18/12 153 d Wed 8/22/12

8 Guidance Conference Wed 1/18/12 0 d Wed 1/18/12

9 Submissi on of Stock Listing Data Tue 3/6/12 0 d Tue 3/6/12

10 Submissi on of PTD (A017) Wed 8/22/12 0 d Wed 8/22/12

11 Provi sioning Conference Wed 3/21/12 0 d Wed 3/21/12

12 Submissi on of SDFP/LMI (A018, A019) Thu 7/19/12 0 d Thu 7/19/12

13 Spares Conference Fri 7/6/12 0 d Fri 7/6/12

14 Program Management Tue 12/27/11 169 d Wed 8/22/12

15 Program Manager Tue 12/27/11 169 d Wed 8/22/12

16 Confi gurati on Manager Tue 12/27/11 169 d Wed 8/22/12

17 Conferences Wed 1/18/12 121 d Fri 7/6/12

18 Depot Provisi oning Conference Wed 1/18/12 1 d Wed 1/18/12

19 Spares Provisioning Conference Wed 3/21/12 1 d Wed 3/21/12

20 Extra Provisioning Conference (Cost Risk Miti gati on) Fri 7/6/12 1 d Fri 7/6/12

21 Pre-Prov isioning Data Wed 1/4/12 130 d Thu 7/5/12

22 Document Tree Wed 1/4/12 130 d Thu 7/5/12

23 Develop Ini tial Document Tree Wed 1/4/12 10 d Tue 1/17/12

24 Research Exi sti ng National Stock Listings Wed 1/18/12 10 d Tue 1/31/12

25 Research QNA parts for National Stock Li sti ng Wed 2/1/12 20 d Tue 2/28/12

26 Input Data D220 Format Wed 2/29/12 5 d Tue 3/6/12

27 Submit DLA Tue 3/6/12 0 d Tue 3/6/12

28 Receive from DLA Wed 6/27/12 0 d Wed 6/27/12

29 Update Document Tree Thu 6/28/12 5 d Thu 7/5/12

30 Mechanical Drawings Wed 1/4/12 45 d Tue 3/6/12

31 MBTF Analysis Wed 1/4/12 40 d Tue 2/28/12

32 MBTF Anal ysis - QNA Circuit Cards Wed 1/4/12 40 d Tue 2/28/12

33 MBTF Anal ysis - Manufactured Parts Wed 1/4/12 40 d Tue 2/28/12

34 Card Data Entry & Research Thu 6/21/12 37 d Mon 8/13/12

39 Design Change Notices Wed 1/4/12 100 d Tue 5/22/12

41 Long Lead Item List Wed 1/4/12 10 d Tue 1/17/12

43 Data Delivery Tue 8/14/12 7 d Wed 8/22/12

46 Data Rev ision Thu 8/23/12 30 d Thu 10/4/12

48 Supplemental Data for Prov isioning (DSFP) Fri 7/6/12 9 d Wed 7/18/12

53 Logistics Management Information Summaries Fri 7/6/12 10 d Thu 7/19/12

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecQtr 1, 2012 Qtr 2, 2012 Qtr 3, 2012 Qtr 4, 2012 Qtr 1, 2013




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