PMA209 2012 Core Avionics Master Plan - NAVAIR - U.S. Navy

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Core Avionics Master PlanC. Acquisition. Acquisition management is performed by the “Provider” element ofthe NAE triad. NAVAIRSYSCOM develops, delivers and sustains system solutions forthe Fleet users. DoD Transformation has driven significant revision of the DoD andSecretary of the Navy (SECNAV) 5000 series acquisition instructions. Policies anddirection now more directly align with JCIDS processes to focus on support for theCOCOMs. DoDI 5000.02 also presents a framework for Evolutionary Acquisition, whichis described as the preferred strategy for rapid acquisition of mature technology for theuser. PMs have ultimate responsibility for cradle to grave management of their weaponssystems. Recommended practices presented in CAMP 2012 are built upon existingacquisition policies that support defined NAE objectives.Defense Acquisition Management System, Dec 2008.The following acquisition guidance covers processes and practices that supportCAMP 2012 and Naval Aviation leadership objectives.SECNAVINST 5000.2E (para. 2.4.6.5. Standardization and Commonality) states:“Common systems can provide efficiencies that include inherently greaterinteroperability, lower total ownership costs, improved human performance, consistentand integrated roadmaps for system evolution, and planned dual-use functions.Acquisition strategies shall identify common systems integrated into the acquisitionprogram.”SECNAVINST 5000.2E (para. 5.4.1 Weapon System Analysis of Alternatives)states: “The cognizant program executive officer (PEO), SYSCOM commander anddirect reporting program manager (DRPM), or ASN(RD&A), and Chief of NavalOperations (CNO) and Commandant of the Marine Corps (CMC), but not the PM, shallhave overall responsibility for the AoA which shall be conducted per the guidanceprovided in reference (a). The CNO and CMC, or designee, as supported by theanalysis director, shall propose the AoA study guidance for pre-ACAT IC, IAC, II, III, IVprograms and an AoA study plan for all pre-ACAT programs in coordination with an AoAintegrated product team (IPT), under the overall guidance of the AcquisitionCoordination Team (ACT) where established. Common systems shall be included asone of the alternatives when one may provide the needed capability.”Core Section CAMP 2012 8
Core Avionics Master PlanSECNAVISNT 5000.2E (para. 6.1.9.2. Standardization and Commonality) states:“PMs shall seek and employ DON Enterprise-wide commonality to reduce theproliferation of non-standard parts, material and equipment within and across systemdesigns. The process shall include the periodic evaluation of different items havingsimilar capabilities, characteristics, and functions used in existing type, model, seriesand class designs to reduce the number of distinct items.”ASN RDA Memorandum (23Dec04. Horizontal Systems Engineering) states:“Cross-platform commonality is difficult to reconcile with requirements and schedules inour normal vertical management of acquisition programs. It becomes furthercomplicated when we delegate decisions on modularity and families of systems to primecontractors, who will understandably optimize for their particular business models ratherthan ours.” This memorandum established Executive Committees to “makerecommendations and action assignments to develop architectures, roadmaps andimplementation plans to increase commonality” and to “seek opportunities forEnterprise-wide commonality in hardware and software modules.”Leaders are encouraged to apply the following recommended practices topromote efficient acquisition and fielding of core avionics-enabled capabilities.1. Prominently factor commonality, standardization, interoperability,supportability and affordability during development of new capability solutions orenhancements. Component commonality can enable the following benefits:Avoidance of duplicative research and development investmentsAvoidance of duplicative sustainment management and upgrade effortsReduced acquisition staffingEconomy of scale in procurementIncreased competition by Industry interest (larger contracts)Fewer logistics tails and reduced logistics overheadReduced spares requirements and smaller inventory footprintsIncreased applicability of upgrades and enhancementsIncreased interoperabilityProgram management and operational employment successes achieved with theARC-210 radio and other common system solutions can be emulated across other coreproducts. In early phases of system design or modification efforts, PMs should assesspotential benefits and risks of developing a new system against tailored application of aknown solution. Unique solutions may appear more attractive in the near term becausethey usually have fewer dependencies and allow more direct control of resources.However, unique solutions can also present significant modernization and sustainmentchallenges over the remaining life cycle when they have to be independently funded.There are compelling cases when a unique solution is appropriate. Justifications fordecisions to proceed with unique solutions should be formally recorded for MilestoneDecision Authority (MDA) approval in Acquisition Strategy (AS) and Acquisition ProgramBaseline (APB) documents.Core Section CAMP 2012 9
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PMA209 2012 Core Avionics Master Plan - NAVAIR - U.S. Navy

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