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Exam 2 Flashcards

Exam 2 questions

1
Q

(3.6.1) What is the PMB?

A

Time-phased plan for accomplishing each piece of authorized work.

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2
Q

(3.6.1) What are the steps in developing the PMB?

A
  1. Define the scope of work
  2. Schedule the work
  3. Budget the work
    3a. Time-phase the budget
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3
Q

(3.6.1) What are 3 reasons for PMB changes?

A
  1. Formal contract change
  2. Internal re-planning
  3. Formal reprogramming (OTB)
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4
Q

(3.6.1) When is EVM required in DoD?

A
  • cost/incentive contracts >$20M, compliant system
  • cost/incentive contracts >$100M, DCMA validation required
  • optional for below ^ thresholds
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5
Q

(3.6.1) What is EVM?

A

A program management tool for integrating cost, sched, and technical parameters of a contract. Helps provide PM with progress information needed for decision-making and risk management.

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6
Q

(3.6.1) EVM is a recognized function of ______ _________ which applies throughout the _________ process.

A

EVM is a recognized function of PROGRAM MANAGEMENT which applies throughout the ACQUISITION process.

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7
Q

(3.6.1) What is a reason for a PMB change and a disadvantage of a PMB change?

A

Reason for: to keep a PMB as a useful management tool.

Disadvantage: PMB changes do not retain historical performance data and may signal added risk.

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8
Q

(3.6.1) With respect to PMB, what should management reserve be tied to?

A

Risk areas

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9
Q

(3.6.1) What is an IBR?

A

Joint assessment conducted by PM and contractor to verify realism and accuracy of PMB; ensuring it captures technical scope, schedule requirements, and is adequately resourced.
Done within 6 months of contract award.

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10
Q

(3.5.3) What is the purpose of Configuration Management?

A
  • Avoid Cost
  • Reduce Risk
  • Control Design Changes
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11
Q

(3.5.3) What are the four functions of Configuration Management (CM)?

A
  • Identification: ID functional and physical characteristics
  • Status Accounting: Recording and reporting all changes
  • Control: How information is archived, accessed, and documented throughout the life cycle
  • Verification and Audits: QA checks that the right product was built
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12
Q

(3.5.3) Designating items as Configuration Items (CI) requires more _____ and ______

A

Oversight and Control

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13
Q

(3.5.3) What are the 3 types of configuration baselines?

A
  • Functional
  • Allocated
  • Product
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14
Q

(3.5.3) What are the 3 types of changes during the CM process?

A
  • Engineering Change Proposal
  • Deviation
  • Waiver
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15
Q

(3.5.3) The current approved configuration is the ____ and ____

A

Approved Baseline and Approved Changes

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16
Q

(3.5.3) What are the roles and responsibilities for the Interface Control Working Group (ICWG)?

A
  • Identifying, documenting, and controlling all functional and physical characteristics of the interface.
  • To produce interface control documents.
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17
Q

(3.5.3) Changes to requirements, design, and production processes can have impacts across multiple levels of the system and have major negative implications to ______ and ______

A

Cost and Schedule

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18
Q

(3.5.3) What are the steps to an effective design review

A
  1. Plan
  2. Familiarize
  3. Individual Review
  4. Team Review
  5. Resolve
  6. Follow up
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19
Q

(3.5.3) What are the impacts to configuration management when commercial items are used?

A
  • Government does not control design details
  • Detailed technical data package may not be available
  • Requires careful definition of interfaces
  • Support strategies must address repairs and updates in commercial environment
  • Test strategies ensure performance not only at item level, but in integrated units
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20
Q

(3.5.1) What is verification?

A

“Did we build it right?”

Verification Provides evidence that the system or system element performs its intended functions and meets all performance requirements listed in the system performance specification and functional and allocated baselines; involves
developmental testing of the system.

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21
Q

(3.5.1) What is validation?

A

“Did we build the right thing?”

Validation Provides objective evidence that the capability provided by the system complies with stakeholder performance requirements in its intended environment; consists of evaluating operational effectiveness, operational suitability, sustainability and survivability.

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22
Q

(3.5.1) What are the key provisions of Department of Defense policy that relate to systems
engineering requirements in the DoD?

A

DoD 5000 mandates SE and an SE Plan (Plan approved by MDA) for all programs

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23
Q

(3.5.1) What characteristics are included in a good design?

A

Producibility, testability, affordability, Fully integrated software, tech transition, supportability, mission performance, cost efficiency

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24
Q

(3.5.1) What are the goals of the 7 areas of SE?

A
  1. Production, Quality & Manufacturing (PQM)
    – Ensure the producibility or relative ease of manufacturing an item or system
  2. Science and Technology (S&T)
    – Ensures system solution considers transition of new and emerging technologies
  3. Test and Evaluation (T&E)
    – Compares a system or components against requirements and specifications through testing –
    Verification & Validation
  4. Hardware/Software Engineering
    – Ensures systematic approach to the development, operation and maintenance of
    hardware/software
  5. Acquisition Logistics
    – Considers support strategy that can be cost‐effectively supported throughout a systems life cycle
  6. System Engineering
    – Technical design and management of a system that includes hardware, software and life‐cycle
    elements
    – Technical effort through which systems products and processes are simultaneously developed
    – Integrated Product and Process Development (IPPD) is the Management philosophy to achieve this
  7. Cybersecurity
    – Encompasses necessary actions taken to ensure the Confidentiality, Integrity, and Availability of
    system information to enable warfighting operations
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25
Q

(3.5.1) Which Systems Engineering areas apply to jobs performed by EDOs?

A

Acquisition Logistics (SEA 04)
Hardware/Software Eng (PMO, RMC)
System Engineering (SEA 05)
Cybersecurity (PMO, SEA 05, WFC)

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26
Q

(3.5.1) What are the key tenets of IPPD to planning and executing an acquisition program?

A

IPPD key tenets ensure program cost and performance objectives are met from product concept through production and field support. Schedule is indirectly
balanced as a result of good designed.

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27
Q

(3.5.1) What are the various technical activities that are undertaken while engineering a complex system?

A

Stakeholder Requirements Definition, Requirements Analysis, Architecture Design, Implementation, Verification, Validation, Transition

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28
Q

(3.5.1) What management processes are used to ensure that the technical activities lead to the desired outcomes?

A

Decision Analysis, Technical Planning, Technical Assessment, Requirements Mgmt , Risk Mgmt, Configuration Mgmt , Data Mgmt , Interface Mgmt

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29
Q

(3.5.1) What are the continuum of systems specifications and how do they relate
to the technical maturity of systems?

A

Specifications flow down from CDD all the way to item detail spec, get more detailed as they flow down and as program develops.

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30
Q

(3.5.1) What is the role of the Systems Engineering Process in the product life cycle to include balancing cost, schedule and performance?

A

Systems Engineering Process is an iterative process applied throughout the life cycle necessary to balance cost and performance.

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31
Q

(3.5.1) 11. What are the inputs and outputs of the Systems Engineering Process?

A 
Inputs
• Customer Needs/Objectives/Requirements
• Technology Base
• Output Requirements From Prior
Application of SE Process
• Program Decision Requirements
• Commercial Standards & Performance Specs
Outputs
• Decision Database
• WBS
• System/Config/Ops/Tech Architectures
• Program Baselines
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32
Q

(3.5.3) What is an Engineering Change?

A

Change to an original item of equipment. the design or engineering change being incorporated into the article to modify, add to, delete, or supersede original parts

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33
Q

(3.5.5) How does T&E support MDA risk management?

A

It provides critical data for decision-making.

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34
Q

(3.5.5) What does T&E verify and validate?

A

Verify design meets requirements and validates solution meets user’s needs

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35
Q

(3.5.3) What is an Engineering Change?

A

Change to an original item of equipment. the design or engineering change being incorporated into the article to modify, add to, delete, or supersede original parts

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36
Q

(3.5.5) What are the three types of T&E and responsible organizations?

A
  1. OT&E & LFT&E – OPTEVFOR
  2. DT&E – Government Program Office
  3. Interoperability – JITC
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37
Q

(3.5.5) What are the key T&E support organizations within the DoD?

A

DOT&E, JITC, OPNAV N091, SYSCOMs, OPTEVFOR

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38
Q

(3.5.5) What are Key OT&E activities coordinated with DOT&E?

A

approving test plans, overseeing OTAs, reports delivered for FRP decisions

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39
Q

(3.5.5) Why do independent agencies conduct OT&E ?

A

They provide unbiased test of effectiveness and suitability in operational environment

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40
Q

(3.5.5) What are the prime sources of testable parameters for OT&E?

A

CDD and/or CPD

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41
Q

(3.5.5) What do EOA and OA provide?

A

Early feedback from user

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42
Q

(3.5.5) What is the Purpose and objectives of LFT&E?

A

Lethality and vulnerability

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43
Q

(3.5.5) What is the role of M&S?

A

It support systems design, trade studies, financial analysis, sustainment, and performance assessments

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44
Q

(3.5.3) What is a deviation?

A

Prior to manufacture. A written authorization, granted to the manufacture of an item, to depart from a particular performance or design requirement of a specification, drawing, or other document for a specific number of units or a specified period of time

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45
Q

(3.5.3) What is a waiver?

A

During of after manufacture. A written authorization to accept a Configuration Item (CI) or other designated item, which, during production, or after having been submitted for inspection, is found to depart from specified requirements, but nevertheless is considered suitable “as is” or after rework by an approved method.

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46
Q

(3.5.3) What does the Functional Baseline manage?

A

Overall system performance and functional characteristics

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47
Q

(3.5.3) What does the Allocated Baseline manage?

A

Performance requirements of Configuration Items (CI) making up a system.

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48
Q

(3.5.3) What does the product baseline manage?

A

Functional AND physical characteristics of the CIs.

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49
Q

(3.5.3) What specifications are used with the Functional Baseline?

A

System Specification. Defines mission/technical performance requirements and interfaces.

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50
Q

(3.5.3) What specifications are used with the Allocated Baseline?

A

Performance Specifications or “Design To”

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51
Q

(3.5.3) What specifications are used with the Product Baseline?

A
  • Detail Specs (Build To)
  • Process Specs. Define process performed during fabrication
  • Material Specs. Defines production of raw materials used in fabrication.
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52
Q

(3.5.3) Where do the different types of technical reviews fall in the System Engineering Process?

A
  • System Requirements Review: Stakeholder Requirements Definition
  • System Functional Review: Requirements Analysis
  • Preliminary Design Review: Architecture Design
  • Critical Design Review: between Architecture design and implementation
  • Test Readiness Review: Implementation
  • Production Readiness Review: Integration
  • Functional Configuration Audit: Verification and Validation
  • Physical Configuration Audit: Transition
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53
Q

(3.5.3) Where do the different types of technical reviews fall in the Defense Acquisition System?

A
  • Systems Requirements Review: MS/A
  • System Functional Review: TMRR. Establishes functional baseline
  • Preliminary Design Review: MS/B. Establishes Allocated Baseline
  • Critical Design Review: EMD. Establishes Product Baseline.
  • Functional Configuration Audit: P & D
  • Production Readiness Review: FRP
  • Operational Test Readiness Review: P & D
  • Physical Configuration Audit: P & D
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54
Q

(3.5.3) Which technical reviews review system specifications?

A

Related to Functional Baseline

  • System Requirement Review
  • Functional Review
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55
Q

(3.5.3) Which technical reviews review performance specifications?

A

Related to Allocated Baseline

Preliminary Design Review

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56
Q

(3.5.3) Which technical reviews review Item Detail/Process/Material specifications?

A

Related to Product Baseline

  • Critical Design Review
  • Functional Configuration Audit
  • Physical Configuration Audit
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57
Q

(3.5.3) How should technical reviews be conducted?

A

Not just a check in the box. Assess design maturity and technical and programmatic risk.

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58
Q

(3.5.3) What parts of Test and Evaluation does Configuration Management impact?

A

Test planning, execution, verification

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59
Q

(3.5.3) What parts of Manufacturing does Configuration Management impact?

A

Production processes, tooling, materials

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60
Q

(3.5.3) What parts of Logistics Support does Configuration Management impact?

A

Documentation, spare parts, training, reliability, etc.

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61
Q

(3.2.4) Why is it important to determine the financial health of an offeror?

A

They must be “responsible” and eligible for contract award

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62
Q

(3.2.4) What are the two profitability ratios that can be determined from the balance sheet and income statement?

A

Return on Sales (ROS) and Return on Assets (ROA)

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63
Q

(3.2.4) What is the difference between a direct cost and indirect cost?

A

Direct Cost: Associated with a single cost object (Specific product, clearly identified, material)

Indirect Cost: Associated with two or more cost objects (support, overhead, general and administrative)

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64
Q

(3. 2.4) Which of these is not an example of Overhead:
1. Supervision
2. Raw material
3. Quality Control
4. Material handling

A
  1. Raw material
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65
Q

(3.2.4) What is the fully burdened rate?

A
  • The TOTAL COST to the contractor on a PER TIME basis (emphasis from notes)
  • used to ensure direct labor, indirect costs, and profit are accounted for in pricing
  • estimating costs at the trade level (ex. engineer days x fully burdened engineer rate)
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66
Q

(3.2.4) Why are forward rate agreements used?

A
  • Provide reasonable projections for costs of contracts
  • Determines if costs and prices are fair and reasonable
  • Establish agreements with contractors on the methodologies for calculating final prices of contracts
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67
Q

(3.2.4) What is the formula for calculating indirect cost (overhead) rates?

A

Indirect cost rate = (Indirect Cost Pool)/(Allocation Base)

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68
Q

(3.2.4) What are the two formulas needed to calculate the G&A allocation rate?

A
  1. Total Cost Input (TCI) = Direct Cost + Overhead Costs
  2. G&A costs
  3. G&A rate = (G&A costs)/(TCI)
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69
Q

(3.2.4) How does the KO determine a fair and reasonable price?

A

Price analysis (less detailed, more rough yardstick approach) or cost analysis (detailed and can increase contract price)

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70
Q

(3.2.4) How is ROS (return on sales) calculated?

A

ROS = (Net income)/(Revenue)

71
Q

(3.2.4) How is ROA (return on assets) calculated?

A

ROA = (Net income)/(Total value of assets)

72
Q

(3.2.4) What does G&A (General and Admin) cost cover?

A

Accounting, legal, executive, human resources

73
Q

(3.5.4) What is acquisition logistics?

A

Acquisition logistics is a multi-functional, technical management discipline associated with design, development, testing, production, fielding, sustainment and improvement/ modernization.

74
Q

(3.5.4) What’s the role of acquisition logistics?

A
  • Ensure that the system is designed for supportability
  • Design the support infrastructure
  • Ensure the necessary support structure is in place when the system is fielded.
75
Q

(3.5.4) Why is it important to conduct supportability analyses as an integrated part of SEP?

A

Supportability analysis helps ensure systems meet readiness objectives cost effectively.

76
Q

(3.5.4) What is the relationship of Reliability, Availability, and Maintainability (RAM) to acquisition logistics, and its impact on system performance?

A

RAM are readiness related parameters used in acquisition logistics to increase operational effectiveness and reduce cost.

77
Q

(3.5.4) What are the RAM techniques used by program managers?

A

Design for:

  • Human engineering
  • Minimizing failures
  • Accessibility
  • Visibility
  • Testability
  • Standardization
  • Simplicity
78
Q

(3.5.4) What are the 12 Integrated Product Support Elements?

A
  1. Design Interface
  2. Sustaining Engineering
  3. Supply Support
  4. Maintenance Planning & Management
  5. Packaging, handling, storage, & transportation (PHS&T)
  6. Technical data
  7. Support Equipment
  8. Training and training support
  9. Manpower & personnel
  10. Facilities & infrastructure
  11. Computer resources
  12. Product support management
79
Q

(3.5.4) What are some supportability issues and their impact?

A

Some issues:

  • Operating requirements
  • Readiness-related requirements
  • Manpower requirements
  • Maintenance requirements
  • Environment, safety, and health constraint and considerations
  • Transportability

**Failure to resolve supportability issues will INCREASE LCC and degrade readiness.

80
Q

(3.5.4) What are acquisition logistics support activities and requirements associated with post-production support?

A
  • Contractor logistics support/ full-service contracting
  • Component redesign
  • Pre-planned product improvement/ technology insertion
  • Data management
  • Acquire from multiple sources of supply
  • Open systems
  • For full list- see slide #66
81
Q

(3.5.4) Why is PBL contracting strategies important?

A

PBL contracts specify the requirements, parameters of support, deliverables, pricing, incentives, risk mitigation clauses, and the terms and conditions of performance.

82
Q

(3.5.4) What’s the importance of PBL metrics?

A

Good metrics are critical to PBL implementation! It should reflect Specific, Measurable, Attainable, Relevant, and Timely (SMART) criteria.

83
Q

(3.5.4) What’s the difference between outcome-based performance support and transactional support?

A
  • PBL is outcome based performance support.

- PBL is NOT transactional product support.

84
Q

(3.5.4) What are the long term supportability and sustainment strategies through the application of PSBM and 12 step Product Support Strategy Process Model?

A
  • PM is the single point of accountability
  • Evolutionary acquisition
  • Supportability and sustainment
  • PBL
  • Performance-Based Life Cycle Product Support
  • Increased reliability and reduced logistics footprint
  • Continuing reviews of sustainment strategies
85
Q

(3.5.4) What is a Life Cycle Sustainment Plan (LCSP)

A

LCSP is the programs plan for fulfilling its product support strategy.

86
Q

(3.5.4) What percentage of the total life cycle cost of a program do operation and support (O&S) costs account for? (Matt said it like 10x in class)

87
Q

(3.5.2) Is a Work Breakdown Structure (WBS) an INPUT or an OUTPUT of the Systems Engineering Process?

88
Q

(3.2.6) What is the role of DFAS?

A

Defense Finance and Accounting Service (DFAS) is responsible for payment on all DoD contracts

89
Q

(3.2.6) Who are the key personnel in contract administration? And what is a main responsibility of each?

A

Admin Contracting Officer (ACO) - performs contract admin functions assinged by the PCO

Program Integrator (PI) - serves as a focal point for a specific program and provides functional and technical expertise to support the program.

Contracting Officer Representative (COR) - their authority must be designated in writing to assist in contract admin; can typically be the Program Office.

Terminating Contracting Officer (TCO) - responsible for negotiating an equitable settlement with the contractor.

90
Q

What is schedule variance?

A

The difference between the value of the work that has been performed and the work that has been scheduled.

SV=BCWP-BCWS=EV-PV

91
Q

(4.1.2) What types of alterations are funded by SYSCOMs and TYCOMs under the legacy FMP system?

A

SYSCOMs: K-alts and KP-alts.
TYCOMs: D-alts and F-alts. [pg 13]

92
Q

(4.1.2) What types of alterations are funded by Program Offices and TYCOMs under the NMP system?

A

TYCOMs have fleet alts, SYSCOMs have programs. [pg 12]

93
Q

(4.1.2) Which legacy documents have been absorbed by the Ship Change Document (SCD)?

A

(JCF) Justification/Cost Form, (SAR) SHIPALT Record, (ECP) Engineering Change Proposal. [pg 23]

94
Q

(3.6.2) What are the limitations of cost variance?

A

Need further analysis to determine causes of cost variance and overall effect on contract cost.

Note:
CV is used in top level reporting to assess whether overall budget is reasonable.

95
Q

(3.6.2) When is percent complete technique used to measure discrete effort?

A

Long duration tasks with not interim milestone (estimate of percent complete is only as good as the estimator).

96
Q

(3.2.6) What are the types of Change Proposals? (there are 5)

A

Non-engineering Change Proposal (NECP) - proposes a change that does not affect the configuration of an item but does affect cost, delivery, or work scope
Engineering Change Proposals (ECP) - the change is alteration in the configuration of the item or detailed specs
Value Engineering Change - proposed by the contractor and meets all requirements but saves money
Deviation - non-conformance to a spec prior to manufacture
Waiver - non-conformance during or after manufacture considered suitable “as is”

97
Q

(3.6.2) When is the percent start/percent complete technique used for measuring performance on a discrete effort?

A

Work packages that start and finish in 2 consecutive reporting periods (example 50/50).

98
Q

(3.2.6) What are the NECP/ECP Approval Levels, the approving organization, and a slight description?

A

1 - OPNAV (CNO) - changes to military characteristics and changes that would delay ship beyond contract delivery
2 - SYSCOM - changes where a reclama has been filed by a SPM
3 - SPM - changes made by contractor that affect dates, hull strength, safety, contract guarantees, or affecting system interfaces
4 - Field Activity - Changes not requiring higher approval

99
Q

(3.2.6) What is a constructive change?

A

Oral or written act or failure to act by authorized government official construed by the contractor as having same effect as a written change order - must involve change in performance beyond minimum contract requirements
** Typically a KO commits a constructive change

100
Q

(3.6.2) How so we measure performance for level of effort?

A

EV always equals BCWS

101
Q

(3.6.2) What are the steps for EVM data analysis?

A
  1. Get current performance status.
  2. Identify performance trends.
  3. Predict performance completion.
  4. Determine management actions.
102
Q

(3.6.2) Define SPI and CPI.

A

SPI=BCWP/BCWS
* Ratio of work done to work scheduled

CPI=BCWP/ACWP
*Ratio is the value of work done to actual cost of work done

103
Q

(3.2.6) What is the preferred dispute appeal process?

A

Use of ADR is preferred and to try to resolve all contractual issues, to the maximum extent practicable, by mutual agreement at the contracting officer’s level.

104
Q

(3.6.2) What are the common indicators of problem areas or risks?

A
  • Application of management reserves
  • Significant revisions of PMB
  • Zero variance
  • Sudden change in monthly performance trends
  • Linear downward cost variance trend
105
Q

(3.2.6) What is the relationship between the CAO and PMO?

A

PMO should involve the Contract Admin Office (CAO) early and routinely as part of the IPT

106
Q

(3.2.6) What is cash flow?

A

The payments from the government to the contractor

Cash flow and timely payments are critical to the contractor’s financial health

107
Q

(3.2.6) What are the two types of Contract Changes?

A

Supplemental Agreement - formal contract amendment process is required to incorporate changes in requirements
Change Order - written order directing contractor to make a change without prior agreement

108
Q

(3.2.6) What are the types of Change Proposals?

A

Non-engineering Change Proposal (NECP) - proposes a change that does not affect the configuration of an item but does affect cost, delivery, or work scope
Engineering Change Proposals

109
Q

(3.2.6) What are the type of modification requests that are an internally submitted change request? and who approves them?

A

Field Modification Request (FMR) - approved by the ACO in the CAO
Headquarters Modification Request (HMR) - must be approved by the appropriate authority in the program office

110
Q

(4.1.2) What are the goals of Navy modernization?

A
  • Improve ship’s capabilities and material condition by installation of approved alterations and modifications.
  • Improve safety, reliability, maintainability, habitability and environmental compliance of ships and equipment.
  • Increase fleet readiness by improving standardization within ship classes. [pg6]
111
Q

(3.2.6) What is a constructive change?

A

Oral or written act or failure to act by authorized government official

112
Q

(3.2.6) What is unauthorized commitment?

A

An agreement that is not binding solely because the government representative who made it lacked the authority to enter into that agreement
** Typically a non-contracting officer commits an unauthorized commitment

113
Q

(3.2.6) What is privity of contract?

A
  • Having a legitimate, direct contractual relationship
  • Govt has a direct contractual relationship with the prime contractor and does not have a contract with the subcontractor
114
Q

(3.2.6) What are the functions performed by DCMA?

A

Contract management, QA, Property management, Engineering, production, and industrial resources, and Program support

115
Q

(3.2.6) What is the preferred dispute appeal process?

A

Use of ADR is preferred and to try to resolve all contractual issues, to the maximum extent practicable, by mutual agreement at the contracting officer’s level.

116
Q

(3.2.6) What are the three types of Terminations?

A
  1. Termination for Convenience - unique to govt contracts
  2. Termination for Cause - commercial item contracts
  3. Termination for Default - govt/military/developmental item contracts
117
Q

(3.2.6) When is appropriate to terminate a contract for convenience?

A
  • Funds are insufficient
  • Conversion from an improper termination for default
  • Reduction or elimination of govt requirements
  • Govt failure to order work under a mulityear contract
  • Cancellation of award
118
Q

(3.5.2) What is the MIL-STD-881?

A

The DoD Reference for creating all Work Breakdown Structures (WBS)

119
Q

(3.5.2) What are the top three levels of the Work Breakdown Structure (WBS)?

A

The Program WBS

120
Q

(3.5.2) Who controls and maintains the Program Work Breakdown Structure (WBS)?

A

The Government PMO

121
Q

(3.5.2) What are the levels 4 + of the Work Breakdown Structure (WBS)?

A

The Contract WBS

122
Q

(3.5.2) Who controls and maintains the Contract WBS?

A

The Contractor

123
Q

(3.5.2) A Work Breakdown Structure is _____ Oriented

124
Q

(4.1.1) What are the 3 levels of maintenance?

A

Organizational, Intermediate, Depot

125
Q

(4.1.1) Describe Organizational (O) level maintenance

A

That level of maintenance/repair commonly done by the ship’s crew

126
Q

(4.1.1) Describe Intermediate (I) level maintenance

A

that level of maintenance/repair beyond the capacity or capability of ship’s force usually requiring additional skills/training and/or industrial plant equipment

127
Q

(4.1.1) Describe Depot (D) level maintenace

A

That level of maintenance/repair often beyond the capability or capacity of an IMA, which is extensive, very complex, usually labor intensive

128
Q

(4.1.1) What are the Intermediate Maintenance Activities?

A

Submarine tenders
Battleforce IMA
Naval Submarine Support Facility
TRF

129
Q

(4.1.1) What are the Depot level maintenance activities?

A

Naval shipyard
IMFs
SRF
RMC

130
Q

(4.1.1) What is the One Shipyard Concept?

A

Resource and infrastructure sharing between public and private yards provides cost effective maintenance while maintaining core capability at the NSYs

131
Q

(4.1.1) Who provides mission funding to the RMCs and Shipyards?

A

Fleet commands

132
Q

(4.1.1) Who provides Installation funds (OPN & WPN) to RMCs and Shipyards?

133
Q

(4.1.1) What is the Primary Mission of SUPSHIPS?

A

Administer new construction contracts

134
Q

(4.1.1) What is the mission of Naval Shipyards (public shipyards)?

A

To provide affordable, timely, and quality depot level maintenance, modernization, inactivation, disposal, and emergency repair of Naval ships

135
Q

(4.1.1) What is the purpose of RMCs?

A
  • Absorbed “repair” SUPSHIP commands

- retain core capabilities in the fleet, move non-core work to the private sector

136
Q

(4.1.1) What is the mission of RMCs?

A

D-level repair, I-level repair with RMC workforce, Fleet tech assist, TSRA, underwater ship husbandry diver support, regional calibration,

137
Q

(4.2.1) What are the five sources of AWP work candidates?

A
  1. Class Maintenance (CMP) or Integrated CMP (ICMP)
  2. Authorized alterations
  3. TYCOM authorized alterations and repairs
  4. Results of pre-availability test and inspection
  5. Current Ship’s Maintenance Project (CSMP)
138
Q

(4. 2.1) Who produces the Baseline AWP for
1. Submarines
2. Carriers
3. Surface ships?

A
  1. SUBMEPP
  2. PMS 312, Carrier Planning Activity (CPA)
  3. SURFMEPP
139
Q

(4.2.1) What is the most important product of the planning process?

A

An integrated schedule of all work for the availability

140
Q

(4.2.1) What is a component unit (CU)?

A

A physical piece of equipment or hardware that is the unit of work control

141
Q

(4.2.1) What are some of the benefits of MSMO contracts?

A
  1. Allows for retention of industrial base.
  2. Execution activity known well in advance and can plan and execute with no work package hand-off.
  3. Cost plus and incentive fees allow government to guide private shipyards.
142
Q

(4.2.1) Who is the major Public Shipyard management team member during availability planning?

143
Q

(4.2.1) What are the planning goals to be met prior to starting an availability?

A
  1. Ordering long lead time materials.
  2. Special tooling on-site
  3. Early start requirements known.
  4. Critical path/key events known and included in the integrated schedule.
  5. Logistics concerns addressed: Berthing barge, Galley, Force protection.
  6. Training for crew on shipyard procedures.
  7. on time contract award or definitization (RMC)
144
Q

(3.3.6) What are the 3 components of acquisition risk?

A

Probability
Consequences (impact, or severity)
Root cause

145
Q

(3.3.6) What are the sources of external acquisition risk?

A

Threat/requirement
Funding
Contractor
Politics

146
Q

(3.3.6) What are the sources of internal acquisition risk?

A 
Technology
Design and engineering
Manufacturing
Support/logistics
Management
147
Q

(3.3.6) What are the 5 steps of the risk management model?

A 
Planning
Identification
Analysis
Handling
Monitoring
148
Q

(3.3.6) What are the 4 risk handling options?

A

Mitigate
Avoid
Accept
Transfer

149
Q

(3.3.6) What are the 4 problem solving models

A

Fishbone/Ishikawa diagram
5 Whys
Multi-voting
Multi-attribute utility theory

150
Q

(5.1.4) What are the three parts of a presentation?

A

Opening, Body, and closing

151
Q

(5.1.4) The first three steps of an effective presentation are?

A

Audience Analysis, Purpose, and Structure

152
Q

(5.1.4) What is the purpose of the closing?

A

Reinforce your expectations and take-aways, as well as summarize your main points

153
Q

(5.1.4) What element of the first part of a presentation tells the audience what they should know after the brief?

A

The expectations

154
Q

(4.2.2) Who is responsible for certifying work accomplished during an availability?

A

Naval Supervising Activity (NSA)

155
Q

(4.2.2) Who are the major players of Public Shipyard Project Management and what are their roles?

A

-Project Superintendent: Total responsibility for all aspects of the project; Assembles the project team; Single shipyard point of contact with ship CO; Deputy Project Superintendent
-Assistant Project Superintendents (APS): Have knowledge and experience in all phases; Have the delegated authority to make nontechnical decisions and recommendations
-PEPM: Directs the project planning and
management, job planning, and job
sequencing and scheduling processes
-BSPO: Obtains project funding; Authorizes the expenditure of funds
-Zone Managers: Directly responsible for conduct of the execution control process within their zone

156
Q

(4.2.2) Who are the major players of RMC Project Management and what are their roles?

A

-Port Engineer: Maintenance team leader, TYCOM representative, Resident expert in ship maintenance
-Project Manager: RMC organization lead; Responsible for the entire availability; Ensures work is certified after completion; Approves changes with MSMO work; Funds Manager
-Ship Superintendent: Manage RMC production work on the project (I level); Assist in work sequencing and deconfliction
-Ship’s CO: Directly responsible for overall
maintenance of ship; Manages ship’s yearly maintenance budget; Maintenance team coordinator
-SMMO: Ship’s Force POC for all maintenance items; Liaison between ship, maintenance activity and RMC
-Contractor Program Manager: POC between maintenance team and
contractor work force; Assists in work sequencing and deconfliction

157
Q

(5.1.4) In the closing, what must match the expectations you established in the opening?

A

The take-aways

158
Q

(4.2.2) Who directs the project planning and management, job planning, and job sequencing and scheduling processes to public shipyard availabilities?

159
Q

(4.2.2) What are the differences between NSA and LMA?

A 
NSA: Responsible for certification of
work accomplished during any
type of availability. May be a
Naval Shipyard, SUPSHIP, or a
RMC; Ensure work is authorized and
completed IAW applicable tech
requirements and maintenance
policy; Must possess a NAVSEA technical
warrant.
LMA: Responsible for work being
accomplished during any type of
availability; Coordinate work and testing
controls to include WAF’s, tag
outs and test sequencing (CNO
availabilities only); Track progress of all maintenance activities; Provide Sea Trials agenda (CNO availabilities only)
160
Q

(4.2.2) Who is the RMC management team member that serves as the maintenance team leader?

A

Port Engineer

161
Q

(4.2.2) What are the typical execution phases of an availability?

A 
Ship arrival
Rip out and repair
Open and inspect
Progress assessment
Testing, trials, and certification
162
Q

(4.2.2) Who is responsible for certifying work accomplished during an availability?

A

Naval Supervising Activity (NSA)

163
Q

(3.3.5) How is CAIV utilized when managing acquisition decisions?

A

Cost is weighted equally with schedule & performance when making program
decisions

164
Q

(3.3.5) What constitutes a program deviation?

A

Cost, schedule or performance threshold is not met

165
Q

(3.3.5) Actions required when a program deviation occurs?

A

– Immediately notify MDA
– Within 30 days ‐ reason for deviation & actions to correct
– Within 90 days – back on track or provide recommendation to OIPT

166
Q

(3.3.5) Relate risk management and exit criteria.

A

Exit criteria is defined for the MDA as a “state of the program” that equates to lowered
and managed risk

167
Q

(3.3.5) List and describe key PM Reports

A

Selected Acquisition Report (SAR), Defense Acquisition Executive Summary (DAES)
and Unit Cost Report (UCR).

168
Q

(4.2.2) Who are the major players of Public Shipyard Project Management and what are their roles?

A

-Project Superintendent: Total responsibility for all aspects of the project; Assembles the project team; Single shipyard point of contact with ship CO; Deputy Project Superintendent
-Assistant Project Superintendents (APS): Have knowledge and experience in all phases; Have the delegated authority to make nontechnical decisions and recommendations
-PEPM: Directs the project planning and
management, job planning, and job
sequencing and scheduling processes
-BSPO: Obtains project funding; Authorizes the expenditure of funds
-Zone Managers: Directly responsible for conduct of the execution control process within their zone

169
Q

(4.2.2) Who are the major players of RMC Project Management and what are their roles?

A

-Port Engineer: Maintenance team leader, TYCOM representative, Resident expert in ship maintenance
-Project Manager: RMC organization lead; Responsible for the entire availability; Ensures work is certified after completion; Approves changes with MSMO work; Funds Manager
-Ship Superintendent: Manage RMC production work on the project (I level); Assist in work sequencing and deconfliction
-Ship’s CO: Directly responsible for overall
maintenance of ship; Manages ship’s yearly maintenance budget; Maintenance team coordinator
-SMMO: Ship’s Force POC for all maintenance items; Liaison between ship, maintenance activity and RMC
-Contractor Program Manager: POC between maintenance team and
contractor work force; Assists in work sequencing and deconfliction

170
Q

(4.2.2) What are some important items that need to occur prior to a ship availability (during ship arrival)?

A

– Welcome SF as a true member of Project Team
– Train the Crew (Fire watch / Tag outs/ Work Control (JFMM) /Shipyard
Procedures, etc.)
– Explain your access plans
– Explain your temporary services plans
– Assist with berthing barge arrangements
– Availability agreements, MOAs

171
Q

(4.2.2) Which are harder to move: key events or milestones and why?

A

Key events- because of external stakeholders (milestones are internally managed)

172
Q

(4.2.2) What are the differences between NSA and LMA?

A 
NSA: Responsible for certification of
work accomplished during any
type of availability. May be a
Naval Shipyard, SUPSHIP, or a
RMC; Ensure work is authorized and
completed IAW applicable tech
requirements and maintenance
policy; Must possess a NAVSEA technical
warrant.
LMA: Responsible for work being
accomplished during any type of
availability; Coordinate work and testing
controls to include WAF’s, tag
outs and test sequencing (CNO
availabilities only); Track progress of all maintenance activities; Provide Sea Trials agenda (CNO availabilities only)
173
Q

(3.5.3) What are the roles of the government and contractor in CM strategy?

A

Government manages interface. Contractor designs system to meet interface specifications.

174
Q

(3.5.3) What is a Configuration Item?

A

An aggregation of hardware, software, or both, that is designated for configuration management and treated as a single entity in the configuration management process.

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