Small Business Strategy Dod – Each page on this track presents a wealth of accumulated knowledge from architecture policies, guides, templates, training, reports, websites, case studies, and other resources. It also provides a framework for operational and DoD experts to contribute to a common knowledge base. This site collects official DoD policies, guidelines, references, and more.
Reference Source: DODI 5000.85 Appendix 3C.3.a. Prospective acquisition strategy The CEO will develop and implement an agreed acquisition strategy. This document is the PM plan for the implementation of the program over the entire life of the program. The construction strategy is a comprehensive, integrated plan that defines the construction method and key framework assumptions and describes the business, technical, product support, security and support mechanisms that the Prime Minister intends to use to manage program risks and achieve program goals. The strategy changes over time and should reflect the current status and desired goals of the program. The strategy should address system performance capability requirements that may evolve over the life cycle due to evolving technologies, threats, or interoperability needs or to reduce costs or program schedules to mitigate and enable technology upgrades. The acquisition strategy defines the relationship between acquisition levels and work effort, and key program events such as decision points and reviews. The policy must reflect the Prime Minister’s understanding of the business environment; technical advantages; small business strategy; costs, risks and risk mitigation approaches; environmental, occupational health and safety (ESOH) risk management approach and requirements; contract allocations; incentive structure; testing activities; manufacturing process and risk and quality; product lot or delivery quantity; operational objectives; opportunities in domestic and international markets; foreign disclosure, export, technology transfer and security requirements; and the plan to support the successful delivery of capabilities at an affordable life-cycle cost, on a reasonable schedule. Purchase plans are the basic plans for the implementation of the plan and should be prepared and submitted in time for approval to support more detailed planning and preparation of the bid offer. The building policy is an approved plan; it is not a contract. Minor changes to the structure stated in the implementation plan are expected due to changed circumstances or increased knowledge and do not require the prior approval of LÍ. Major changes, such as contracting or basic program structure, require MDA’s approval before implementation. All changes must be noted and reflected in an update at the next destination or milestone in the plan. Planning A rapid, iterative approach to capability development reduces costs, avoids technological obsolescence, and reduces acquisition risk. In line with that intent, acquisitions will rely on mature, proven technology and early adopter engagement. Design will leverage commercial solutions and non-traditional suppliers and expand the role of warfighters and security, counter-intelligence and intelligence analysis throughout the construction process. Construction programs will be designed to facilitate capacity building using open system architecture and common, open, consensus-based standards. Open system design supports maintainability and rapid integration of new or upgraded subsystems into the platform. To facilitate a flexible and fast construction process, MDAs, Program Managers (PMs) and other relevant authorities will implement specific processes described in [Flexible Implementation]. Flexible implementation MDAs organize program plans and overviews, content levels, timing and scope of decision reviews, and decision levels based on deliverable information, including complexity, risk, security, and urgency to meet defined capability requirements. Trustees will “tailor” the management information used to describe their plan at the start of the MDD or plan. In this context, “tailoring” means that the Prime Minister specifies and recommends for MDA approval, the management information that will be used to document program plans and how that information will be formatted and made available for review by the adjudicating authority. The Prime Minister’s recommendation will be reviewed by the MDA and the decision will be recorded in the ADM. MDAs will resolve issues related to the implementation of this approach and coordinate, when necessary, with other regulatory approvals to facilitate its implementation. Statutory requirements will not be waived unless permitted by applicable law. Technologies that have been successfully tested in an operational environment through Rapid Prototyping procedures in the Mid-Level Acquisition track, or other prototyping authorities, may be transferred to major capacity building programs at decision points proposed by the Prime Minister and approved by the MDA. The technology can provide the technical foundation for a formal acquisition plan, the incremental development of program capabilities to support agreed requirements, or support the development and deployment of more effective program components. Similarly, products and technologies that have been successfully tested using Rapid Fielding procedures under the Mid-Level Acquisition track can form the basis of a program developed using the procedures in this issue. Mid-level program managers will identify and develop the legal and regulatory information needed to facilitate an effective transition. DoDI 5000.80 provides additional guidance for mid-level acquisitions. The Defense Acquisition Guide (DAG), available online at https://www.dau.edu/tools/dag, provides construction personnel with optional good practices that should be tailored to the needs of each program. DAG is intended to inform thoughtful programming and facilitate efficient program management. The Product Support and Support Design PM, supported by the PS Manager (PSM), includes PS design and support, testing, evaluation, and quality audits in the procurement and master plan/program. The PM uses PS analyzes (eg, failure modes, effect analysis and analysis; repair rate, repair source; maintenance work, availability) to determine product data agreement and technical requirements, diagnostic migration support, and maintenance concept (organic). , developer or combination). The procurement strategy is based on contract document requirements lists and should motivate the PS supplier by scheduling incremental quality audits of vendor/OEM deliverables against quality contracts, Defense Development Regulations (DFARS), and government requirements. The acquisition strategy and PSS should include a transition plan from interim contractor support to organic support, contractor procurement, or a combination of both. Based on the results of the Product Support Business Case Analysis (PS BCA), the procurement strategy should clearly document maintenance and operational cost risk management, and the cost to mitigate risk, thus providing transparency and traceability of costs throughout the life cycle. Business strategy The business strategy outlined in the acquisition strategy should be designed to manage the risks associated with the resulting product. Risk should be shared fairly between business and government. The approach will be based on a thorough understanding of the risks associated with the product to be received (including security, FOCI, construction supply chain risks and business base concerns) and the measures that should be taken to mitigate and manage those risks. The business approach should be based on a market analysis that considers market opportunities and constraints. The contracting and incentive structure should be tailored to the program and designed to incentivize companies to perform in a way that rewards achievement of the government’s goals. The incentives of any contracting policy should be important enough to encourage desirable contracting behaviors and outcomes that the government values, while being highly achievable. When the risk is sufficiently mitigated, PMs will consider using fixed-price contracts when the use of such contracts is cost-effective. Competition The conference will discuss how program management creates and maintains a competitive environment, from program inception to maintenance. Program management should use both direct competition at various levels and indirect methods to create a competitive environment conducive to better performance and cost control. Decisions made in the early stages of the acquisition process can improve or reduce a program’s management ability to maintain a competitive environment throughout the program’s life cycle. Strategies to consider include: competitive prototyping, dual discovery, and a modular open system approach that enables competition for innovation, access to complete technology data sets, and competition at the subsystem level. This also includes giving opportunities to small businesses and organizations that work with people with disabilities. Modular Open Systems Approach (MOSA) Pursuant to Section 2446a of Title 10, USC, PMs are responsible for evaluating and implementing MOSA to the extent feasible and practical. This approach integrates technical requirements with contractual channels and legal considerations to support faster development of capabilities and technologies throughout the product lifecycle using a building block system, connecting to a widely supported and consensus-based standards-compliant system, if any. availability and suitability and acceptable business practices. In general, a system acquisition strategy should specify where, why, and how MOSA will be used in the application. To enable incremental development, and to enhance competition, innovation and interoperability, MDAPs receiving Milestone A or B approval after January 1, 2019 must be designed and developed by MOSA at the highest possible level. For an MDAP using MOSA, the acquisition policy must clearly describe: How MOSA will be used,
