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Defense Acquisition > Aquisition Test 4 > Flashcards

Aquisition Test 4 Flashcards

1
Q

What are 3 areas that Software is like and unlike Hardware?

A

Like:

  • Can be functionally decomposed
  • Traceable to system requirements
  • Has accountability by task
  • Progress can be monitored
  • Is bounded by operating principles & constraints

Unlike:

  • Lacks physical nature
  • Greater logical complexity
  • Tends to propagate change effects
  • Is data & logic
  • Limited standardized design methods, components, or structure
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2
Q

Give 3 examples of why DoD has difficulty managing Software development?

A
  • Dynamic & rapidly evolving
  • PMs/Decision makers are not S/W knowledgeable
  • Can’t compete with industry for S/W engineers
  • Inability to accurately convey requirements
  • Requirements creep
  • Software/Hardware development is uncoordinated
  • Poor/non-existent metrics
  • Inadequate testing programs
  • Underestimates schedule
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3
Q

DoD breaks S/W into what 2 broad categories?

A
  1. Weapon System Software
  2. Management Information System (MIS)
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4
Q

Characterize Embedded S/W.

A
  • An integral part of the system
  • Not directly accessible
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5
Q

Characterize C3.

A

Command, control & communications:

  • Communicates, assimilates, coordinates, analyzes and interprets data
  • Situational Assessment
  • Decision Making
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6
Q

Characterize Intelligence S/W.

A
  • Often combined with C3 (C3I)
  • Tactical & Strategic data and information
  • Facilitates surveillance, tracking & warning decision support
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7
Q

Characterize Other Non-Weapon System Software.

A
  • Mission Planning
  • Training
  • Simulation
  • Battle Management
  • Maintenance
  • Data Reduction
  • Scenario Analysis
  • Configuration Mgt
  • Logistics
  • Quality Assurance
  • Testing
  • Prognostics
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8
Q

What is an ASIC? When is it used? What is its principle drawback?

A

Application-Specific Integrated Circuit is a custom chip with embedded firmware.

  • Used when weight, speed, and space are critical
  • Drawback: It’s NOT electronically reprogrammable
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9
Q

What is DoD policy on programming languages?

A

ADA is now the only preferred language.

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10
Q

Give an example of a developmental situation in which it might be appropriate to use a non-preferred language.

A

Commercial off the shelf (COTS) doesn’t require ADA language.

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11
Q

What is the significance of the Clinger-Cohen Act?

A

It improves the way the Government acquires and manages IT.

  • Provides more structure & discipline
  • Implements best business practices
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12
Q

What management document is used by the PM to develop, field, and support software? What organizational entity is established to accomplish this? ID 3 of its functions.

A

Computer Resources Lifecycle Management Plan (CRLCMP) describes the development, acquisition, test, & support plans over the life cycle of computer resources.

-Computer Resources IPT (CRIPT) assesses:

-Compliance

  • IDs MCCR
  • Addresses S/W development tools, reusability, & interoperability
  • Evaluates use of standard hardware and languages
  • Defines software support concept & document it
  • Integrates S/W test activities with overall system testing
  • ID software risks by phase & mitigation activities
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13
Q

What is PDSS and why is it important?

A

Post Deployment Software Support includes S/W maintenance, redevelopment, and support activities that occur after deployment.

-Consists of 60-80% of a program’s S/W cost.

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14
Q

List 2 reasons why software complexity makes software development so difficult to manage.

A
  • Inspections/Testing consume 60-80% of the cost
  • S/W problems are incremental, but grow
  • Difficult to impossible to estimate unprecedented S/W effort
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15
Q

Give 3 considerations associated with estimating software effort.

A
  • S/W development is Event Driven
  • Optimistic initial estimates
  • Unrealistic timelines
  • No method for speeding up development process
  • Adding people late in process slows progress
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16
Q

List 2 primary reasons why S/W projects fail.

A
  • Inflexible acquisition schedules
  • Requirements are unclear, lack definition, creep
  • Tech Reviews not driven by S/W development
  • Poor metrics and documentation
  • Poor management of S/W effort
  • Managers don’t understand S/W development
  • Contractor personnel turnover
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17
Q

List 4 management considerations a S/W intensive program should take into account when managing S/W.

A
  1. Open System Approach
  2. COTS Preference
  3. Incremental Approach
  4. Re-Use Opportunities
  5. Programming Language Selection
  6. Contractor Seletion
  7. Independent Expert Review Team
  8. Spiral Development Process
  9. Software Security
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18
Q

List and describe the 4 phases of the S/W development process.

A
  1. Requirements Review: Match requirements with available resources & make tradeoffs as necessary. Deliverable: S/W requirements specification document
  2. Design Review: Build design that defines S/W structure & interfaces; build test plans. Deliverable: Completed test plans and S/W design document
  3. Coding: Write S/W coding, build matrix for testing, build test cases. Deliverable: Completed S/W code.
  4. Testing: System/Product integration testing. Deliverable: Defect anomally reports, customer satisfaction survey, deliverable product.
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19
Q

List and describe 3 management methodologies for S/W development & life cycle management. Which is the preferred methodology?

A
  1. Incremental: Series of releases with each increasing system functionality. Risk is spread over increments. Low to medium risk programs.
  2. Spiral: **Preferred Method** Risk reducing approach. Iterative & recursive S/W progresses through a 4 step process; produces initial operating capability; produces full operating capability; not conductive to Schedule Driven program; can produce initial operating capability rapidly.
  3. Waterfall: First formal S/W development framework; not suited to modern development techniques; each step is a prerequisite for following steps; integration problems surface too late in model; complete product not available until end
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20
Q

Which software SEP describes the software functional architecture & software interfaces?

A

Requirements Analysis:

  • S/W Functions & Performance: What it must do & how well; Interfaces & Interoperability
  • Performance Requirements: Response Time; Maintainability & Modularity; Open Architecture Requirements; Transportability
  • Constraints: Required Operating Systems; Data & S/W Rights, Legacy Systems
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21
Q

Which software SEP produces the SIs, SUs, and Programs?

A

Synthesis:

  • Defines S/W Architecture; Interfaces; and Operating Parameters.
  • Produces Software Items (SIs), Software Units (SUs) & Programs
  • Software Products: S/W Documentation, User Guides, Media
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22
Q

What is the output of the S/W SEP?

A

System/Subsystem Design Description (SSDD):

  • System-wide Design Decision
  • Architectural Design-Concept of Execution
  • Interface Design
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23
Q

What are 3 software metrics goals?

A
  1. Monitor requirements
  2. Predict development resources
  3. Track development progress
  4. Understand maintenance & supportability costs
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24
Q

Name and describe the 3 types of S/W metrics. What is the “4th category?”

A
  1. Management Metrics:
    - Indicators for progress against the plan
    - Impact of changes on product process drivers
    - Early problem detection
  2. Quality Metrics:
    - Product attributes that impact Performance & Supportability
    - Technical Measures: Reliabilty, Flexibilty, & Portability
  3. Process Metrics:
    - Measuring the Contractor’s S/W development capabilities

4th Category: PM “Common-Sense” Metrics

25
Q

What are 5 ground rules for the establishment of metrics?

A
  1. Must be understandable
  2. Must be economical
  3. Must be field tested
  4. Must be highly leveraged
  5. Must be timely
  6. Must incentivize process improvement
  7. Collected at the “right” time
  8. Usefule at multiple levels
26
Q

What are 3 cautions in the use of metrics?

A
  1. Metrics must be used as indicators, not absolutes
  2. Metrics only as good as data generated
  3. Must be understood
  4. Should not be used to judge contractor performance
  5. Metrics cannot identify, explain, or predicts every problem
  6. Avoid direct comparisions of programs
  7. Don’t use a single metric
27
Q

Name the S/W process model most commonly used in DoD Acquisitions. How many levels does the model have and what organization developed & maintains it?

A

SEI’s Software Capability Maturity Model (CMM) has 5 levels:

  1. Initial
  2. Repeatable
  3. Defined
  4. Managed
  5. Optimizing

Carnegie Mellon University

28
Q

What is earned value and one primary benefit?

A
  • A tool for integrating cost, schedule & performance management. Assesses how the project is progressing within the triple constraints.
  • An “Early Warning” of impending cost, schedule & performance issues.
  • Relates resource planning to schedules & technical performance requirements.
29
Q

How does WBS relate to Earned Value?

A
  • Work Breakdown Structure (WBS): provides “What” must be accomplished; and what “Work Packages” must produce
  • All Work Packages are then Scheduled: “When” work should start & finish
  • Work Package are assigned to a discrete “Control Account” that IDs “Who” is responsible for accomplishing the Work Package and “Cost” to perform scheduled work.
30
Q

What is the FUNDAMENTAL WBS element developed by the KTR, which lets both the Government & the KR both budget and monitor cost & schedule performance? Briefly describe how it does this.

A

Control Account: Contractor assigns each Work Package to a Control Account.

  • Provides “Who” is responsible for accomplishing the Work Package on the scheduled timeline.
  • IDs “Cost” to perform the scheduled work.
31
Q

Define the PMB.

A

Performance Measurement Baseline (PMB):

  • Work Packages are the building blocks
  • PMB is a roll-up of all Work Packages, creating a Time-Phased Budget Plan
  • PMB is stated in Dollars as it tracks the Budget Plan: How much ahead or behind schedule stated in Dollars.
32
Q

What are the 2 types of variances the EVM measures?

A
  1. Schedule Variance (SV): ID work performed to date - Budgeted Cost of Work Performed (BCWP)
    - Compare BCWP to BCWS
    - SV = BCWP - BCWS, negative value is Unfavorable
  2. Cost Variance (CV): Actual Cost of Work Performed (ACWP) is reported by Contractor using the Cost Performance Report
    - Compare ACWP to BCWP
    - CV = BCWP - ACWP, negative value is Unfavorable

-“Tail light” metrics

33
Q

What is ACWP?

A

Actual Cost of Work Performed

34
Q

What is BCWP?

A

Budgeted Cost of Work Performed

35
Q

What is BCWS?

A

Budgeted Cost of Work Scheduled

36
Q

What is BAC?

A

Budgeted Actual Cost

37
Q

What is EAC (LRE)?

A

Estimate at Completion (Latest Revised Estimate): a Program Impact Analysis

- EAC = BAC/CPI

  • SPI & CPI determine how efficient work is performed. “Head light metrics”
  • Schedule Performance Index (SPI): SPI = BCWP/BCWS
  • Cost Performance Index (CPI): CPI = BCWP/ACWP
38
Q

What is MR?

A

Management Reserve:“Flex” money used at PM’s discretion

39
Q

What is CV & SV (including formulas)?

A
  • Cost Variance: CV = BCWP - ACWP, neg. value is Unfavorable
  • Schedule Variance: SV = BCWP - BCWS, neg. value is Unfavorable
40
Q

What are the methods for measuring progress in EVM?

A

Progress Measurement varies based on how “credit” is applied for opening & completing a Work Package.

  1. % Complete: credit for % Work Package Complete
  2. 50/50: 50% credited for Opening & 50% for Closing a Work Package
  3. Level Loaded: Equal Amount Credited at Milestones
  4. Variant Loaded: Different Amount Credited at Milestones
  5. Apportioned: Credit based on Work Package Factor
41
Q

When a variance is observed & the root cause is identified, what must be considered in determining the impact to the EAC?

A
  • “One Time” event - Variance likely to remain constant
  • Product or Process “Factor” - Variance likely to increase
42
Q

Under what circumstance should EVM be employed by the PMO?

A

EVM should be used in all “Significant” Cost type contracts, and other contracts that require integrated Cost & Schedule monitoring.

-Non-Firm Fixed Price Contracts

43
Q

Given a scenario with BCWS, BCWP, ACWP, and BAC, determine the following: CV, SV, CPI, SPI, and EAC.

A

See in class example

44
Q

What is producibiltiy?

A

The relative ease of manufacturing an item or system, which is governed by the characteristics & features of a design.

  • A development priority
  • Responsibiltiy of the PM
45
Q

What is the relationship between producibility and the SEP?

A
  • Producibility challenges are identified early & resolved continuously through the iterative SEP problem solving process.
  • Included in the Risk Management Plan
46
Q

Name and describe reviews (besides PRR) that impact producibility.

A
  1. System Functional Review: Establishes System Functional Baseline, Evaluates System Design
  2. Preliminary Design Review: Est. System Allocated Baseline, Evaluates preliminary H/W & S/W design
  3. Functional Config Audit: Eval functional design & critical interfaces.
  4. Critical Design Review: Eval detailed design, determines readiness for H/W fabrication & S/W final build
  5. Physical Config Audit: Confirms design meets Product Baseline for all Config Items.
  6. PRODUCTION READINESS REVIEW: Assesses Risk for production
47
Q

What is the PRR and what does it do?

A

Production Readiness Review: Assesses Risk for production. IDs risk drivers that may negatively impact production.

48
Q

List 3 risk drivers in determining if a system is ready for production.

A
  • Design Instability
  • Unstable production rates & quantities
  • Over-emphasis on Schedule
  • Inadequate Configuration Management
  • Inattention to Environmental Impacts
  • Insufficient process verification
  • Materials not well defined or available
  • Changes in processes, materials, vendors
  • Unavailability of Special Tools
  • Special test equipment
49
Q

What are some metrics that can be used to track producibility risk drivers?

A

Hardware Indicators - Metrics:

  • Engineering Changes
  • Reliability Growth Patterns
  • Yield Rates for Manufacturing/Testing
  • Scrap & Rework levels
  • Level of Effort on Non-fonforming materials
  • Out-of-Station work performed

Software Indicators - Metrics:

  • Rate of Discovery of Errors
  • Rate of Requirements Changes
  • Rate of Revision Changes
  • Percent of Memory & Speed Capacity not committed
50
Q

What is the current DoD emphasis in Production Quality?

A

To reduce variability in the final product.

51
Q

What is the most prevalent Industry Standard Quality System endorsed by DoD?

A

ISO 9001-2000 or AS 9100:2001

Others:

  • Six Sigma
  • Boeing’s Advanced Quality System
52
Q

What is the concept of JIT and what does JIT strive to eliminate (5 areas)?

A

Just-in-Time: driven by actual demand. The goal is to produce or provide one part JIT for the next operation. Reduces stock inventories, but leaves no room for schedule error.

Strives to eliminate waste of:

  • Equipment
  • Material
  • Parts
  • Space
  • Workers Time
53
Q

What is the most critical Acquisition Logistics decision that a PM must make?

A

Maintenance Planning is the most critical.

Considerations:

  • What can go wrong; Who is fix; Where it can be fixed; How and When it will be fixed.
  • Levels of Maintenance: User; Organizational, Intermediate; or Depot Level

Ensure supportability implications are considered early & throughout the acquisition process.

54
Q

List and briefly describe the 10 Logistics Support Elements.

A
  1. Design Interface: Most critical logistics element; Design must consider all Support Elements; SEP merges Design & Logistics.
  2. Maintenance Planning: Over system’s life; Levels of Maintenance (user, organizational, intermediate, depot), Repair vs. Replace
  3. Manpower & Personnel: number & skills required to operate/maintain equipment/system
  4. Supply Support: ability to acquire, receive, store, issue, & dispose
  5. Training & Training Devices: Classroom, computer-aided, self-paced
  6. Technical Data: Tabular info; Tech drawings; Tech info on computers/CDs; Designers, Operators, Maintainers have diff needs
  7. Support Equipment: Mobile or at fixed facility, special or general tools required, calibration equipment, test equipment
  8. Computer Resources: Almost all modern systems contain H/W & S/W; must be timely & cost effective
  9. Facilities: Longest Lead-Time. Permanent vs. temporary
  10. Packaging, Handling, Storage, & Transportation: Containers; Preservation & Protection; Lift requirements; Transportability; Shelf-Life; Batters & electronic devices
55
Q

Give 3 examples of metrics that can be given to designers to ensure proper logistical supportability?

A
  • Reliability: Does what it’s supposed to, for as long as supposed to.
  • Availability: It’s there & working when needed
  • Maintainability: Quick & easy to fix when it breaks
56
Q

What are the PM’s financial responsibilties for repair parts during the system’s life cycle?

A

Initial provisioning & follow-on support (funded by O&M)

57
Q

Which of the Support Elements:

a) Has the longest lead-time?
b) Is the most critical?

A

a) Facilities has the longest lead time
b) Design Interface is the most critical Support Element

58
Q

Describe Performance-Based Logistics.

A
  • Places total system performance responsibility on the Contractor to determine spare parts, maintenance requirements, etc. System works = Contractor gets paid.
  • Preferred sustainment strategy for weapon systems
  • Purchase of support as an integrated, affordable performance-based package.

Defense Acquisition (4 decks)

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