USAF ILA Handbook - ACC Practice Center - Defense Acquisition ...

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Capabilities Documents (ICD, CDD, , CPD, AS, PA) Review warfighter capability requirements Are capability requirements understood Assess the PM’s approach to TLCSM through review of the LCMP Is the PMs life-cycle support strategy understood Review product support and sustainment planning to ensure capability requirements are translated into logistics requirements Is product support and sustainment planning understood Review funding strategy to ensure product support and sustainment requirements are identified Review the contract for the inclusion and adequacy of supportability requirements Determine if product support and sustainment requirements are identified/budgeted Determine if supportability requirements are included within the contract Review product support elements of the Integrated Master Plan/Schedule Review supporting documentation for each sustainment element Can capability requirements be met from a supportability perspective Identify and document any logistics risk areas Assign ratings to sustainment elements and overall program 5. Management of the Assessment. Figure 4-1. General Assessment Process This section provides guidance for organizing, planning, conducting, documenting and reporting of an ILA. 5.1. Team Membership and Responsibilities. The PEO, PM, Product Center/ALC Commander with the support of the Center’s Acquisition Center of Excellence (ACE) must designate a qualified team leader and provide resources to establish an assessment team. The team leader is responsible for selecting qualified team members also with the support of the Center ACE. Qualifications for team leaders and members are as follows: • Background/Experience: Team leaders must be Government employees who possess the necessary skills, knowledge, and experience to conduct an ILA. Logistics Managers, PM’s, and Systems Engineers may all be qualified to be team leaders depending on their background/experience. It is preferable that a team leader candidate have participated in at least one ILA. Team members can be Version 1: January 2006 8 Air Force Independent Logistics Assessment Handbook
drawn from any area of competency, but consideration should be given to prior experience in logistics. • Independence: To avoid a conflict of interest, team leaders and members must be independent of the program. Independence is defined as an individual who is not actively involved in the design, test, production, or logistics planning of the program, either from the Systems Wing, Squadron, or Group Program Office (PO), supporting field activity or a member of the contractor activity. Independent contracting firms may participate as team members. • Warfighter representation: As the users/maintainers of the system being reviewed, warfighter representatives are critical to the success of an ILA and must be invited to participate. Warfighter representatives need to be experienced personnel from their respective career fields and meet the background or experience and independence requirements stated above. Selection and scheduling of warfighter representation should be done through the appropriate lead command. 5.1.1. Team Leader Responsibilities. The team leader is responsible for the following actions: • Define the scope of the assessment in coordination with the PO • Identify stakeholders • Coordinate security requirements • Approve team members recommended by the Center ACE • Ensure each checklist is assigned to a team member • Ensure documentation provided is appropriate for the assessment phase • Establish a plan of action and milestones (POA&M) for conducting the ILA • Prepare and deliver an in-brief, periodic progress reports, and a final out-brief to the PM and designated PO representatives • Interface with the PO and the team members • Prepare and issue a final report 5.2. Scheduling and Notification of ILAs. ILAs should be scheduled and completed prior to acquisition milestones B and C as well as the FRP decision point. Scheduling must allow time to complete the ILA and issue the report to stakeholders in sufficient time before the major decision to effect needed changes. 5.2.1. Formal correspondence announcing the ILA should include the dates of the ILA, the scope, the team leader and members, the meeting site, the schedule, the agenda, security and point of contact information. The correspondence should be distributed to the participants and stakeholders at least four weeks before the ILA. Further guidance regarding scheduling and notification procedures will be addressed in the implementing instruction. 5.3. Documentation Request. All team members should be aware of applicable policy directives as part of the Version 1: January 2006 9 Air Force Independent Logistics Assessment Handbook
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D-7. Manpower Manpower factors are
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D-8. Personnel Personnel factors ar
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D-9. Maintenance Acquiring and sust
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D-9. Maintenance (continued) Milest
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D-10. Supportability Supportability
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D-12. Data Management Data Manageme
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D-13. Supply (continued) Evaluation
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D-16. Training (continued) Evaluati
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implications of the logistics suppo
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E-1. Pre-IOC and FOC (continued)
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F. Evaluation Criteria for Performa
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F-1. PBL Product Support Strategy (
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Figure G-1. Linkage Between System
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G.6 Review the Contract. The solici
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H. ILA Meetings and Presentations H
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ecommended certification rating. Th
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CR—Component Reliability CSI—Cr
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MOA—Memorandum of Agreement MOU
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XML—eXtensible Markup Language Ve
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