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Acquisition Strategy Paper / Template
Acquisition Strategy Paper Table of Contents
1 BACKGROUND 1.1 Mission Need. Identify the Mission Need Statement and the
part of any other high-level agency document supporting the need for this program (e.g.,
FAA Strategic Plan). Briefly summarize the mission need this program is intended to
satisfy. 1.2 Status. State whether this is the initial Acquisition
Strategy Paper or a revision. If this is a revision, summarize briefly the reason for the
change. Cite any top-level management direction since the last approval. Only major
changes to the Acquisition Strategy Paper as a result of changes to the Acquisition
Program Baseline or management direction are approved by the Integrated Management Team. 2 OVERVIEW 2.1 Program Scope. Briefly characterize the primary objectives
of this acquisition program (e.g., is this program intended to procure commercial or
nondevelopmental systems or equipment? Modify or upgrade existing facilities? Design and
construct new facilities and populate them with existing hardware? Develop and install new
systems in existing or modified facilities? Procure needed services?). Identify and
describe briefly all key elements of this program (e.g., procurement of systems or
equipment, modification or construction of facilities, changes in the physical
infrastructure, development of functional interfaces, procurement of installation or
support services). 2.2 Products. Identify and describe briefly the key products of
this acquisition program. 3 FUNDING Use the format of Table 1 to display program funding by appropriation
(RE&D, F&E, and OPS, fiscal year, and cost breakout element in then-year dollars.
Use the same cost breakout elements and be consistent with the Acquisition Program
Baseline. If this is a jointly funded program, show other government agency funding. Table1. Program Funding Change (#) (Then-year $M)
The following cost elements and cost factors are representative of what
may need to be funded and implemented by the acquisition program:
4 SCHEDULE Provide the program schedule by fiscal year for primary program events
and milestones by program element. Be consistent with the Acquisition Program Baseline.
The following are representative program elements and events/milestones for a complex
program to indicate the range of strategic planning that may be required.
5 PERFORMANCE 5.1 Program Strategy. Describe the overall approach for
achieving the capability required in the Acquisition Program Baseline. Briefly define the
strategy for implementing each key element of the program defined in Section 2.1 Program
Scope (e.g., systems/equipment/software element, facilities element, infrastructure
element, services element, etc.). For example, is developmental activity needed for
hardware/software or will COTS/NDI equipment be procured? Will a new facility be designed
and constructed or will existing facilities by modified? How will needed physical
infrastructure modifications (e.g., roads, telecommunications, power, space, HVAC) be
achieved? Explain why this approach is appropriate for the complexity and risk associated
with program implementation, as well as any special conditions or constraints (e.g.,
requirement for open architecture and modular design to facilitate modernization and
supportability of fielded products, requirement to interface with specific existing
systems, requirement to operate within specific manning levels, requirements for
compatibility with international standards). 5.2 Management Strategy 5.2.1 Expanded Product Team - Revised 11/98. Use table format to
define the roles and responsibilities of organizations and individuals related to
implementation of this acquisition program. Include all relevant functions and disciplines
such as facility design and modification, systems engineering, production,
telecommunications engineering, test and evaluation, in-service operations and support,
physical integration, functional integration, deployment, configuration management,
quality assurance, human factors, and security. Include the name, title, office symbol,
telephone number, and FAX number of expanded product team members. Identify points of
contact with other NAS programs and organizations that interface with or have an impact on
this program. Be sure all are involved in preparing this Acquisition Strategy Paper, as
appropriate. Tie to the IPDS Product Team Plan, as appropriate. 5.2.2 Program Control. Explain how program activity will be
planned, measured, reported, evaluated, and acted on. Identify what performance metrics
will be used. Identify the mechanisms that will be used to coordinate and report activity
(e.g., monthly status reviews, quarterly regional reviews, semi-annual acquisition
reviews). 5.2.3 Contract Management. Explain how prime and support
contractors for this program will be managed. Include quality assurance and contract
administration. Identify what kind of cost/schedule/performance tracking will be used to
monitor contractor status and progress. Identify responsible organizations/individuals in
section 5.2.1. 5.2.4 Requirements Management. Describe how requirements in the
Acquisition Program Baseline will be managed and controlled for the life of this program.
Explain how site-specific requirements will be determined, controlled, and managed.
Explain how the impact on cost, schedule, and benefits from changes in program
requirements will be determined and factored into program baselines and decisions. 5.2.5 Risk Management. Identify primary cost, schedule, and
technical risks associated with this acquisition program, including risks associated with
environmental requirements and safety hazards which historically have delayed program
implementation. Describe the risk management strategy that will be used to mitigate risk
as the program matures, as well as how risk factors will be identified, tracked, analyzed,
reported, and corrected. 5.3 Procurement Strategy. Identify what acquisition streamlining
actions will be used (e.g., release of draft information to industry for comment, use of
oral proposals, pre-qualification of contractors, etc.). Identify how all products and
services required for implementation of this acquisition program will be procured,
including tasking and funding sent to other agencies and organizations. Provide the
following information for each procurement, as applicable: 5.3.1 Sources. Identify prospective sources that can satisfy the
need as identified by market research and other means. State whether a Qualified Bidders
List will be used. Discuss how small and small disadvantaged businesses will participate.
For software-intensive procurements, standardized instruments such as the Capability
Maturity Model Evaluations can identify prospective sources which have mature software
acquisition, development, and maintenance processes. 5.3.2 Source Selection. Identify how the successful offeror will
be selected (e.g., competition, sole-source, direct tasking). Identify the source
selection official. For software-intensive procurements, the results of evaluations using
Capability Maturity Model instruments can be used as a source selection factor to ensure
the successful offeror has mature software acquisition, development, and maintenance
processes in place. Briefly define primary selection criteria. State whether past
performance will be used as a selection criteria. State whether open architecture and
modular design to facilitate modernization and supportability of fielded products will be
required or scored during source selection. 5.3.3 Competition. Identify whether competition will be sought,
and if so, how it will be achieved. FAA policy encourages competition in every phase of
the product lifecycle to encourage innovation and control costs. For developmental
programs, state whether it is intended to award multiple competitive prototyping contracts
as a means for reducing risk and selecting a most advantageous design. 5.3.4 Contract Type. Identify the contract type that will
be used. The contract type should balance risk appropriately between the FAA and
contractor according to the maturity of product design. Discuss the use of cost-sharing or
incentive contracts to achieve such program goals as performance, quality, high
productivity, and cost and schedule control. 5.3.5 Government-Furnished Property/Information. Identify
what information or property the FAA must provide. 5.3.6 Acceptance Criteria. Define general criteria for
government acceptance of major contract deliverables. 5.3.7 Warranties and Data Rights. State whether warranties or
data rights will be obtained. 6 BENEFITS Define how benefits in the Acquisition Program Baseline will be tracked
and verified during the in-service phase of this acquisition program. The realization of
some benefits may be outside the control of the IPT (e.g., changes to regulations, actions
by the airlines). In these cases, describe how you will ensure these actions are taken
(e.g., a responsible person from AVR could be made a member of the expanded product team). 7 PHYSICAL INTEGRATION Physical integration concerns the integration of a solution to mission
need into the physical environment. Identify how physical integration requirements in the
Acquisition Program Baseline will be met for each physical integration element. Identify
responsible organizations and define roles and responsibilities in Section 5.2.1.
Identify in Section 4 primary physical integration milestones. Include funding
requirements by fiscal year in Section 3. 7.1 Real Estate. Define briefly the strategy for acquiring any
required real estate, including completion of appropriate Environmental Due Diligence
Audit before any agreement to acquire property. Be aware that the lead time for
acquisition of real estate is quite long and should begin soon after the investment
decision. 7.2 Space. Define briefly the strategy for acquiring the
physical space needed to accommodate systems, auxiliary equipment, and personnel both for
end-state operations and during transition to the new capability. 7.3 Environmental. Define briefly the strategy for achieving
environmental and hazardous materials requirements for this program or its products.
Explain how requirements to minimize lifecycle environmental impact of systems,
facilities, and equipment will be achieved. 7.4 Energy Conservation. Define briefly the strategy for
complying with mandates of the National Energy Conservation Policy Act. 7.5 Heating, Ventilation, Air Conditioning. Define briefly the
strategy for achieving heating, ventilation, and air-conditioning requirements both for
end-state operations and during transition to the new capability. 7.6 Grounding, Bonding, Shielding, and Lightning Protection. Define
briefly the strategy for achieving grounding, bonding, shielding, and lightning protection
requirements both for end-state operations and during transition to the new capability. 7.7 Cables. Define briefly the strategy for achieving cable,
cable routing, and raised-floor requirements both for end-state operations and during
transition to the new capability. 7.8 Hazardous Materials. Define briefly the strategy for
achieving requirements associated with hazardous materials both for end-state operations
and during transition to the new capability. 7.9 Power Systems and Commercial Power. Define briefly the
strategy for satisfying power system and commercial power requirements for this
acquisition program both for end-state operations and during transition to the new
capability. 7.10 Telecommunications. Define briefly the strategy for
achieving telecommunications requirements both for end-state operations and during
transition to the new capability. 7.11 Special Considerations. Define briefly the strategy for
achieving unique requirements related to such considerations as fiber optics, water and
sewer, roadway, and access both for end-state operations and during transition to the new
capability. 8 FUNCTIONAL INTEGRATION Describe the strategy for achieving requirements associated with each
of the following in the appropriate paragraph. Identify responsible organizations and
define roles and responsibilities for conducting and monitoring the functional integration
effort in Section 5.2.1. Identify in Section 4 primary functional integration
milestones. Include funding requirements by fiscal year in Section 3. 8.1 Integration With other NAS and non-NAS Elements. Define
briefly the strategy for achieving interface requirements to other systems, subsystems,
networks, facilities, and organizations, including all states and modes of operation
(e.g., primary and back-up). Include remote maintenance monitoring and operational command
and control requirements. 8.2 Software Integration. Define briefly the strategy for
achieving software integration requirements. 8.3 Spectrum Management. Define briefly the strategy for
satisfying spectrum management requirements for this acquisition program and ensuring
spectrum compatibility with other NAS elements. 8.4 Standardization. Define briefly the strategy for satisfying
requirements associated with using standard products already in use in the National
Airspace System, as well as any standardization requirement to facilitate functional and
physical integration. Define the strategy for achieving any ICAO, ISO, space management,
or other standard to ensure ease of training, logistics, workforce mobility, architecture
and engineering, or compliance with international, national, state, and local codes and
laws. Describe the strategy for achieving requirements associated with each
of the following in the appropriate paragraph. Identify responsible organizations and
define roles and responsibilities in Section 5.2.1. Identify primary functional
integration milestones in Section 4. Include funding requirements by fiscal year in
Section 3. 9.1 Human/Product Integration. Briefly define the strategy for
satisfying requirements associated with: manpower factors that impact product design;
broad cognitive, physical, and sensory requirements for operators, maintainers, and
support personnel that contribute to or constrain performance; requirements for human
performance that will achieve effective human-system interfaces. 9.2 Employee Health and Safety. Briefly define the strategy for achieving requirements associated with OSHA, the National Fire Protection Association, and other safety and health regulations, as well as for avoiding conditions that degrade performance. Define the strategy for achieving operating environment requirements associated with such factors as light, temperature, noise, fire protection, stairs, and ladders. Specify how you will update the Occupant Emergency Plan when implementation will affect facility egress routes or fire safety. (Revised 4/99) 9.3 Specialized Skills and Capabilities. Briefly define the strategy for achieving requirements related to cognitive, physical, sensory, and performance for operators, maintainers, or support personnel; human performance thresholds and criteria; and constraints, limitations, and specialized requirements related to training, staffing levels, and personnel skills. (Revised 4/99) 10 SECURITY Define the strategy for satisfying requirements associated with each
security element in this section. Identify responsible organizations and define roles and
responsibilities in Section 5.2.1. Identify primary functional integration milestones
in Section 4. Include funding requirements by fiscal year in Section 3. 10.1 Physical Security. Briefly define the strategy for
satisfying requirements related to security of the physical plant both for end-state
operations and during transition to the new capability. 10.2 NAS Information Security. Briefly define the
strategy for achieving requirements related to the storage, processing, or transfer of
information related to air traffic control or other sensitive information both for
end-state operations and during transition to the new capability. 10.3 Personnel Security. Briefly define the strategy for
achieving requirements related to personnel, security clearances, security training, and
access control. 11 IN-SERVICE SUPPORT For each of the following in-service support elements, as applicable,
define briefly the strategy for achieving supportability requirements for this acquisition
program. Define organizational roles and responsibilities in Section 5.2.1 (be sure to
differentiate the roles and responsibilities of the Integrated Product Team and
operational and maintenance organizations during the in-service phase). Include in-service
support funding requirements by fiscal year in Section 3. Identify primary in-service
support milestones in Section 4. 11.1 Staffing. Strategy for obtaining person work-hours required
to perform operations, maintenance, and support actions. 11.2 Supply Support. Strategy for obtaining, cataloging,
receiving, storing, and issuing items of supply. 11.3 Support Equipment. Strategy for obtaining tools and
equipment required to install and support the operation and maintenance of the facility,
system, or equipment. 11.4 Technical Data. Strategy for obtaining and managing
recorded information such as manuals, specifications, drawings, and operational testing
procedures to operate a product over its intended lifecycle. 11.5 Training and Training Support. Strategy for obtaining the
processes, procedures, course material, and skills necessary to train personnel to
install, operate, and maintain a facility, system, or equipment. 11.6 First and Second Level Repair. Strategy for obtaining the
resources, processes, and procedures for on-site and second-level engineering support for
both hardware and software. 11.7 Packaging, Handling, Storage, and Transportation. Strategy for obtaining the resources and methods to ensure systems, equipment, and support items are preserved, packaged, stored, and transported safely. 12 TEST AND EVALUATION Define test-related organizational roles and responsibilities and
identify responsible agents for all test functions in Section 5.2.1. Identify test
milestones in Section 4. Identify in Section 3 resource requirements for all test-related
activities and functions including test staffing and training, test articles, test
facilities and sites, and such specialized test equipment as aircraft type and number,
simulators, simulation and modeling, and hardware/software test beds. 12.1 Test Strategy Overview. Briefly summarize the test strategy
for each program stage (e.g., capability demonstration, prototype development, full-scale
development, production, deployment , as appropriate). If this program is a commercial or
nondevelopmental acquisition, describe the use of commercial product testing or historical
usage data in place of government testing. Identify any completed testing including
operational capability tests and demonstrations. Identify any other test streamlining
approaches that will be used (e.g., Operational Capability Demonstration as an element of
source selection). Identify whether the program was designated for IOT&E by the
Associate Administrator for Air Traffic Services, thereby requiring an Independent
Operational Test Readiness Declaration. Explain why this test strategy is appropriate for
the risk associated with the products to be provided. Identify critical operational issues
and explain how the test strategy will mitigate them. Explain how the Verification
Requirements Traceability Matrix will be used to trace critical performance parameters and
critical operational issues from the Requirements Document to test activities throughout
solution implementation. For each of the following stages of test and evaluation, define what exit criteria will be used to ensure test requirements are met, explain how test outcomes will be used to achieve a quality product that meets user/operator needs. 12.2 System Test. Explain the system test strategy for this
acquisition program, as appropriate. If developmental testing is required, define the
objectives of developmental testing. Identify criteria for the commencement of operational
testing. Explain how Critical Operational Issues will be used to establish test objectives
for each stage. Differentiate between contractor testing and agency testing or approval
points. Explain how you intend to identify and obtain needed test plans, procedures, and
reports. Identify how you intend to identify and obtain needed test personnel, tools,
training, and other needed test resources for both government and contractor personnel. 12.3 IOT&E. If the Associate Administrator for Air Traffic
Services designated this program for IOT&E, the ATS Test Team will develop the
IOT&E test strategy section of the Acquisition Strategy Paper. Describe the IOT&E
approach: how Critical Operational Issues form the Requirements Document will be resolved;
any limitations to resolving the COIs; and the prerequisites for starting IOT&E which
are addressed in the Independent Operational Test Readiness Declaration. Delineate the
criteria/requirements for selecting the key site for IOT&E. Identify how all plans.
procedures, and reports will be developed. Discuss how the assessment for operational
readiness will be made. 12.4 Field Familiarization Test. Explain how Critical Operational Issues will be used to establish test objectives for field familiarization testing. Explain how you intend to identify, plan, and execute tests to accomplish these objectives. Explain how you intend to identify and obtain needed test plans, procedures, and reports. Identify how you intend to identify and obtain needed test personnel, tools, training, and other needed test resources for both government and contractor personnel. 13 IMPLEMENTATION AND TRANSITION Define the strategy for fielding and bringing the new capability into
operational use. This typically encompasses implementation planning, pre-installation
checkout, installation and checkout, site integration, system shakedown, dual operations,
and the removal and disposal of replaced systems, equipment, land. facilities, and other
items. Define how the In-Service Review process will be applied, if applicable, including
the use of the ISR Checklist. If shipment to sites other than the key site is planned
before the In-Service Decision, explain the logic to be used in requesting authorization
from the In-Service decision-maker in accordance with IPDS Guidance 97-03. Explain
how service will be maintained during transition from the current capability to the new
capability. Explain how you intend to identify and obtain tools, resources, and support
needed to field this product. Identify responsible organizations and their roles and
responsibilities in Section 5.2.1. Identify primary implementation milestones in Section
4. Include implementation funding requirements by fiscal year in Section 3. 14 QUALITY ASSURANCE Identify quality assurance controls that will be applied (e.g.,
contractor status reporting, metrics, in-plant QRO, peer reviews, independent verification
and validation) to both contractors and the government). Identify any quality assurance
standards to be invoked. If government standards are invoked, explain why they are
required in lieu of commercial standards. Identify any automated tools that will be
employed to manage and communicate quality assurance actions and activities. Define how
the quality of a vendor's software processes will be monitored when those processes are
evaluated and scored as a part of source selection. Include organizational roles and
responsibilities for quality assurance in Section 5.2.1. Identify primary quality
assurance milestones in Section 4. Include quality assurance funding requirements by
fiscal year in Section 3. 15 CONFIGURATION MANAGEMENT. Define the strategy for achieving configuration management requirements
for hardware, software, data documentation, interfaces, and tools, as appropriate. This
approach will vary based on the product to be procured (e.g., commercial,
nondevelopmental, or development). Typically, the following configuration baselines should
be established and managed: a functional baseline of decomposed requirements, an allocated
baseline of configuration items, and a product baseline. Software configuration management
should cover source code, source-code-level programming instructions of programmable
firmware devices, test procedures, and test cases. Identify tools that will be used to
accomplish configuration management. Define in Section 5.2.1 configuration roles and
responsibilities of the vendor and the Integrated Product Team as products move through
their lifecycle. Identify primary configuration management milestones in Section 4.
Include configuration management funding requirements by fiscal year in Section 3. 16 IN-SERVICE MANAGEMENT Describe how the product(s) of this acquisition program will be
monitored and evaluated during the in-service phase to provide the basis for correcting
defects, sustaining and improving operations, and planning upgrades to satisfy future
demand for services. Identify in Section 5.2.1 the roles and responsibilities of key
FAA support organizations during the in-service phase of the product lifecycle. Identify
primary in-service support milestones in Section 4. Include in-service management funding
requirements by fiscal year in Section 3. |