1 BACKGROUND _{(Revised 07/2001)}

1.1 Mission Need. Identify the Mission Need Statement and any other high-level agency document (e.g., FAA Strategic Plan) supporting this program. Briefly summarize the mission need this program is intended to satisfy.

1.2 Status. State whether this is the initial Integrated Program Plan or a revision. If this is a revision, briefly explain how the program has changed and why approval is sought. Cite any top-level management direction since the last approval that influences this revision. Only major changes to the Integrated Program Plan as a result of changes to the Acquisition Program Baseline or management direction are approved by the Integrated Management Team (IMT) or Strategic Support Group (SSG), or equivalent Directors of sponsoring/providing organizations if there is no IMT or SSG. _{(Revised 07/2001)}

2 OVERVIEW _{(Revised 07/2001)}
2.1 Program Scope. Briefly summarize this acquisition program and the major functions or capabilities it is intended to provide. Describe how it relates to the overall National Airspace System architecture and other interfacing systems or products. Identify and describe 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). _{(Revised 07/2001)}

2.2 Deliverables. List the primary deliverables of this program.

Table 1. 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 INTEGRATED PROGRAM SCHEDULE _{(Revised 07/2001)}

Develop an integrated program schedule that is a logical networking of the work activities that will be executed to achieve successful program implementation. Use of an automated scheduling tool (e.g., MS Project, Primavera, Artemis) is encouraged. Numerically link the work activities to the narrative description of each in the functional areas addressed in this Integrated Program Plan, Sections 5 through 16. The narrative descriptions define each work activity, identify the responsible agent, identify any associated product and approval agent for those products, and define the completion date for the activity. The integrated program schedule should integrate all activities (both government and contractor responsibilities) into a single comprehensive plan that represents the Integrated Product Team's "road map for program implementation" from the investment decision through the In­Service phase. Show major program milestones and critical interrelationships between work activities in the integrated program schedule.

The following are representative work activities that could appear in the integrated program schedule:

5 PERFORMANCE  _{(Revised 04/2003)}

5.1 Core Work Activities. Use the format below to define the core work activities to implement the program strategy defined in Section 5.1 of the Acquisition Strategy Paper. The work activities defined in this section relate to the overall program strategy; for example, the engineering and development work activities associated with a software or hardware developmental program or the design and construction activities associated with establishing a new facility. Work activities related to such supporting disciplines as test and evaluation, quality assurance, and configuration management are defined in other sections of the Integrated Program Plan.  The key is to think through what needs to be done to achieve the capability specified in the Acquisition Program Baseline, and to build the work activities that will achieve that capability.  Link all work activities to Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding

Core Work Activity Chart

5.2 Program Management Work Activities. Use the format below to define the work activities (both government and contractor) to manage this acquisition program as defined in Section 5.2 Management Strategy, of the Acquisition Strategy Paper. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding.

Management Work Activity Chart _{(Revised 04/2003)}

5.3 Procurement Work Activities _{(Revised 04/2003)}

Use the format below to define the work activities that will be executed to implement each individual procurement planned for this acquisition program. Be consistent with the approach in Section 5.3, Procurement Strategy, of the Acquisition Strategy Paper. Work activities must address tasking and funding sent to other agencies and organizations, as appropriate, as well as efforts associated with contracting with industry. Address all aspects of procuring needed services and capabilities including identification of potential sources, source selection, competition, contract type, contract audits, government finished equipment and government finished information, acceptance criteria, warranties, and data rights. Link all work activities in Section 4, Integrated Program Schedule, and include funding requirements in Section 3, Integrated Program Funding _{(Revised 04/2003)}

Procurement Work Activity Chart _{(Revised 07/2001)}

6 BENEFITS (Revised 07/2001)

Use the format below to define the work activities to verify that benefits in the Acquisition Program Baseline are achieved during in-service operation of the products and services of this acquisition program. Be consistent with the approach in Section 6 Benefits, of the Acquisition Strategy Paper. If actions must be taken by parties outside the direct control of the Integrated Product Team to achieve benefits (e.g., equipage by the aviation industry, regulatory action), be sure to include those work activities as well. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding _{(Revised 07/2001)}

Benefits Work Activity Chart

7 PHYSICAL INTEGRATION _{(Revised 07/2001)}

Physical integration concerns the integration of a solution to mission need into the physical environment. Use the format below to define the work activities to achieve physical infrastructure requirements in the Acquisition Program Baseline. Be consistent with the approach in Section 7, Physical Integration, in the Acquisition Strategy Paper. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding.

Physical Integration Work Activity Chart _{(Revised 07/2001)}

8 FUNCTIONAL INTEGRATION _{(Revised 07/2001)}

Use the format below to define the work activities to achieve functional integration with other systems and equipment, the physical plant housing product(s), and human operators and maintainers, as appropriate. Link all work activities to Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding.

Functional Integration Work Activity Chart _{(Revised 07/2001)}

9 HUMAN INTEGRATION _{(Revised 04/1999)}

Typically, human integration activities are intended to ensure products are well-designed and appropriate for the human workforce that will operate, maintain, and support them. Human factors work activities should be consistent with the nature, size, and complexity of the product(s) being acquired, and should achieve the following: product design influenced by the capabilities and limitations of operators, maintainers, and support personnel; determination of the required level of human performance necessary to achieve required product performance; necessary personnel training. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding.

Human Integration Work Activity Chart

10 SECURITY _{(Revised 07/2001)}

Use the format below to define the work activities to achieve physical security,  information security, and personnel security.  _{(Revised 07/2001)}

Security Work Activity Chart _{(Revised 07/2001)}

11 IN-SERVICE SUPPORT

Use the format below to define the work activities to achieve support requirements for this acquisition program. Organize lifecycle support work activities into the elements specified in the table. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding.

In-Service Support Work Activity Chart

12 TEST AND EVALUATION _{(Revised 07/2001)}

Use the format below to define the work activities to implement the test strategies in the Acquisition Strategy Paper. These activities must verify achievement of requirements and Critical Operational Issues in the Acquisition Program Baseline. Testing work activities may include: the creation, validation, and execution of developmental and operational test plans; test procedures; test reports; the development or procurement of specialized test equipment such as aircraft, simulators, hardware/software test beds, and computer­driven simulation models; the procurement of special test equipment and development of test sites; test data recording and analysis; and the establishment of manpower and training needed by both contractor and government personnel for the test program. If the contractor's Master Test Plan forms the basis for the Developmental System Test, then FAA should require the contractor to specify in the Plan that the FAA shall be the sole authority to input, control, and approve all test work activities and test decision points. For commercial and non-developmental programs, review the applicability of historical test data or commercial product testing in place of government-unique testing. For Operational System Test, clearly distinguish between testing at William J. Hughes FAA Technical Center and field testing, and be sure to coordinate and schedule test requirements early. _{(Revised 07/2001)}

If the program is designated for IOT&E, the ATS Test Team will develop the IOT&E Section of the Integrated Program Plan. For designated programs, the preparation of the Independent Operational Test and Evaluation Readiness Declaration (IOT&ERD) should be an IPT­test activity under Operational System Test. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding. The T&E Section for programs designated for IOT&E is co-approved by ATQ-1 and the IPT lead.

Test and Evaluation Work Activity Chart

13 IMPLEMENTATION AND TRANSITION _{(Revised 07/2001)}

Use the format below to define work activities to field the products of this acquisition program and put them into operational use. This typically encompasses implementation planning, pre­installation checkout, installation and checkout, site integration, system shakedown, dual operations, and the removal and disposal of replaced systems, equipment, land, facilities, and other items. Work activities should minimize disruption to current functions and services during transition to the new capability. Use the In­Service Review Checklist as a guide when identifying actions and activities that need to be planned and executed. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding _{(Revised 07/2001)}

Implementation and Transition Work Activity Chart

14 QUALITY ASSURANCE _{(Revised 07/2001)}

Use the format below to define the work to implement quality assurance controls as specified in the Acquisition Strategy Paper. Include work activities needed to report, track, analyze, and correct quality problems emerging from contracted efforts. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding. Identify in Section 11, In­Service Support, any training work activities for implementing quality assurance on this program.

Quality Assurance Work Activity Chart

15 CONFIGURATION MANAGEMENT

Use the format below to define work activities to achieve configuration management for hardware, software, data documentation, interfaces, and tools, as appropriate. This approach will vary based on the product to be procured (e.g., commercial, non-developmental, 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 for production. Software configuration management should cover source code, source­code­level programming instructions of programmable firmware devices, test procedures, and test cases. Identify tools that will be used to accomplish configuration management. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding

Configuration Management Work Activity Chart

16 IN-SERVICE MANAGEMENT _{(Revised 07/2001)}

Use the format below to define work activities that will be executed during in-service management of this acquisition program. These work activities will become more definitive as products near and enter the In-Service phase of the lifecycle. In-Service work activities should define how the Integrated Product Team will monitor and evaluate the performance of fielded products and services, optimize their efficiency and effectiveness, sustain and extend their useful lifecycle within constraints of available sustainment funding, and evaluate the capability of fielded products and services to satisfy projected demand, as preparation for an investment decision on service-life extension when a major upgrade in capability is needed. Link all work activities in Section 3, Integrated Program Schedule, and include funding requirements in Section 4, Integrated Program Funding.

In-Service Management Work Activity Chart