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future budget outlook for Naval Aviation. This review, generally referred to as CONOPS (Concept of Operations) and presented at the Commander's Conference of October 1993, concentrated on how we could better operate our business and how a potential restructuring could accommodate and build upon the BRAC consolidation challenges. The results and recommendations of the Reengineering Study Team's review were incorporated into the Commander's TEAM "Transition Plan" of 31 January 1994. Additional guidance has since been provided by recent updates to the IPT Manual of December 1996, and the TEAM Transition Plan of February 1996. The two major thrusts of our CAO/IPT concept of operations focus on how the TEAM effectively concentrates resources on the needs of our customers and how the TEAM organizes to preserve and regenerate resources to meet the future needs of Naval Aviation. The TEAM has developed IPTs, fully empowered, under PMA leadership, to manage their assigned program responsibilities and resources from concept to disposal, (i.e., product focused life cycle management) and a CAO to develop and sustain TEAM resources in support of IPTs and other needs. a. Teams. The heart of our CAO/IPT concept of operations is the operation of IPTs under the direction of PMAs. Our program managers, in their efforts to develop and deliver products, services, and support to our customers, now have control over their technical and supporting personnel at every site. These IPTs, with responsibility spanning the complete program life-cycle, provide a responsive, single face to the customer, improving our ability to control performance, cost and schedule. Similar benefits have accrued with formation of Externally Directed Teams (EDTs), Enterprise Teams (ETs) and Product Support Teams (PSTs). EDTs are those teams formed to manage support of programs provided to customers external to the TEAM, i.e., teams supporting non-Naval Aviation customers, including other services. ETs support multiple customers and are formed to manage functions essential for the development, operation and maintenance of the TEAM to ensure mission success. PSTs represents direct project-related work that is not easily identified by individual customers but involves hands-on efforts to deliver TEAM products and efforts from individuals who support many customers b. CAO. The CAO links people with like capabilities across all NAVAIR sites into competencies. The eight TEAM competencies, hereafter referred to as "competencies" are: Program Management (1.0), Contracts (2.0), Logistics (3.0), Research and Engineering (4.0), Test and Evaluation (5.0), Industrial (6.0), Corporate Operations (7.0), and Shore Station Management (8.0). These Competencies provide both organization-wide pools of talent and the leadership to unite people who are doing similar work by common processes, and to train and develop these people to proficiency. Instead of only thinking of a specific site's personnel and capital resources to solve a problem, the TEAM is able to use its total strength. The central functions of the CAO are to develop and nurture processes, prepare and train people, and provide facilities to support the success of IPTs, EDTs and ETs aimed at satisfying customer demand. ACQUISITION PROCEDURES: The charters for the PEOs and DRPMs provide that where possible, NAVAIR instructions implementing DoD/DoN acquisition policy will be adhered to in the conduct of acquisition operations. This ensures consistency and uniformity of acquisition and support across naval aviation weapon systems/equipment under PEO, DRPM, and NAVAIR responsibility. This Acquisition Guide provides an overview of many of those critical acquisition processes. However, it should be understood that PEO/DRPMs also have the authority to deviate from such instructions in the exercise of sound business and technical judgment. 4
NA VAL A VIATION SYSTEMS T E Ao M NAVAL AVIATION ACQUISITION PROGRAM ALIGNMENT 8/25/97 7.1.2 CJB ASN(RD&A) ASSISTANT SECRETARY OF THE NAVY (RESEARCH, DEVELOPMENT & ACQUISITION) CNO CHIEF OF NAVAL OPERATIONS PEO(JSF) JOINT STRIKE FIGHTER PEO(A) AIR ASW, ASSAULT, & SPECIAL MISSION PROGRAMS PEO(CU) CRUISE MISSILES PROJECT & UAV JOINT PROJECT PEO(T) TACTICAL AIRCRAFT PROGRAMS COMMANDER, NAVAL AIR SYSTEMS COMMAND AIR-1.0 • JOINT STRIKE FIGHTER • MARITIME SURVEILLANCE ACFT (S-3 / P-3) • AIR ASW SYS • MULTI- MISSION HELO ( H-60 / H-2) ASW • ABN STRATEGIC COMM (E-6) • T-45TS / JPATS SPECIAL • EP-3 / ES-3 MISSION • H-53 & EXEC TRNSPT HELO • UH-1 (HUEY) • AH-1 (COBRA) • AV-8 (HARRIER) ASSAULT • V-22 (OSPREY) • STANDOFF MISSILES – SLAM – SLAM ER – HARPOON – PENGUIN • TOMAHAWK ALL-UP- ROUND (AUR) • TOMAHAWK BASELINE IMPROVEMENT • CRUISE MISSILE CMD & CONTROL SYSTEMS • CRUISE MISSILE WEAPONS SYSTEMS • AERIAL TARGETS & DECOYS • UNMANNED AERIAL VEHICLES • CONVENTIONAL STRIKE WPNS • E-2 / C-2 • TAMPS • A-6 / EA-6B • F-14 (TOMCAT) • DEFENSE SUPPRESSION SYS • AIR-TO-AIR MISSILES • F/A-18 (HORNET) • AMRAAM • ADVANCED TACTICAL AIR PROTECTION SYS • SPECIAL MISSION & SUPPORT AIRCRAFT • AIRCREW SYSTEMS • AVIATION TRAINING SYSTEMS • AIR COMBAT ELECTRONICS • AIR TRAFFIC CONTROL/ LANDING SYSTEMS FLEET SUPPORT PROGRAM MANAGEMENT COORDINATION ON REQUIREMENTS AND RESOURCES • TACTICAL TRAINING RANGES • AIRCRAFT LAUNCH & RECOVERY EQUIPMENT • NAVIGATION SYSTEMS • AVIATION SUPPORT EQUIPMENT 00_CNO_ 29MAY97.ppt 72 SLIDE UPDATE: 28 MAY 97 5
Page 1 and 2: AIR-1.1C Thirteenth Edition 4 Decem
Page 3 and 4: TABLE OF CONTENTS Page No. I. INTRO
Page 5 and 6: CHAPTER I: INTRODUCTION & OBJECTIVE
Page 7: CHAPTER II: NAVAL AVIATION ACQUISIT
Page 11 and 12: POC: Tom Dewland, AIR-1.1B, room 35
Page 13 and 14: Program Initiation Documentation: A
Page 15 and 16: Purpose: The DoN's objective is to
Page 18 and 19: Source Documentation: NAVAIR Chart
Page 20 and 21: CHAPTER VI: MILESTONE REVIEW/APPROV
Page 22: CHAPTER VI: MILESTONE REVIEW/APPROV
Page 25 and 26: ACQUISITION PHASES AND MILESTONES P
Page 27 and 28: CHAPTER VII: PROGRAM AUTHORIZATION
Page 29: CHAPTER VII: PROGRAM AUTHORIZATION
Page 32 and 33: For R&D programs, outlining what yo
Page 34 and 35: TYPES OF PROCUREMENT DOCUMENTS - Ta
Page 36 and 37: CHAPTER VIII: KEY TOPICS PART B: PR
Page 38 and 39: PROCUREMENT CATEGORY CODING DETAIL
Page 40 and 41: Post-Negotiation Post-Negotiation C
Page 42 and 43: f. At the request of OSD or the MDA
Page 44 and 45: CHAPTER IX: MANAGING PROGRAM MODIFI
Page 47 and 48: CHAPTER X: CONFIGURATION MANAGEMENT
Page 49 and 50: CHAPTER X: CONFIGURATION MANAGEMENT
Page 51 and 52: CHAPTER XI: KEY TOPICS PART A: PROG
Page 53 and 54: CHAPTER XI: KEY TOPICS PART B: COMP
Page 55 and 56: CHAPTER XI: KEY TOPICS PART C: ADVI
Page 57 and 58: CHAPTER XI: KEY TOPICS PART D: WARR
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CHAPTER XI KEY TOPICS PART F: PAST
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Preceding Process • Establish & M
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CHAPTER XI: KEY TOPICS PART I: INTE
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CHAPTER XI: KEY TOPICS PART J: VALU
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CHAPTER XI: KEY TOPICS PART L: INTE
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CHAPTER XI: KEY TOPICS PART M: STAT
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CHAPTER XI: KEY TOPICS PART N: ACQU
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CHAPTER XI: KEY TOPICS PART O: MAST
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Lessons Learned: 1) Too Little Too
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3. Contractor and Government negoti
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♦ All team players available when
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Advantages • (Contractorís name)
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CHAPTER XII: RECENT ACQUISITION REF
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attention is required setting up th
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REFERENCES AND POINTS OF CONTACT Pr
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Competition NAVAIRINST 4200.5C D. M
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GLOSSARY OF ABBREVIATIONS AND ACRON
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LSA M&S MAPP MDA ME MESMS MGFEL MIL
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WSE WSPD SPAWAR Warfare Systems Eng
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