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Appendix A: Roles and Responsibilities (Revised 01/2003)

JOINT RESOURCES COUNCIL (JRC)

  • Makes the mission need decision at the conclusion of mission analysis. Approves the Mission Need Statement and agrees that the need is critical enough to initiate investment analysis. Assigns a priority ranking relative to all agency approved mission needs.
  • Makes the investment decision at the conclusion of investment analysis. Selects a solution from the investment analysis report. Establishes an acquisition program and assigns it to an IPT. Baselines the Requirements Document. Approves the Acquisition Program Baseline. Commits the agency to full lifecycle funding of the program. Identifies any future corporate decisions and levels of empowerment for the IPT during solution implementation and in-service management.
  • Makes Acquisition Program Baseline change decisions which alter program performance, cost, schedule, and benefits baselines during solution implementation or in-service management phases of the lifecycle acquisition management process.
  • Approves agency budget submissions for RE&D and F&E appropriations.
  • Participates in development of agency budget submissions for the operations appropriation.
  • Approves the NAS Architecture baseline.
  • Resolves issues not resolved within the Integrated Product Development System structure.

(Refer to Section 1.10.2 for the membership of the Joint Resources Council.)

LINE OF BUSINESS ASSOCIATE ADMINISTRATORS

  • Member of the Joint Resources Council.
  • Conducts mission analysis within the line of business for the designated business area.
  • Serves as the chairperson of the Joint Resources Council for the mission need decision if sponsoring a Mission Need Statement. Endorses the Mission Need Statement before it comes to the mission need decision.
  • Approves the Requirements Document for programs within their line of business.
  • Provides staff support to the investment analysis staff during investment analysis of mission needs from their line of business.
  • Jointly approves the Acquisition Program Baseline with the FAA Acquisition Executive for programs within their line of business.
  • Implements a non-material solution to a mission need that emerges any time during mission analysis or investment analysis.
  • Revalidates Mission Need Statements as required during various stages of the lifecycle acquisition management process.
  • Overall responsibility for acquisition program execution by IPTs or equivalent program management offices within their line of business organization.

FAA ACQUISITION EXECUTIVE (FAE)

  • Manages acquisition management system (AMS) policy within the FAA.
  • Member of the Joint Resources Council.
  • Jointly approves the Acquisition Program Baseline with the Associate Administrator of the sponsoring line of business.
  • Chairs the Joint Resources Council at the investment decision, and at Acquisition Program Baseline change decisions.
  • Chairs acquisition reviews.

ASSOCIATE ADMINISTRATOR FOR RESEARCH AND ACQUISITIONS

  • Serves as the FAE when delegated responsibility by the Administrator;
  • Responsible for execution of acquisition programs managed within the Research and Acquisitions line of business.
  • Conducts mission analysis within the Research and Acquisitions line of business.
  • Member of the Joint Resources Council.
  • Establishes and promulgates the schedule for acquisition reviews in support of the FAA Acquisition Executive.
  • Sponsors agency-wide technology initiatives.

SYSTEMS ENGINEERING/OPERATIONAL ANALYSIS TEAM (SEOAT)

The SEOAT is composed of representatives from each line of business and other appropriate functional disciplines. It is chaired by the Director, System Architecture and Investment Analysis.

  • Performs affordability assessments and recommends funding offsets if necessary for acquisition program candidate solutions being considered during investment analysis.
  • Prepares a summary of results of the affordability assessment for inclusion in the Investment Analysis Report.
  • Performs affordability assessments of cost growth for existing acquisition programs in consideration of baseline changes.
  • Establishes and maintains a year-round up-to-date prioritization of all ongoing acquisition programs for use in affordability assessments and determination of offsets.
  • Prepares annual budget submissions for approval by the JRC
  • Prepares reprogramming recommendations for approval by the JRC due to APB changes, or marks and passbacks from OST, OMB, and Congress.

DIRECTOR, OFFICE OF INDEPENDENT OPERATIONAL TEST AND EVALUATION (IOT&E)

  • Conducts independent operational test and evaluation for programs as directed by the Associate Administrator for Air Traffic Services.
  • Co-approves the test section of the Integrated Program Plan for programs designated for IOT&E.

MISSION ANALYSIS STEERING GROUP

The Mission Analysis Steering Group is composed of representatives from each line of business. It is chaired by the Director, Air Traffic Systems Requirements Service.

  • Recommends to the Joint Resources Council a priority ranking for all Mission Need Statements.
  • Coordinates mission analysis activity among the FAA Lines of Business.

INTEGRATED PRODUCT LEADERSHIP TEAM (IPLT)

  • Senior management, cross-functional team that integrates and oversees issues, policies, and processes across acquisition system/software, facility or service programs.
  • Prioritizes and allocates human resources horizontally across all FAA Integrated Product Teams (IPTs).
  • Resolves issues/problems raised by, or that are outside the empowerment boundaries of the intermediate level Integrated Management Teams.
  • Approves Product Team and Integrated Product Team Plans, focusing on empowerment boundaries and team operations concepts.
  • Participates in establishment and maintenance of IPDS infrastructure.

INTEGRATED MANAGEMENT TEAM (IMT)

Refer to IPDS guidance for IMT membership.

  • Intermediate level cross-functional team that integrates activity and resolves lifecycle acquisition issues across IPTs within each product/service area.
  • Guides IPT program activity to ensure compatibility with NAS-level systems engineering.
  • Guides, coaches, and supports its product/service area IPTs.
  • Monitors approved team empowerment boundaries and ensures teams handle issues appropriately.
  • Resolves cross-functional issues that cannot be decided within IPTs or are not within IPT empowerment boundaries.
  • Prioritizes and allocates human resources among IPTs across its product/service area.
  • Approves the Acquisition Strategy Paper (IMT Co-leaders)
  • Approves the Integrated Program Plan (IMT Co-leaders)

INTEGRATED PRODUCT TEAM (IPT) (Revised 01/2003)

  • May operate as an entity or be organized into sub-IPTs or Product Teams to develop, procure, and deliver products or services for users or customers.
  • Manages each program's Acquisition Program Baseline and predicts and reports potential breaches to management.
  • Develops and obtains team member endorsement of the Acquisition Strategy Paper.
  • Develops and obtains team member endorsement of the Integrated Program Plan.
  • Assists in development of the Requirements Document.
  • Develops cost and schedule baselines for candidate solutions during Investment Analysis.
  • Responsible for acquisition of new or improved capability for services and products throughout their lifecycle.
  • Ensures coordination and obtains input from subject matter experts in critical functional disciplines. These disciplines vary, depending on the type of program , but typically include; management of requirements; test and evaluation; deployment planning; logistics support; procurement planning; real property; acquisition, management, and disposal; configuration management; human factors; environmental, occupational safety and health, and energy considerations; information technology; systems engineering; security; system safety management; spectrum management; risk management; regulation and certification; telecommunications. The IPT is responsible to ensure that all relevant disciplines have been contacted weather or not they appear in the above list.  

INTEGRATED PRODUCT TEAM LEADER

  • Serves as Source Selection Official unless otherwise delegated by the Joint Resources Council.
  • Serves as spokesperson for the team.
  • Guides, encourages, and coaches team members.
  • Leads and facilitates team efforts without dominating the process.
  • Keeps the team focused on consensus decisionmaking and ensures process is not dominated by individual team members.
  • Ensures all program stakeholders are members of the team and that they participate in team decisionmaking.

CONTRACTING OFFICER

  • Ensures, as applicable, conflict of interest documentation is obtained from all IPT members, and determines, with legal counsel review, if any conflicts of interest exist.
  • Ensures that IPT members are briefed on the sensitivities of the source selection process, the prohibition against unauthorized disclosure of information (including their responsibility to safeguard proposals and any documentation related to the IPT's proceedings), and the requirements pertaining to conflicts of interest.
  • Coordinates communications with industry.
  • Participates during the screening, selection, and debriefing phases of source selection to ensure fair treatment of all offerors.
  • Issues, as required, solicitation amendments and letters, screening information requests (SIRs), and SIR amendments to industry.
  • Controls all written documentation issued to industry related to the source selection and contracting process.
  • Ensures the contract is signed by an official with the authority to bind the company.
  • With guidance from legal counsel, assures that all contractual documents are in compliance with applicable laws and regulations.
  • Serves as the Source Selection Official when delegated responsibility by the IPT leader.
  • Executes, administers, and terminates contracts, and makes related determinations and decisions that are contractually binding.

SOURCE SELECTION OFFICIAL

  • Assumes full responsibility and authority to select the source(s) for contract award.
  • Approves the source selection evaluation plan, if required.
  • Ensures the disciplines needed to prepare contract documents, solicit and select sources, award contracts, and administer contracts are properly represented on the IPT.
  • Makes all screening decisions and selection decisions.

OFFICE OF THE CHIEF COUNSEL (Added 01/2003)

  • Represents the Agency's legal interests on product or service teams engaged in the acquisition of goods and services in support of the Agency's Mission.
  • Exercises independent professional judgment, advises the teams on relevant legal, governmental, and business issues, and promotes the legality and integrity of acquisition actions.
  • Represents the Agency in connection with procurement-related litigation, alternative dispute resolution and other matters.
OFFICE OF DISPUTE RESOLUTION FOR ACQUISITION (ORDA) (Added 01/2003)
  • FAA Administrator's impartial administrative forum for adjudication of bid protests and contract disputes arising under the Acquisition Management System.
  • Provides dispute resolution services to the Agency and it's private business partners, implementing the Agency's policy to utilize ADR to the maximum extent practicable.
  • Conducts a streamlined adjudication process for matters un-resolvable through ADR.
  • Provides "Findings and Recommendations", and issues orders and decisions supported by the case record and law, on behalf of the FAA Administrator.
  • Promulgates and operates in accordance with rules of procedure.
  • Recommends changes to the FAA Acquisition Management System.