Staffing/coordination of the acquisition strategy report (ASR).
A primary goal of the acquisition strategy is to minimize the time and cost it takes, consistent with common sense and sound business practices, to satisfy identified, validated needs, and to maximize affordability throughout a program's useful life cycle. Essential to the development of the acquisition strategy, is the need for the program manager to perform detailed market research.
Each program manager must develop and document his or her strategy to guide program execution from initiation through the re-procurement of systems, subsystems, components, spares, and services, beyond the initial production contract award into post-production support. The strategy must address the PM's total life-cycle management responsibility, ending in a consideration of the disposal/demilitarization of the system. Coordination must also occur within the Joint acquisition community when other Services and Joint programs may be affected.
The program manager documents his or her strategy in the Acquisition Strategy Report (ASR). Every program, regardless of its Acquisition Category (ACAT), must have an ASR. Prior to sending ASRs for approval by the program's Milestone Decision Authority (MDA), coordination should occur with the combat developer; training developer; facility developer; testers and independent evaluators; logisticians; life cycle software engineers; environmental, safety, and occupational health staff; human system integrators; joint coordination boards (for Joint programs); and other matrix support organizations.
When the program's MDA is the army acquisition executive (AAE), the defense acquisition executive (DAE) (ACAT ID programs), or the assistant secretary of defense (networks and information integration) (ASD(NII)) (ACAT IAD programs), the ASR will undergo Headquarters Department of the Army (HQDA) staffing. The AAE will provide Army approval prior to final DAE/ASD(NII) approval.
Typically conducted by the program's Department of the Army systems coordinator (DASC), HQDA staffing includes, but is not limited to:
* Office of the General Counsel
* Director of acquisition and industrial base policy (SAALPA)
* Director of procurement policy and support (SAAL-PP)
* Director of plans, programs and resources (SAAL-RI)
* Director of program assessment and analysis (SAALRI)
* Deputy assistant secretary of integrated logistics support (SAAL-ZL)
* Director of technology (SAAL-TT)
* Deputy chief of staff (DCS), G-1 manpower integration (MANPRINT) (DAPE-MR)
* DCS, G-2 (when critical program information has been identified)
* DCS, G-3 (DAMO-RQ)
* DCS, G-8 system support officer
* Chief integration officer (CIO) / DCS, G-6 (SAIS-IOQ)
Other agencies through which the DASC should consider staffing the ASR prior to AAE approval include:
* The program's training and doctrine command systems manager or combat developer
* Army Test and Evaluation Command
* Deputy under secretary of the Army (operations research)
* Assistant secretary of the Army (financial management and comptroller) (SAFM-BU)
* Deputy assistant secretary (cost and economics)
If you have never done this before, be advised: this is not a 24-hour-turnaround effort. You should plan on allowing at least two weeks and preferably 30 days for an office to do a legitimate review of your ASR. It is an important document. Better to get it right the first time!
(Leonard Woody/SAAL-PA/(703) email@example.com and Debra Dobbins/SAAL-PP/(703) firstname.lastname@example.org)
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|Title Annotation:||POLICY & LEGISLATION|
|Publication:||Defense AT & L|
|Date:||Sep 1, 2004|
|Previous Article:||Federal Acquisition Circular 2001-24 (June 18, 2004).|
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